Intro To Leadership Chpt 1

Front 1

Ability

Leadership is an ability

Back 1

Leadership ability is able to be a leader.

Leadership is conceptualized as an ability.

In leadership, some people have the natural ability to lead.

(4)

Leadership is conceptualized as an ability. A person who has leadership ability is able to be a leader, that is, has the capacity to lead. Page 4

Hint 1

Front 2

Authentic leadership

Back 2

A leadership approach that looks at the authenticity of leaders and their leadership is enjoying strong interest. (3)

Hint 2

Front 3

Behavior approach

Leadership is a behavior

Back 3

A leadership theory that focus on behavior - what leaders do and how they act (2)

It is what leaders do when they are in a leadership role. Page 5

Hint 3

Front 4

Contingency theory

Back 4

Focuses on the match between the leader style and specific situational variables. Page 2

Hint 4

Front 5

Great man theories

Back 5

Focused on identifying that innate qualities and characteristics possessed by great social political and military leaders such as Catherine the great, Mohandus Gandhi, Abraham Lincoln, Moses and Joan of Arc. Page 2

Hint 5

Front 6

Leadership

Back 6

A process whereby an individual influences a group of individuals to achieve a common goal. Page 6

Hint 6

Front 7

Path-goal Theory

Back 7

Situational approach that examines how leaders use employee motivation to enhance performance and satisfaction. Page 2

Hint 7

Front 8

Process behaviors

Back 8

Used by leaders to help people feel comfortable with other group members and at ease in the situations in which they find themselves. Page 6

Hint 8

Front 9

Relational theory

Leadership is a relationship

Back 9

Nature of relations between leaders and followers. LMX Theory predicts that high quality relations generate more positive leader outcomes than low quality relations. Page 2

Leadership is centered on the communication between leaders and followers rather than on the unique qualities of the leader. Relationship leadership becomes a process of collaboration that occurs between leaders and followers. Page 6

Hint 9

Front 10

Relationship Behaviors

Back 10

Focus on what leaders do and how they act. Page 2

Hint 10

Front 11

Servant leadership

Back 11

Emphasizes the caring principle with leaders as servants who focus on their followers needs in order to help these followers become more autonomous, knowledgeable, and like servants themselves. Page 3

Hint 11

Front 12

Situational approach

Back 12

Different situations demand different kinds of leadership. Page 2

Hint 12

Front 13

Skill

Leadership is a Skill

Back 13

Competency developed to accomplish a task effectively.

Describing leadership as a skill makes leadership available to everyone because skills are competencies that people can learn and develop. Page 5

Hint 13

Front 14

Spiritual Leadership

Back 14

Approach that examines how leaders use values, a sense of calling, and membership to motivate followers. Page 3

Hint 14

Front 15

Task behaviors

Back 15

Task behaviors are used by leaders to get the job done i.e. a leader prepares an agenda for a meeting. Page 5

Hint 15

Front 16

Task Behaviors

Back 16

Used by leaders to get the job done i.e. a leader prepares an agenda go a meeting. Page 5

Hint 16

Front 17

Trait

Leadership is a trait

Back 17

A trait, is a distinguishing quality individual, which is often inherited.

Defining leadership as a trait means that each individual brings to the table certain qualities that influence the way he or she leads. Page 4

Hint 17

Front 18

Trait approach

Back 18

Focused on identifying the innate qualities and characteristics possessed by great leaders. Page 2

Hint 18

Front 19

Transformational Leadership Theory

Back 19

Describes leadership as a process that changes people and organizations. Page 3

Hint 19

Front 20

Leadership in an influence peocess

Back 20

Influence is central to the process of leadership because leaders affect followers. Leaders direct their energies toward influence and individuals to achieve something together. Page 7

Hint 20

Front 21

The Globe Project

Global leadership and organizational behavior effectiveness

Back 21

In 2004, Robert House Led a group of 160 researchers to increase our understanding of the impact culture has on leadership effectiveness. 17000 people in 62 countries. Developed positive and negative leadership characteristics that are universally accepted worldwide. Page 7

Hint 21

Front 22

Universal leadership attributes

Back 22

Back (Definition)

Front 23

Charisma

Back 23

Charisma refers to a leaders special magnetic charm and appeal and can have a huge effect on the leadership process. Charisma is a special personality characteristic that gives a leader the capacity to do extraordinary things. Page 24-25

Hint 23

Front 24

Confidence

Back 24

Confidence is a trait that has to do with feeling positive about ones ability to succeed. Page 23

Hint 24

Front 25

Determination

Back 25

Determination is another trait that characterizes effective leaders. Determined leaders are very focused and attentive to tasks. Page 25

Hint 25

Front 26

Integrity

Back 26

One of the most important factors of an effective leader is that they have integrity. Integrity characterizes leaders who possess the qualities of honesty and trustworthiness. Page 27

Hint 26

Front 27

Intelligence

Back 27

Intelligence is an important trait related to effective leadership. Intelligence includes having good language skills, perceptual skills, and reasoning ability. This combination of assets makes people good thinkers and makes them better leaders. Page 22

Hint 27

Front 28

Sociability

Back 28

An important trait for leaders is sociability. Sociability refers to a leaders capacity to establish pleasant social relationships. Page 26

Hint 28

Front 29

Gallup organization

Back 29

Gallup organization conducts research in the social sciences and the late Donald oh Clifton created and published strengths finder profile an online assessment of people's talents and potential strengths. Page 51

Hint 29

Front 30

Learned behaviors

Back 30

Learned behaviors represent those ingrained things we have learned throughout our life experiences. Page 60

Hint 30

Front 31

Positive psychology

Back 31

Introduced by Martin Seligman positive psychology is defined as the scientific study of what makes life most worth living. Page 52

Hint 31

Front 32

Realized strengths

Back 32

Really strengths are personal attributes that represent our strongest assets. We are energized when we use them because they help us perform well. Page 59

Hint 32

Front 33

Themes of human talent

Back 33

Gallup researchers identified themes of human talent, not strengths. Talents are similar to personality traits, they are relatively stable, fixed characteristics that are not easily changed. From talents, strengths emerge. Page 53 - 54

Hint 33

Front 34

Strength

Back 34

Strength is an attribute or quality of an individual that accounts for successful performance. Buckingham and Clifton suggest that strengths are the ability to consistently demonstrate exceptional work. Linley defines strength as a pre-existing capacity that is authentic and energizing and enables peak performance. Page 50

Hint 34

Front 35

Unrealized strengths

Back 35

Unrealized strengths are personal attributes that are less visible. Page 60

Hint 35

Front 36

Weaknesses

Back 36

Weaknesses are our limiting attributes. They often drain our energy and result in poor performance. Page 60

Hint 36

Front 37

Strengths-based leadership, Rath and Conchie 2008

Back 37

Developed the four domains of leadership strengths which are executing, influencing, relationship building, strategic thinking. Page 55

Hint 37

Front 38

Values in action Institute

Back 38

Led by Martin Seligman and Christopher Peterson in the area positive psychology defined and conceptualized character strengths. This included wisdom and knowledge, courage, humanity, justice, Temperance, transcendence. These are the six universal core virtues. Page 57

Hint 38

Front 39

Center applied positive psychology and realize2 assessment

Back 39

CAPP in the United Kingdom developed an approach to strengths that differs from the approaches in Gallup strengths finder and the values in action perspectives. They focused on realized strengths,unrealized strengths, learned behaviors, and weaknesses. Page 58 and 59

Hint 39

Front 40

Philosophy of leadership

Back 40

Each of us approaches leadership with a unique set of beliefs and attitudes about the nature of people and the nature of work. This is the basis for our philosophy of leadership. Page 83

Hint 40

Front 41

The human side of enterprise 1960 by Douglas McGregor

Back 41

McGregor believed that managers need to understand their court assumptions about human nature and assess how these assumptions relate to their managerial practice. Page 84

Hint 41

Front 42

Theory X

Back 42

Siri X is made up of three assumptions about human nature and human behavior. Assumption won the average person dislikes work and will avoid it if possible. Assumption two people need to be direct and controlled. Assumption three people want security, not responsibility. Page 84 and 85

Front 43

Theory y

Back 43

Theory y is based on several specific assumptions about human nature and behavior. Assumption one the average person does not inherently dislike work. Doing work is as natural as play. Assumption two people will show responsibility and self-control toward goals to which they are committed. Assumption three in the proper environment, the average person learns to except and Seck responsibility. Page 86 and 87

Hint 43

Front 44

Leadership style

Back 44

Leadership style is defined as the behaviors of leaders focusing on what leaders do and how they act. Page 89

Hint 44

Front 45

White and Lippett 1968

Back 45

Came up with three styles of leadership. Authoritarian leadership style, Democratic leadership style, and laissez-faire leadership style

Hint 45

Front 46

Authoritarian leadership style

Back 46

Similar to Siri X. Authoritarian leaders perceive subordinates as needing direction, the leader needs to control subordinates and what they do, authoritarian leaders emphasize that they are in charge controlling all group members. Page 90

Hint 46

Front 47

Democratic leadership style

Back 47

Democratic leadership strongly resembles theory Y. Democratic leaders treat subordinates as fully capable of doing work on their own. Leaders work with subordinates trying hard to teach everyone fairly, without putting themselves above the subordinates. Page 91

Hint 47

Front 48

Laissez-Faire leadership style

Back 48

Is similar to both theory X and theory Y. LF leaders do not try to control subordinates as three Theory X leaders do and they do not try to nurture and guide subordinates as theory Y leaders do. They let their subordinates do what they want. Page 92

Hint 48