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WO & SP DT II > WOP Lecture 12 Leadership > Flashcards

WOP Lecture 12 Leadership Flashcards

1
Q

leader follower relationships development?

A

naturally, evolutionary

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2
Q

leaders benefits

A

group cohesion
managing conflict
coordinating group actions against threats

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3
Q

leadership =

A

the ability to influence, motivate and enable others to contribute toward the effectiveness of the organizations of which they are member

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4
Q

shared leadership

A

leadership is broadly distributed across team members rather than assigned to one person. it supplements formal leadership

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5
Q

leadership is a…

A

role, not position!!!! can change

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6
Q

shared leadership works well when…

A
  • formal leaders are willing to delegate power
  • collaborative (not competitve) culture
  • employees develop effective influence skills
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7
Q

4 perspectives on leadership

A
  1. personal attributes
  2. managerial
  3. transformational
  4. implicit
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8
Q

which personal characteristics lead to superior performance in leadership

A

geen evidence voor

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9
Q

eight leadership attributes

A

personality
self-concept
drive
integrity
leadership motivation
knowledge of the business
cognitive/practical intelligence
emotional intelligence

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10
Q

emerging view

A

several attributes now identified as key influences on leadership potential and of effective leaders

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11
Q

personality

A
  • extraversion
  • conscientiousness
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12
Q

self-concept

A
  • positive self-evaluationi
  • high self-esteem
  • high self-efficacy
  • complex
  • internally consistent self-concept
  • internal locus of control
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13
Q

drive

A
  • inner motivation to persue goals
  • inquisitiveness/nieuwschierig
  • action oriented
  • bold
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14
Q

integrity

A
  • truthfulness
  • strong moral principles
  • consistency in words and action
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15
Q

leadership motivation

A

high need for socialized power to achieve org. goals

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16
Q

knowledge of the business

A

understands external environment
aids intuitive decision making

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17
Q

cognitive or practical intelligence

A
  • above average cognitive ability
  • able to solve real world problems
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18
Q

emotional intelligence

A

recognizing and regulating emotions in self and others

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19
Q

authentic leadership

A
  1. know yourself
  2. be yourself
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20
Q

know yourself

A
  1. engage in self-reflection
  2. feedback from trusted sources
  3. know your life story
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21
Q

be yourself

A
  1. develop your own style
  2. apply your values
  3. maintain a positive core self evaluation
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22
Q

personal attributes perspective limitations

A
  • assumes all effective leaders have the same personality (want complex en kan combi zijn van vanalles)
  • assumes leadership is within the person
  • attributes refer to leadership potential not necessarily performance
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23
Q

some personal characteristics may only affect our perception of a leader..

A

not whether they are actually effective

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24
Q

managerial leadership

A

daily activities that support the performance and wellbeing of employees and the work unit to support current objectives and practices

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25
Q

difference transformational and managerial leadership

A

managerial -> stable environment, no need for change. ook microfocused (ipv macrofocused) -> specific individuals or units

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26
Q

people oriented behaviour that is effective

A
  • concern for employees
  • pleasant workplace maker
  • recognize their contributions
  • listen
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27
Q

task oriented behaviours that are effective

A
  • assign specific tasks
  • clarify duties
  • set goals and deadlines
  • establish work procedures
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28
Q

which one is better: task or people oriented

A

both are important! usually very high or low levels is where differences are seen

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29
Q

high person oriented leader =

A

less:
absenteeism
turnover
job dissatisfaction
less stress

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30
Q

high task oriented leader =

A

job performance omhoog

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31
Q

students like:

A

task oriented teachers

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32
Q

problem with managerial leadership model

A

it depends on the situation whether you want high task and high people or not

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33
Q

contingency theories

A

relationship between situation and leader, depends on what the situation is

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34
Q

path goal theory

A

effectiveness of leader depends on how well the leader complements the environment in which subordinates work

35
Q

path-goal leadership styles

A
  1. directive
  2. supportive
  3. participative
  4. achievement oriented
36
Q

directive =

A

provide structure
task oriented

37
Q

supportive

A

people oriented

38
Q

participative

A

encourage employee to involve in decisions beyond normal work activities

39
Q

achievement oriented

A

encourage performance through challenging goals
seek improvement

40
Q

path-goal leadership style globaal

A

effective leaders select the most appropriate style for each situation

41
Q

3 factoren van leader effectiveness

A

employee motivation
employee satisfaction
acceptance of leader

42
Q

contingency betekenis

A

eventueelheid, iets wat misschien kan gebeuren

43
Q

pathgoal employee contingencies: skill/experience bij de 4 formen van leader behaviour

A

bij directive & supportive = low skill/experience needed

bij participative & achievement = high skill/experience needed

44
Q

locus of control bij 4 leader behaviours

A

directive & supportive = external

participative & achievement = internal

45
Q

environmental contingencies bij 3 leadership behaviours:

task structure

A

directive = nonroutine
supportive = routine
participative = nonroutine

46
Q

environmental contingencies bij 3 leadership behaviours:

team dynamics

A

directive = negative norms
supportive = low cohesion
participative = positive norms

47
Q

cohesion =

A

group members commitment to work together to complete their shared tasks and accomplish their collective goals

48
Q

Leadership substitutes theory

A

situation either limits the leaders ability to influence employees or makes a particular leadership style unnecessary

dus situation bepaald leadership style

49
Q

task oriented style: substitutes

A

performance based rewards
employee is skilled and experienced guidance from coworkers
team norms reinforce task objectives
intrinsically motivating work
employee applies self leadership

50
Q

people oriented substitutions

A

supportive coworkers
employee is skilled and experienced
enjoyable work
employee uses stress coping strategies

51
Q

transformational leadership

A

Communicate and model a shared vision for the team or organization and inspire followers to strive
for that vision

-> inspire followers to strive for better performance

52
Q

leading =

A

change the organization to fit the environment

53
Q

transformational leaders: change agents, inspire and motivate their followers

A

oke

54
Q

managerial leaders

A

Managing: achieving current objectives more efficiently

  • Focus is on improving efficiency, ‘get things done’
55
Q

3 factoren van managerial leadership

A
  • link job performance to rewards
  • ensure employees have necessary resources
  • support employees and guide their performance & wellbeing
56
Q

elements (4) of transformational leadership

A
  • build commitment to the vision
  • develop and communicate a strategic vision
  • model the vision
  • encourage experimentation
57
Q

create a strategic vision

A
  • energizes the workers
  • abstract future state, enable vision to remain stable
58
Q

develop communicate the vision

A

frame message around purpose
shared mental model
symbols, methaphors stories (artefacts)

59
Q

model the vision

A

gewoon laten zien aan employees

60
Q

transformational leadership leidt tot…

A

meer:
satisfaction
performance
oorganizational citizenship behaviour
creativity

61
Q

transformational leadership limitations

A
  • transformational leaders are defined by success, behaviour cannot really predict that.
  • universal theory: we need a contingency oriented theory, and a culturually relevant one
62
Q

charisma and transformational leadership

A

is niet hetzelfde.

maar… charisma zit onder umbrella van transformational leadership

63
Q

charisma leidt tot

A

attractiveness
influential and inspirational
briliant
effective communicators

64
Q

charismatic leaders have…

A

emotional expressiveness
communication skills
self confidence

65
Q

wanneer een grotere attribution van charisma?

A

during a crisis!!!

66
Q

2 sides of charismatic leaders

A
  • socialized charismatic leaders: care about followers interests
  • personalized charismatic leaders: care about own interest.
67
Q

personalized charismatic leaders doen:

A
  • use others as a source of self-aggrandizement
  • cerate dependence of their followers
68
Q

implicit leadership theory

A

individuals create cognitive representations of the world, and use these preconceived notions to interpret their surroundings and control their behavior, it suggests that group members have implicit expectations and assumptions about the personal characteristics, traits, and qualities that are inherent in a leader.

dus gaat er om wat voor ideeen followers hebben over goede eigenschappen van een leader

what quacks like a duck….

69
Q

why does the implicit theory make sense

A

because it is easier for us: simplifies the organization of one’s
expectations about the behavior of others

70
Q

dominance =

A

given more power and influence due to perceived competence

71
Q

leader prototype

A
  • confidence
  • dominance
  • high self esteem
    generalized self efficacy
  • intelligence
  • extraversion
  • empathy
72
Q

narcissistic leaders

A

overconfidence, charisma, uniqueness, dominance, high self esteem, extraversion, egocentrisim, risk taking, arrogance, exaggerates dense of self importance
lack of empathy
exploitativeness

73
Q

leadership is a psychologically attractive account
of success and failure (even if biased)

A

oke

74
Q

romance of leadership

A

Our tendency to attribute great successes and great failures to our leaders

75
Q

why do we romance leadership

A
  1. to help explain the complex and ambiguous environment (simplication)
  2. to satisfy illusion of control (rational actions instead of uncontrollable natural forces)
76
Q

fundamental attribution error

A

give credit or blame to a leader, rather than an external factor zoals economy

77
Q

culture on leadership

A

shapes values and norms
influences decisions and actions
shapes followers prototype of effective leaders

78
Q

some leadership styles are universal, others differ across cultures

A

oke

79
Q

what is a universal leadership style

A

charismatic visionary

80
Q

waar werkt participative leadership beter

A

in low power distance cultures

81
Q

wie gebruiken participative leadership meer

A

women

82
Q

evaluating female leaders

A

Still receive less positive evaluations as leader due to
prototypes and gender stereotypes

But evidence that they are good at emerging leadership
styles (coaching, teamwork, empowering)
60

83
Q

glass ceiling

A

= actual and/or
perceived barrier in place within
occupational or organizational settings
that limits the upward mobility of
women with respect to pay and
promotions.

84
Q

glass cliff

A

= tendency for women
to be more likely than men to be
appointed to leadership positions
that are risky and precarious.

WO & SP DT II (16 decks)

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