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OBHR 321 > Week 7 > Flashcards

Week 7 Flashcards

1
Q

leadership vs management

A
  • leadership is sexy, management not so much
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2
Q

trait theories

A
  • linked to “great man” theory - some people are born with traits that make them great leaders
  • theories that consider personality, social, physical, or intellectual traits to differentiate leaders from non-leaders
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3
Q

leadership traits

A
  • extraversion
  • conscientiousness
  • oppenness
  • emotional intelligence
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4
Q

extraversion

A
  • outgoing people tend to become leaders
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5
Q

conscientiousness

A
  • discipline and keeping commitments
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6
Q

openness

A
  • creative and flexibile
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7
Q

behavioural theories

A
  • leadership isn’t a “trait” but a “behaviour”
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8
Q

Ohio State University (1945) Behavioural Theory

A
  • two key dimensions of leader behaviour
    1) initiating structure: the defining and structuring of roles
    2) consideration: job relationships that reflect trust and respect
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9
Q

University of Michigan (1950) Behavioural Theory

A
  • Also two key dimensions of leader behaviour
    1) employee orientated: emphasizes interpersonal relationships and is the most powerful dimension
    2) production-orientated: emphasizes the technical aspects of the job
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10
Q

effective leaders show concern for

A
  • the task AND the people they lead
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11
Q

contigency theories stress

A
  • the importance of considering the context when examining leadership
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12
Q

Hersey and Blanchard’s Situational Theory

A
  • a model that focuses on follower “readiness”
  • followers can accept or reject the leader
  • effectiveness depends on the follower’s response to the leader’s actions
  • readiness is the extend to which people have the ability and willingness to accomplish a specific task
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13
Q

Path-Goal Theory (Robert House)

A
  • a leader’s goal is to provide followers with information, support, and resources to achieve their goals
  • guidelines to be effective: determine the outcomes subordinates want, reward individuals with their desired outcomes when the perform well, be clear with expectations
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14
Q

Key concepts of path-goal theory

A
  • consider the following - some followers need support/guidance (too much can be micro-management)
  • consider the environment - some followers need roadblocks removed
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15
Q

Four leadership behaviours (Path-goal theory)

A
  • directive
  • supportive
  • participative
  • achievement orientated
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16
Q

directive (path-goal theory)

A
  • informs subordinates of expectations, give guidances (tasks)
17
Q

supportive (path-goal theory)

A
  • friendly and approachable, shows concern for status, well-being, and needs of subordinates (relationships)
18
Q

participative (path-goal theory)

A
  • consults with subordinates, solicits suggestions, takes suggestions into consideration
19
Q

achievement orientation (path-goal theory)

A
  • sets challenging goals, expects subordinates to perform at highest level, continuously seeks improvement in performance, has confidence in highest motivations of employees. (goal setting)
20
Q

charisma

A
  • a certain quality of an individual personality, by virtue of which he or she is set apart form ordinary people and treated as endowed with supernatural, superhuman, or at least specifically exceptional powers or qualities.
21
Q

Robert House’s Charismatic Leadership Theory

A
  • followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviours
22
Q

What do charismatic leaders do?

A
  • leader articulates an attractive vision
  • leader communicates high performance expectations and confidence in follower ability
  • leader conveys a new set of values by setting an example
  • leader engages in emotion-inducing and often unconventional behaviour to demonstrate convictions about their vision
23
Q

dark side of charisma

A
  • ego-driven charismatic leaders allow their self interest and personal goals override the organization’s goals
24
Q

Good to Great - Jim Collins - very effective leaders who possess the four typical leadership traits

A
  • individual capability
  • team skills
  • managerial competence
  • ability to stimulate others to high performance
25
Q

Transactional Leadership

A
  • laissez-fair leader
  • management by exception (passive)
  • management by exception (active)
  • contingent reward
26
Q

laissez-fair leader

A
  • abdicates responsibilities, avoids making decisions

- not really leadership, but a lack of

27
Q

management by exception (passive)

A
  • intervenes only if standards are not met
28
Q

management by exception (active)

A
  • watches and searches for deviations from rules and standards, takes corrective action
29
Q

contingent reward

A
  • contracts exchange of rewards for efforts, promises rewards for good performance, recognizes accomplishments
30
Q

transformational leadership (four I’s)

A
  • idealized influence
  • inspirational motivation
  • intellectual stimulation
  • individualized consideration
31
Q

idealized influence

A
  • provides vision and sense of mission, instills pride, gains respect, and trust
32
Q

inspirational motivation

A
  • communicates high expectations, uses symbols to focus efforts, expresses important purposes in simple ways
33
Q

intellectual stimulation

A
  • promotes intelligence, rationality, and careful problem solving
34
Q

individualized consideration

A
  • gives personal attention, treats each employee individually, coaches, advises
35
Q

transformational leadership may be

A
  • more effective in smaller organizations, may be most appropriate during crisis or change
36
Q

Socialized Charismatic Leadership

A
  • leaders should model ethical conduct and be other centered
37
Q

four cornerstones of socialized charismatic leadership

A
  • truth telling: opens up mutual, fair exchanges
  • promise keeping: mindful of commitments
  • fairness: fair share for contributions
  • respect for the individual: treating people with dignity

OBHR 321 (10 decks)

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