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69 Cards in this Set
- Front
- Back
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Why did we have growth in Leadership |
1) started studying it more, recognized the importance of it 2) Shift in the type of work we do; less hands on more with our brains 3) Work environment is more complex |
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Leadership Definition |
Leadership is a processwhereby an individual influences a group ofindividuals to achieve a common goal. |
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4 components of leadership |
process, influence, group, goal |
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Evolution of leadership in history |
went from domination to influential |
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Assigned Leadership |
•Basedon occupying a position within an organization. Examples include Teamleaders, plant managers, department heads, directors. |
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Emergent Leader |
•Acquiredthrough other people supporting and accepting the individual’s behavior. An InformalLeader. Beingverbally involved and informed, seeking others’ opinions, initiating new ideas,being firm but not rigid |
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Leadership vs Management SIMILARITIES |
Both involve influence, working with people, goal attainment |
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Management |
Seeking order and Stability. Plan, Lead, Organize, Control. |
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Leadership |
seeking adaptive and constructive change. Establish Direction, set strategies, align people, motivating, inspiring |
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Only management problems |
Strong management with no leadership leads to stagnant, inflexible organizations. Stagnant, you fail to adjust (blockbuster) |
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Only leadership problems |
Strong leadership with no managementleads to meaningless changeand chaos inorganizations. Chaos you need direction (Catullo's) |
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What is Power? |
Power is given, power is influence, it is perception, you can have it and not know you do, you may not use it |
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3 Reactions to Influence (power) |
Resist, comply, commit |
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Resistance |
opposing a behavior |
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Comply |
motivated by an external source (reward), or a lack of punishment. |
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Committment |
identify with and highly motivated. You want to do it! |
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5 types of power |
Referent, expert, coercive, legitimate, reward |
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Referent |
admiration, idolizing, personal relationship. Celebrity |
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Expert |
power by knowledge |
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Legitamate |
Power by status or formal job |
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Coercive |
power with force |
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Reward |
Control to give reward or avoid something negative |
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Postition power |
power a person derives from a particularoffice or rank in a formal organizational system. |
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Personal Power |
influence power a person has by beingseen by others as likeable and knowledgeable. |
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Position Power Segments |
Coercive, Legitimate, reward |
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Personal Power Segments |
Referent, Expert |
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Dependence |
Created by the importance, scarcity, and nonsubistitutability of a resource. |
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5 Influencing Tactics |
Ingratiation, rational persuasion, inspirational appeal, personal appeal, legitimization |
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Ingratiation |
Being friendlyand giving praiseto get the person in a good mood before making a request |
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Rational Persuasions |
Includes logical arguments withfactual evidence |
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inspirational appeal |
Attempts to arouse follower enthusiasmthrough internalization |
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personal appeal |
Request the person to meet an objectivebased on loyaltyand friendship |
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Legitimization |
Relying on organizational authority |
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Leadership Traits |
intelligence, self confidence, determination, integrity, sociability |
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Intelligence |
Should not vary from subordinates, having strongverbal ability, perceptualability,and reasoning. |
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Self Confidence |
The ability to be certainabout one’s competencies and skills. Includes a sense of self-esteemandself-assuranceaswell as the belief that one can makea difference. |
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Determination |
The desire to get the job done,including initiative,persistence,dominance,and drive. Willing to assert themselves, are proactive,and have the capacity to perseverein the face of obstacles.Important when followers NEEDdirection |
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Integrity |
"I trust this person" The quality of honestyand trustworthiness.Adhere to a strong set of principlesand take responsibility forone’s own actions.Inspireconfidence inothers. |
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Sociability |
Inclination to seek outpleasant social relationships. Have good interpersonal skillsand create cooperative relationships withothers. Sensitivetowardsothers and show concern for their well-being. |
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Big 5 Personality traits |
Extroversion, conscientiousness, Openness, low neuroticism, Agreeableness (order from most to least important) |
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Extraversion |
Social, assertive, positive
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conscientious |
dependable, organized, decisve |
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openness |
creative, insightful, curious |
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Neuroticism |
insecure, depressed, hostile |
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Agreeableness |
accepting, conforming, trusting |
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Emotional Intelligence |
The ability to noticeand manageemotional cues. Interplay between emotionsand thinking. |
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Big 4 of EQ |
Self awareness, Self management, Empathy, Manage |
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Self awareness |
aware of your ownemotions |
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Self Management |
can you take control of your emotions and put on a good face |
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Empathy |
awareness of others emotions, ability to recognize them |
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Manage |
can you manage their emotions, can you act in a way that is effective in changing someone’s emotions |
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Trait Approach |
Focuses EXCLUSIVELY on the leader. Assumes that having a leader with acertain set of traits is crucial to effective leadership.Selectingthe right people will increase organizational effectiveness. Usedfor personal awareness. |
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Strengths of trait approach |
1.Intuitively appealing 2.Has a century of research to backit up 3.Focuses only on leader4.Given us benchmarks |
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Criticisms of trait approach |
1.Failure to achieve a definitivelist2.Failure to take situations intoaccount3.Highly subjective 4.Only linked to leader emergence,not linked to leader effectiveness 5.Not useful for training anddeveloping |
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Skills approach |
focus on skillsandabilities that can be learned |
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Similarities and differences between Skills and trait approach |
Sim: leader focus, Dif: skills rather than inatetraits |
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Strength of Skills Approach |
1.Leader-focused –Skill set of them2.Intuitively appealing3.Provides expansive view ofleadership4.Provides structure |
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Criticisms of Skills Approach |
1.Mayextend past the boundaries of leadership2.Weak in predictive value3.Claims not to be trait model, butis trait-like4.Maynot be suitably appropriate for all contexts |
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Three-Skill Approach (Katz,1955) |
TechnicalSkills (analytics), HumanSkills, ConceptualSkills |
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Technical Skills |
analytical skills, knowledge of specific job |
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Human Skills |
people skills, be aware of own perspective and perspective of others, creating trust |
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Conceptual Skills |
ability to work with ideas and concepts, very abstract |
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Skills Model (Mumfordet al., 2000) |
individual attributes, competencies, leadership outcomes |
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Individual Attributes |
general cognitive ability (how our genetically created brain funcations), crystallized cognitive ability (the things we have learned that won't go away), motivation (willingness to get it done), personality |
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Competencies |
Problem solving, social judgement, knowledge |
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Problem Solving |
1.Defining problems(in real world you have to figure it out. University GIVES you the problems)2.Gatherinformation (you’re not given a book)3.Formulatinga new understanding (what possible solutions, refraining?)4.Basedon new understanding generation solutions, plans on implementing solutions |
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Social Judgment |
1.Perspectivetaking, understanding others’ views 2.Socialperceptiveness3.Beingable to adaptCommunicating |
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Knowledge
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information you need to understand to dothe stuff you’re doing |
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Leadership outcomes |
problem solving and performance |
