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People Management and Organization > Week 11 - Leadership > Flashcards

Week 11 - Leadership Flashcards

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People You Should Know flashcards
1
Q

Manager

A
  • Upholds the status quo
  • Reactive
  • Managers promote stability.
  • Managers implement the vision and strategy provided by leaders.
  • Managers also coordinate staff and handle day-to-day problems.
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2
Q

Leader

A
  • New approaches to problems
  • Proactive
  • Leaders press for change
  • Leaders establish direction by developing a vision for the future and inspiring workers to overcome hurdles.
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3
Q

Footsteps and Shadows

A

Leader uses position to guide and develop followers in the right direction

Leader uses position to satisfy own needs leaving followers in the “dark”

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4
Q

What is leadership

A

The influence that particular individualsexert on the goal achievement of others in an organizational context.

Effective leadership exerts influence in a way that achieves organizational goals by enhancing the productivity, innovation, satisfaction, and commitment of the workforce.

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5
Q

What is leadership (continued)

A

Leadership is intention
Leadership needs people/follower
Leadership is about using power
Leadership needs an aim

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6
Q

Leadership theories

A

Trait theories
Behavioral theories
Situational/Contingency Theories
Transformational/Transactional Leadership

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7
Q

Trait theories

A
  • Characteristics; leaders are born

* Personality traits, social traits, physical characteristics

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8
Q

Behavioral theories

A
  • Actions; leaders are made
  • Initiating structure & consideration
  • Examples: Ohio Studies, Michigan Studies
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9
Q

Situational/Contingency Theories

A
  • Conditions affect leadership
  • House’s Path-Goal Theory
  • Examples: Feidler’sContingency Theory, Hersey & Blanchard’s SLT
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10
Q

Transformational/Transactional Leadership:

A

•Leading with vision

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11
Q

Emerging theories

A

•Authentic, Ethical, Servant, Empowering.

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12
Q

Are leaders born? The trait theory of leadership?

A

➢Leadership depends on the personal qualities or traits of the leader.
➢Based on the assumption that those who become leaders and do a good job of it possess a special set of traits that distinguish them from the masses of followers.

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13
Q

Leadership Traits

A

➢“Big Five” dimensions of personality are related to leadership emergence and success.

➢Extraversion and conscientiousness most consistent predictors of leadership effectiveness.

"Personality Trait" -- Variance%
Neroticism -- 6%
Extraversion -- 10%
Openness -- 6%
Agreeableness -- 1%
Conscientiosness -- 8%
Total Variance -- 23%
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14
Q

Limitations of the trait approach

A

It is difficult to determine whether traits make the leader or whether the opportunity for leadership produces the traits.

➢Traits don’t:
Tell us what leaders do to influence others successfully.
Take in to account the situationin which leadership occurs.
Lead to successfulleadership.
Avoid discrimination when evaluating leader effectiveness and making promoting decisions

Leader behaviourshave a greater impact on leadership effectiveness than leader traits.

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15
Q

Transactional Leadership

A

➢Managing based on an exchange relationship with employees.

➢Leaders clarify the link between employee goals and performance.

How is this connected to transformational leadership?

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16
Q

Transformational Leadership

A

1) Increase subordinates’ awareness of the importance of tasks and performing well;
2) Make aware of their needs for personal growth, development, and accomplishment;
3) Motivate their subordinates to work for the good of the organization rather than exclusively for their own personal gain or benefit

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17
Q

What are the four dimensions of Transformational leadership?

A

Idealized Influence
Individualized Consideration
Inspirational motivation
Intellectual Stimulation

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18
Q

Idealized Influence

A

Based largely on referent power, provides role model

Desire to identify with (be like) the leader

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19
Q

Individualized Consideration

A

Caring about individual needs

Shows concern for others/empathy

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20
Q

Inspirational Motivation

A

Ability to articulate a vision that is appealing to others

Create intrinsic motivation

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21
Q

Intellectual Stimulation

A

Challenging assumptions, taking risks, and nurturing creativity and independent thinking

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22
Q

Transformational Leadership: Research

A

The most consistent predictor of effective leadership.

Research indicates CEO transformational leadership is positively related to firm performance.

Effective during times of change and for obtaining employees’ commitment to change.

Why are transformational leaders so effective?
—Transformational leaders are instrumental in developing high-quality leader and member (follower) relationships, identification with one’s work unit, self-efficacy, and person-organization value congruence.

Overall, the best leaders are both transformational and transactional.

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23
Q

Contingency or situational Leadership Theories

A

There is not single best practice or style
Stresses the importance of considering the context when examining leadership

Fiedler Contingency Model - effectiveness of leadship is based on how favorable the situation is (are you working with an engaged person or unengaged person)

Hersey and Blanchard’s Situational Theory - Task and the relationship play a role

House’s Path-Goal Theory

Leader-member exchange theory

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24
Q

House’s Path Goal Theory

A

A leader’s job is to help employees achieve their work goalsand in so doing achieve organizational goals.

Refer’sback to goal setting theory!

A leader should:

Determine the outcomes (goals) employees want

Make these desired outcomes contingent on performance

Inform employees of required performance to receive outcomes

  • -Clarify path required to achieve goal
  • -Remove barriers that could impede performance

Care about the employees and their goals too

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25
Q

Path-Goal Styles

A

Directive
Supportive
Participative
Achievement oriented

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26
Q

Directive

A

Informs subordinates of expectations, gives guidance, shows how to do tasks (when individuals have difficulty doing tasks; tasks are ambiguous and ill-structured)

27
Q

Supportive

A

Friendly and approachable, shows concern for status, well-being and needs of subordinates (when individuals are under stress or otherwise show that they need to be supported; for dissatisfying/frustrating/routine tasks)

28
Q

Participative

A

Consults with subordinates, solicits suggestions, takes suggestions into consideration (when individuals need to buy into decisions; non-routine; high level employees)

29
Q

Achievement Oriented

A

Sets challenging goals, expects subordinates to perform at highest level, continuously seeks improvement in performance, has confidence in employees (when individuals like challenges

30
Q

Leaders need to…

A

1.Assess their followers’ needs
•Requires perspective-taking and empathy

2.Assess their followers attributes
•Requires knowledge of requirements

3.Assess the context
•Requires expertise and information, political skill doesn’t hurt!

4.Use appropriate behaviors to guide followers to actions that lead to need satisfaction
•Establish effort-performance-reward link

31
Q

Things to keep in mind when leading!

A

Leadership is very flexible process that requires adapting to the consistently shifting emotions and actions of your employees!

32
Q

Emerging Theories of Leadership

A

Empowering
Servant
Ethical
Authentic

33
Q

Four parts of Authentic Leadership

A

Self Awareness
Relational Transparency
Balanced processing
Internalized moral perspective

34
Q

Self Awareness

A 
Understanding of
strengths and
weaknesses and
awareness of
impact
35
Q

Relational Transparency

A 
Presenting true
authentic self to
others and
sharing of
information/
thoughts/feelings
36
Q

Balanced Processing

A 
Objective
analysis of
relevant
information
before making
decisions
37
Q

Internalized moral perspective

A 
Internal moral
standards and
values guide
behaviour and
decision making
38
Q

Authentic Leadership (Continued)

A

Team leader authenticity has also been found to be related to
team members’ authenticity which was related to higher quality
teamwork behaviour and team productivity.

39
Q

Empowering Leaderships

A

Implementing conditions that enable power to be shared with employees

Empowering leaders value participation and autonomy in decision making

Provide participation and autonomy in decision making to followers

40
Q

Psychological empowerment

A

Meaning,

Competence,

Self determination, and

Impact

41
Q

Structural Empowerment

A

Resources,

Support,

Information, and

Opportunity

42
Q

Servant Leadership

A

Going beyond self interests and having a genuine concern to serve others and a motivation
to lead

A servant leader is somebody who wants to serve first and lead second.

43
Q

What are the six characteristics of servant leaders

A 
Empowering and developing people
Humility
Authenticity
Interpersonal acceptance
Providing direction
Stewardship
44
Q

Aboriginal Leadership as a ype of servant leadership

A

see slide 34 or pic

45
Q

Ethical Leadership Behaviours

A

Modeled on normative behaviour

Set & follow ethical standards

Bear onus of rewarding & disciplining others for adherence

Consider the ethical consequences of decisions

Care about others

Seek to do the right thing personally and professionally

46
Q

What does an Ethical Leader’s behaviour lead to?

A

Demonstration or proper conduct:
•Personal actions
•Interpersonal
relationships

Promotion of conduct:
•Using two way communication,
•Reinforcement,
•Decision making

47
Q

What are the positive and Behavioural effects of Ethical Leadership?

A

Significant influence on the ethical culture of an organization
Immediate supervisors have greatest effect

Positive Effects:
• Job performance
• Fewer counterproductive behaviours
• Perceptions of:
     Honesty
    Fairness
   Effectiveness
Behavioural effects:
•Extra effort (Related to direct
supervisor)
•Citizenship behaviours
•Report problems to management
48
Q

Ethical Leader Values

A 
Integrity
Altruism
Humility
Empathy & Healing
Personal
Growth
Authenticity
Empowerment
Fairness and Justice
49
Q

Why are values important to Ethical leaders?

A
  1. Woven into the inner life of leaders
  2. Shape the way leaders see and behave
  3. Operate ifdependently of the situation
  4. Help leaders live better lives
50
Q

Followers of Emerging Leaders have higher:

A 
Organizational commitment
Job satisfaction
Satisfaction with their supervisor
Organizational citizenship
behaviour
Work engagement
Ethical and pro
social behaviours
51
Q

Take away 1

A

Leaders are guided by their
values which inform their
behaviours

52
Q

Take away 2

A

Followers learn through seeing
their leaders make decisions and
take action

53
Q

Dark Side of Leadership

A

Pseudo-Transformational
Abusive
Unethical

54
Q

Unethical Leadership

A

‘‘behaviors conducted and decisions made by organizational leaders that are illegal and/or violate moral standards, and those that impose processes and structures that promote unethical conduct by followers.’’ (Brown and Mitchell, 2010, p.

55
Q

Unethical Leader’s Typical Vice

A 
Self serving
Deception, Lies, & Cheating
Hypocrisy
Arrogance
Lack of social inhibition
High Self-Monitoring
Malevolence
Masked intentions
56
Q

Pseudo Transformational Leadership

A

Self centered & they manipulate followers for their own goals

Idealized Influence
Individualized Consideration
Inspirational Motivation
Intellectual Stimulation

57
Q

Idealized Influence

A

Very self
interested & desire
to be idolized

Not well respected

58
Q

Indicidualized Consideration

A 
Caring about own
needs primarily,
and value
followers if there is
a direct benefit

Shows fleeting
interest in
followers’ needs

59
Q

Inspirational Motivation

A

Able to articulate
a vision that is
appealing to
others

Create intrinsic
motivation

60
Q

Intellectual Stimulation

A 
Discourage/
censor followers
from engaging in
independent
thought & action
61
Q

Abusive Leadership

A

“The sustained display of hostile and nonverbal behaviors, excluding
physical contact” ( Tepper , 2000, p.

    • Lasts as long as employment relationship
    • Rooted in power dynamic

Why would leaders engage in such behavior?

Cyclic one supervisors that were abused, abuse “chip off the old block”

    • Leader’s experience of injustice
    • Target those that are: Weak, vulnerable, unable/willing to defend themselves
62
Q

Take Away 3

A

Unethical leaders can be

motivated by self interest

63
Q

Take Away 4

A

Unethical leaders don’t always

appear to be such

People Management and Organization (11 decks)

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