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109 Cards in this Set
- Front
- Back
- 3rd side (hint)
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Leadership
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The ability to inspire confidence and support among the people who are needed to achieve organizational goals.
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Leadership as partnership
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A long-term relationship where the leader and the group members are connected in such a way that the power between them is approximately balanced.
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Four requirements for a valid partnership to exist:
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1) Exchange of purpose
2) A right to say no 3) Joint accountability 4) Absolute honesty |
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Leadership as a relationship
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Leadership is a relationship between the leader and the people being led.
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Leadership v. Management
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Leadership deals with interpersonal issues whereas management deals with organizing, planning and controlling.
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Leadership and performance
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Leadership responsible for 15%-45% of a company's performance:
* Transactional leadership not linked to performance. * Charismatic leadership had slight positive effect on performance * In uncertain environments, charismatic leadership had a greater effect |
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Attribution Theory
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Explains how people attribute causes to events. Changes in leadership linked to changes in performance. When change occurs, perception is that it is due to leadership. Most organizational successes attributed to heroic leaders.
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Reasons leadership doesn't make a difference
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* Substitutes for leadership
* Leadership irrelevance * Complexity Theory |
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Substitutes for Leadership
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Closely knit teams of highly trained individuals, intrinsic satisfaction, computer technology, professional norms (CPAs).
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Leadership irrelevance
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Factors outside of a leader's control have the greatest effect on performance, such as the popularity of cell phones.
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Complexity Theory
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Organizations are complex systems that cannot be explained by the usual rules of nature. Leaders and managers can do little to alter the course of the complex organizational system.
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Mintzberg's 9 Leadership Roles
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1) Figurehead
2) Spokesperson 3) Negotiator 4) Coach and motivator 5) Team builder 6) Team player 7)Technical problem solver 8 Entrepreneur 9) Strategic planner |
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Satisfactions of leaders
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* Power and prestige
* Help others grow and develop * High income * Respect and status * Opportunities for advancement * Being "in" on things * Control money and resources |
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Dissatisfactions of leaders
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* Too much uncompensated overtime
* Too many headaches * Perform or perish mentality * Not enough authority * Loneliness * Too many people problems * Too much politics * Pursuit of conflicting goals * Perceived as unethical |
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Leadership effectiveness
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Attaining desirable outcomes such as productivity, quality, and satisfaction in a given situation.
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L = f ( l, gm, s)
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Leadership theory stating that the leadership process is a function of the leader, group members ( or followers), and other situational variables.
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Leader characteristics and traits
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Inner qualities, such as self-confidence and problem-solving ability.
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Leader behavior and style
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The activities a leader engages in.
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Group member characteristis
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Attributes of the group members that could have a bearing on how effective the leadership attempt will be.
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Types of followers
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* Isolates
* Bystanders * Participants * Activists * Die-hards |
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Essential qualities of effective followers
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* Self-management
* Commitment * Competence and focus * Courage |
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Effective Leader
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One who helps group members attain productivity, including high quality and customer satisfaction, as well as job satisfaction.
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Two criterion for measuring leadership effectiveness:
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* Objective (measurables, including job satisfaction)
* Judgment of others |
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Dimensions of leadership behavior
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Examples of leadership behavior reduced down to 150 functions identified in the Ohio State study of the 1950s.
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Consideration
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The degree to which the leader creates an environment of emotional support, warmth, friendliness, and trust.
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Initiating Structure
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Organizing and defining relationships in the group by engaging in such activities as assigning specific tasks, specifying procedures to be followed, scheduling work, and clarifying expectations for team members.
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Task-related leadership attitudes and behaviors
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* Adaptability to the situation
* Direction setting * High performance standards * Concentrating on the strengths of group members * Risk taking and execution of plans * Hands-on guidance and feedback * Ability to ask tough questions |
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Pygmaliaon Effect
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The idea that people tend to live up to the expectations of their superiors.
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Tough Question
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A question that makes a person or group stop and think about why they are doing or not doing something.
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Relationship-Oriented Attitudes and Behaviors.
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* Aligning people
* openness to worker opinions * Creating inspiration and visibility * Satisfying higher-level needs * Giving emotional support and encouragement * Promoting principles and values * Being a servant leader |
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Management Openness
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A set of leader behaviors particularly relevant to subordinates’ motivation to voice their opinion.
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Servant Leader
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Serves constituents by working on their behalf to help them achieve their goals, not the leader's own goals.
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Key aspects of servant leadership:
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* Place service before self-interest
* Listen first to express confidence in others * Inspire trust by being trustworthy * Focus on what is feasible to accomplish * Lend a hand * Provide emotional healing |
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360-Degree Feedback
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A formal evaluation of superiors based on input from people who work for and with them, sometimes including customers and suppliers.
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Leadership Style
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The relatively consistent pattern of behavior that characterizes a leader. Behavior + Attitudes = Leadership Style
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Participative Leaders
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Leaders who share decision-making with group members.
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Consultative Leaders
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Participative leaders who consult with group members before making decisions, but retain final decision-making authority.
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Consensus Leaders
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Participative leaders who strive for consensus.
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Democratic Leaders
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Participative leaders who confer final authority on the group.
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Macromanagement
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Providing too little control
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Micromanagement
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Providing too much control
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Laissez-faire Leadership
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Extreme macromanagement
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Autocratic Leaders
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Leaders who retain most of the control over group members.
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Leadership Grid
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A framework for specifying the extent of a leader’s concern for production and people.
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Entrepreneurial Leadership Characteristics
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* Strong achievement drive and sensible risk-taking
* High degree of enthusiasm and creativity * Tendency to act quickly when opportunity arises * Visionary perspective combined with tenacity * Dislike of hierarchy and bureaucracy * Preference for dealing with external customers * Eye on the future |
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Gender
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Perceptions of differences between men and women.
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Gender v. Sex
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Gender refers to perceptions, or subjective measures. Sex refers to objective and quantitative measures.
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Gender differences in leadership
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Men and women perceived equally by superiors. Women scored slightly higher by peers and direct reports.
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Contingency Approach to Leadership
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Leaders are most effective when they make their behavior contingent on situational forces, including group member characteristics.
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Vroom and Jago Roles of Situations in Leadership
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* Organizational effectiveness if affected by situational factors not under leader control
* Situations shape how leaders behave * Situations influence the consequences of leader behavior |
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Fielder's Contingency Theory of Leadership Effectiveness
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The best style of leadership is determined by the situation in which the leader is working:
* Leadership style may be relationship- or task-motivated * Leadership style is usually enduring and difficult to change * Leaders should be matched to situations according to their style |
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Least Preferred Coworker (LPC) Scale
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Measures the degree to which a leader describes favorably or unfavorably his or her least preferred coworker.
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Leader-Member Relations
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Measure how well the group and the leader get along.
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Task Structure
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Measures how clearly the procedures, goals, and evaluation of the job are defined.
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Position Power
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Measures the leader’s authority to hire, fire, discipline, and grant salary increases to group members.
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Classic Dimensions of Leadership Behavior
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* Consideration
* Initiating Structure |
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Benchmark Leadership Grid Style
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* Authority-Compliance (9,1)
* Country Club Management (1,9) * Impoverished Management (1,1) * Middle-of-the-Road Management (5,5) * Team Management (9,9) |
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Leadership Situation Classifications:
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*High control
* Moderate control * Low control |
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Path-Goal Theory
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Robert House's theory stating that a manager should choose a leadership style that takes into account the characteristics of the group members and the demands of the task.
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The Four Path-Goal Leadership Styles
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* Directive
* Supportive * Participative * Achievement-oriented |
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Directive Style
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Best when tasks are unclear
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Supportive Style
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Best when tasks are frustrating and stressful and workers are apprehensive
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Participative Style
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Best when tasks are non-repetitive and workers are capable and motivated.
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Achievement-Oriented Style
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Best when tasks are unique or entrepreneurial and competent and committed.
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Situational Leadership II (SLII)
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Developed by Kenneth Blanchard. Increases frequency and quality of conversations about performance so that competence is developed, commitment takes place, and turnover is reduced.
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Supporting and Directing Behaviors
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The two SLII independent behaviors comprising effective leadership.
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Developmental Levels of SLII Theory
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* D1 - Enthusiastic Beginner
* D2 - Disillusioned Learner * D3 - Capable but Cautious Performer * D4 - Self-Reliant Achiever |
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Four Basic Styles of Leadership in SLII Theory
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* S1 - Directing
* S2 - Coaching * S3 - Supporting * S4 - Delegating |
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Normative Decision Model
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Views leadership as a decision-making process in which the leader examines certain factors within the situation to determine which decision-making style will be the most effective.
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Normative Decision-Making Styles
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* Decide
* Consult (individually) * Consult (group) * Facilitate * Delegate |
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Time-Driven Model Factors to Consider
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* Decision Significance
* Importance of Commitment * Leader Expertise * Likelihood of Commitment * Group Support * Group Expertise * Team Competence |
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Cognitive Resource Theory
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Stress plays a key role in determining how a leader’s intelligence is related to group performance.
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Experience is more effective than intelligence in stressful situations. Intelligence is more valuable when innovation is needed and stress is low.
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Strategic Approach in Contingency Leadership
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A systematic, dispassionate, and structured analysis of a company’s strengths and weaknesses and of its mission.
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Human Assets Approach
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CEO and the corporate staff add value to the organization through hiring, retention, and development programs.
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Box Approach
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When the corporate group adds value by creating, communicating, and overseeing an explicit set of controls.
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Change-Agent Approach
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Belief that the most critical role is to create an environment of continual reinvention, even if such an emphasis on change creates short- term disturbances such as anxiety, confusion, and poorer financial results.
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Leadership During a Crisis
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* Be decisive
* Lead with compassion * Reestablish the usual work routine * Avoid a circle-the-wagons mentality * Display optimism * Have a disaster plan * Provide stable performance * Be a transformational leader |
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Evidence-Based Leadership
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An approach whereby managers translate principles based on best evidence into organizational practices.
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General Personality Trait
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A trait that is observable both within and outside the context of work.
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General Personality Traits of Effective Leaders
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* Self-confidence
* Sense of humor * Enthusiasm, optimism, warmth * Assertiveness * Extraversion * Authenticity * Trustworthiness * Humility |
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Task-Related Personality Traits
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Traits that are closely associated with task accomplishment.
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Task-Related Personality Traits of Effective Leaders
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* Passion for work and people
* Courage * Internal locus of control * Flexibility and adaptability * Emotional intelligence |
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Dimensions of Emotional Intelligence
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* Self-awareness
* Self-management * Social awareness * Relationship management |
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A Resonant
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A leader who scores high in emotional intelligence.
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Leadership Motives
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* The power motive
* Tenacity * Strong work ethic * Drive and achievement motive |
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Personalized Power Motive
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People who want to gain power to further their own interests
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Socialized Power Motive
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People who want to gain power to help others or the organization
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Drive and Achievement Motive
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Accomplishing things for the sake of accomplishing them.
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Cognitive Factors
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Problem solving and intellectual skills.
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Cognition
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The mental process or faculty by which knowledge is gathered.
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Cognitive Factors of Leadership
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* Cognitive (analytical) intelligence
* Knowledge of the business or group task * Creativity * Insight into people and situations * Farsightedness and conceptual thinking |
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WICS Model of Leadership
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* Wisdom
* Analytical Intelligence * Creativity |
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Leadership Motives and Needs
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All leaders have an intense desire to occupy a position of responsibility for others and to control them
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Charisma
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A special quality of leaders whose purposes, powers, and extraordinary determination differentiate them from others.
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Referent Power
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The ability to influence others because of one’s desirable traits and characteristics.
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Expert Power
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The ability to influence others because of one’s specialized knowledge, skills, or abilities.
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Job Involvement
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The ability to get co-workers excited and motivated about their jobs.
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Socialized Charismatic
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A leader who restrains the use of power in order to to benefit others.
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Personalized Charismatic
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Leaders who have very few restraints on the use of power and use it to further their own interests.
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Office-Holder Charismatic
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A leader whose charismatic power comes primarily through the office or position they hold, rather than any traits or characteristics.
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Personal Charismatics
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Leaders who gain very high esteem because of the faith others have in them.
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Transformational Leader
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A leader who brings about positive, major changes in an organization.
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Vision
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The ability to imagine different and better future conditions and ways to achieve them.
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Communication Techniques of Charismatic Leaders
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* Management by inspiration
* Management by storytelling |
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Techniques for Developing Charisma
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* Create visions for others
* Be enthusiastic, optimist,c and energetic * Be sensibly persistent * Remember names of people * Develop synchrony (make connections) with others * Develop a personal brand, including making a n impressive appearance * Be candid * Display an in-your-face attitude |
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How transformation takes place (transformation leadership)
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* Raises people's awareness
* Helps people look beyond self-interest * Helps people search for self-fulfillment * Helps people understand need for change * Invests managers with sense of urgency * Is committed to greatness * Adopts a long-range, broad perspective * Builds trust * Concentrates resources where most needed |
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Leadership Polarity
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Leaders are either revered or vastly unpopular
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Halpert's Dimension of Charisma
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* Expert power
* Referent power * Job involvement |
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Divine Charismatics
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Once defined strictly by the theological concept of divine grace, but now mysticism, magnetism, and narcissism characterize this trait.
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