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65 Cards in this Set
- Front
- Back
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Difficulties in Defining Leadership
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-Specialized role vs. Shared Influence Process
-Type of Influence process -Purpose of influence attempts -Influence based on reason or emotions -Direct vs. Indirect Leadership -Leadership vs. Management |
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Leadership vs. Management
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-L & M as QUALITATIVELY DIFFERENT and MUTUALLY EXCLUSIVE
-L & M as DIFFERENT ROLES or PROCESSES -L as INFLUENCE RELATIONSHIP & M as AUTHORITY RELATIONSHIP -Integrative approach |
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Difficulties Assessing Leadership Effectiveness
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-Many different indicators
-Immediate & delayed outcomes -Stakeholders w. different preferences -Extraneous factors -Negative correlations b/w outcomes |
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Indicators of Effective Leadership
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-High performance
-Satisfaction -Improved group processes -Career success of leader |
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Ways to Classify Leadership Theory & Research
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-Type of variable emphasized
-Type of leader characteristic -Level of Conceptualization |
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Key Variables in Leadership
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-Characteristics of the Leader
-Characteristics of the Follower -Characteristics of the Situation |
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Type of Leadership Characteristic
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-Trait Approach
-Behavior Approach -Power-Influence Approach -Situational Approach -Integrative Approach |
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Level of Conceptualization
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-Intra-Individual Process
-Dyadic Process -Group Process -Organization Process -Multi-Level Theories x Leader Centered vs. Follower Centered |
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Situational Determinants in Stewart's Model
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-Pattern of Relationship
-Work Patterns -Exposure |
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Yukl's 3 Behavior Meta-Categories
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-Task Behavior (planning work activities)
-Relations Behavior (Supportive Leadership) -Change-Oriented Behavior (Developing Subordinate Skills) x Participative Leadership x Transformational Leadership |
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Lewin's Change Model
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-Unfreeze
-Change -Refreeze |
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Change Reaction Stages
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-Denial
-Anger -Mourning -Adaptation |
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Influence of Prior Change Experience
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-General Self-Confidence
-"Inoculation" hypothesis -Less Resilience Hypothesis |
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Reasons for Resisting Change
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-No clear justification for change
-Feasibility of proposed change -Tangible cost/benefit -Individual loss -Inconsistency w. individual values -Lack of trust |
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Qualities of an Effective Vision
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-Simple and idealistic
-Appeals to values -Emphasizes future objective -Challenging -Realistic -Addresses what is important -Focused but not confining |
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Elements of a Vision
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- Mission Statement
- Value Statement -Slogans -Strategic Objectives -Project Objectives |
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Collective Learning and Innovation
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- Internal Creation: Determine what ideas make it through to more funding
- External Acquisition: Benchmarking, Imitation - Knowledge Diffusion: Making sure the people that need the info have access to it - Learning Organizations: Organizations that learn rapidly and use knowledge to become more effective |
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Need for Affiliation
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Need of sense of involvement within social group
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Traits and Effective Leadership
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- Energy and stress level confidence
- Self-Confidence -Internal Locus of Control - Emotional Stability and Maturity - Power Motivation - Personal Integrity - Narcissism - Achievement Orientation - Need for Affiliation |
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Personal Integrity
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- strongly held sense of commitment to openness, honesty, inclusiveness and high standards in oneself
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Social Intelligence
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- ability to form rewarding relationships with other people
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Interpersonal Skill
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- skills people use to properly interact with each other. Some of these basic skills include speaking, listening, following direction
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Technical Skill
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- knowledge and abilities needed to accomplish mathematical, engineering, scientific or computer-related duties, as well as other specific tasks
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Path-Goal Theory
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PREDICTOR -----> MEDIATOR ------> CRITERION
^ SITUATION T&R ------> Sub Motivation -----> S&P ^ Task Difficulty & Familiarity |
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Situational Leadership Theory
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PREDICTOR -------> CRITERION
^ SITUATION T,R,&D ---> S & P ^ Follower Maturity |
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LPC
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PREDICTER ----> CRITERION
^ SITUATION LPC (T&R Values) ----> S&P ^ Favorability (T,R, &P) |
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Substitutes
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PREDICTER ----> CRITERION
^ SITUATION T&R -----> S& P ^ Structure, Training, Experience, Cohesiveness, Motivation, Stress |
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Cognitive Resources
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PREDICTER -----> CRITERION
^ SITUATION I & E ---> S & P ^ Distribution of Knowledge |
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Multiple Linkages Model
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PREDICTER ----> MEDIATOR -----> CRITERION
^ ^ SITUATION SITUATION Leader Beh ---> Task commitment, ability & role clarity, org of work, cooperation & mutual trust, resources & support, external coordination ---> S & P ^ ^ D&C SITUATION |
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Contingency Theory Limitations
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- Beh Meta-Category OVER-EMPHASIS
-Ambig descriptions of relationships -Inadequate casual explanations -Inattention to behavior patterns -Innatention to joint effects -Moderators vs. Mediators predicter --> mediator -----> criterion ^ ^ ^ situation situation situation |
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Power Sources
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-Legitimate
-Reward -Coercive -Referent -Expert -Information -Ecological -Position and Personal |
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Coercive Power
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-conveyed through fear of losing one’s job, being demoted, receiving a poor performance review, having prime projects taken away, etc.
-This power is gotten through threatening others. |
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Reward Power
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conveyed through rewarding individuals for compliance with one’s wishes. This may be done through giving bonuses, raises, a promotion, extra time off from work, etc. For example, the supervisor who provides employees comp time when they meet an objective she sets for a project. - See more at: http://quickbase.intuit.com/blog/2011/08/26/the-5-types-of-power-in-leadership/#sthash.rjUuaLIu.dpuf
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Legitimate Power
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-comes from having a position of power in an organization, such as being the boss or a key member of a leadership team.
-This power comes when employees in the organization recognize the authority of the individual. - For example, the CEO who determines the overall direction of the company and the resource needs of the company. |
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Expert Power
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-comes from one’s experiences, skills or knowledge.
-As we gain experience in particular areas, and become thought leaders in those areas, we begin to gather expert power that can be utilized to get others to help us meet our goals. -For example, the Project Manager who is an expert at solving particularly challenging problems to ensure a project stays on track. |
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Referent Power
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-comes from being trusted and respected.
-We can gain referent power when others trust what we do and respect us for how we handle situations. -For example, the Human Resource Associate who is known for ensuring employees are treated fairly and coming to the rescue of those who are not. |
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How do Followers Resist Influence
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- ********
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Influence Tactics
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-Rational Persuasion
-Apprising -Inspirational Appeals -Consultation -Exchange -Collaboration -Ingratiation -Personal appeals -Legitimating -Pressure -Coalition |
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Core Influence Tactics
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-Rational persuasion
-Consultation -Collaboration -Inspirational appeal |
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Determinants of Team Performance
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Leader Behaviors ---> Determinant ---> Performance
- Commitment to shared objectives -Skills and role clarity - Internal coordination -External; coordination -Resources and support -Trust, cohesiveness, and cooperation -Accurate, shared mental models -Collective efficacy -Member diversity |
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Different Types of Teams
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-Cross-Functional Teams
-Self-managed work teams -Virtual Teams |
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Charismatic Theories
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-Max Weber - Divinely inspired gift
- Social crisis -Radical vision offering solution |
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Transformational Theories
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- Leadership
-Political Leadership -Appeals to followers' moral values, raises consciousness and mobilizes energies -Contrasts with transactional L (appeals to F's self-interest and exchange) |
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Transf and Charism Similarities
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-Often used interchangeably
-Becoming more similar over time |
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Transf and Charism Differences
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-emphasis on charisma & personal ID vs. Inspiring & Developing
-Rare vs. Common -Intensity of Reactions |
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Charismatic Characteristics
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-Novel & appealing vision
-Emotional appeal to values -Unconventional behavior -Self-Sacrifices -Confidence & optimism |
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Follower Characteristics Charismatic
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-Depend on situation
-Follower anxiety -Follower disenchantment |
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Charismatic Theories
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ATTRIBUTION THEORY
-Beh? -Inf process? Facilitating conditions? SELF-CONCEPT THEORY -Traits & beh? -Inf process? -Facilitating conditions? |
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Transformational Behaviors
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-Idealized influence
-Intellectual Stimulation -Individualized Consideration -Inspirational Motivation (added later) |
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Original Theory Behaviors
(transactional) |
-Contingent reward
-Passive management by exception |
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Revised Theories' Behaviors
(transactional) |
-Active management by exception
-Laissez-faire |
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Charismatics Negatice
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-Personalized power orientation
-Usem but abandon/change ideological appeals -Seek to dominate and subjugate -Centralize authority -Restrict information -Self-glorifying decisions -Use punishment and rewards to manipulate |
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Charismatics Positive
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-Socialized Power Orientation
-Emphasize internalization -Self-Sacrifice -Lead by example -Delegate authority -Shared info -Participative decision making -Rewards used to reinforce |
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Charismatics Negative Effects
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-Risky decisions = serious failures
-Alienate or polarize people x determined enemies -Overconfidence x blinds leader to strategic flaws x undermines objective evaluation x reject evidence of unrealistic vision x judgement may not be questioned x followers inhibited from suggesting improvement -Succession Crises |
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Promoting Ethical Practices
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-Set clear standards
-Model ethical behavior -Find ethical ways to resolve problems -Oppose unethical practices -Develop programs to promote ethical behavior -Cultural values, laws, and ethical standards |
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Personal Integrity
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-Person's behavior is consistent with espoused values
-Person is honest, ethical, and trustworthy |
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Conceptions of Ethical Leadership
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-Honest
-Altruistic -Trustworthy -Fair -Personal Integrity |
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Authentic Leadership
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- Describes an ideal leader for organizations
-high self-awareness of values, beliefs and emotions, self-ID and abilities -Self-acceptance: emotional maturity -HONESTY, ALTRUISM, KINDNESS, FAIRNESS, ACCOUNTABILITY, OPTIMISM |
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Servant Leadership
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-nurturing, defending, and empowering followers
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Spiritual Leadership
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-how leaders can enhance motivation by creating conditions the increase sense of spiritual meaning in work
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GLOBE
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-cross cultural study of leadership in 60 dif countries rep all major regions of world
-Global Leadership Organizational Behavior Effectiveness |
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Problem with Cross-Cultural Leadership Research
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-Equivalence of meaning for measures
-Response bias -Representative sample -Level of analysis |
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6 Cultural Value Dimensions
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1) Power Distance
2) Uncertainty Avoidance 3) Individualism vs Collectivism 4) Gender Egalitarianism 5) Performance Orientation 6) Humane Orientation |
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Gender Egalitarianism
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-Sex-based Discrimination
-Glass Ceiling -Feminine Advantage Theories _Research Findings on Gender Dif -Research Limitations on Gender Dif -ID Causes and Reducing Discrimination |
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Managing Diversity
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-FOSTERING APPRECIATION and TOLERANCE
-PROVIDING EQUAL OPPORTUNITY |
