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46 Cards in this Set
- Front
- Back
- 3rd side (hint)
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Def:
Leadership |
The process of guiding and directing the behavior of people in the work environment
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Def:
Followership |
The process of being guided and directed by a leader in the work environment
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John Kotter
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Individual who argeed that leadership and management are two distinct, yet complemtary, systmes of action in organizations
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What does leadership do?
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produces useful change in organizations, creates uncertainity and change
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What does management do?
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reduces uncertainty and stabilizes, controls complexity, maintain the status quo
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Kotter: Actions of good managers
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planning and budgeting
organizing and staffing controlling and problem solving |
POC
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Kotter: Actions of good leaders
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Setting a direction for the organization
aligning people with that direction motivating people to action through empowerment and gratification |
SAM
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Def:
Strategic leader |
both a manager and a leader
displays both the stabiltiy of managers and the visionary abilites of leaders |
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Trait Theories and Leadership
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Leadership theories that are very indecisive and contradictory
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Def:
Trait Theories |
Theories that attempted to determine leaders by common traits
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Def:
Behavior Theories |
Theories that attempted to determine leaders by common behaviors
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Kurt Lewin
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Individual who identified 3 basic styles of leadership. Behavior Thoery
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Lewin Stuides
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Lewin's 3 leadership styles
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Autocratic
Democratic Laissez-Faire |
LAD
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Autocratic style
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Style of leadership in which the leader uses strong, directivem, controlling actions to enforce teh rules, regulations, activies, and relationships in the work environment
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Democratic style
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A style of leadership in which the leader takes collaborative, responsive, interactive actions with followers concernt the work and work environment
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Laizzez-faire style
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A stle of leadership in which the leader fails to accept teh responsiblites of the position.
Leading with leadership |
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Ohio State Studies:
2 types of leader behvior |
Initiating Structure
Consideration These to are indepenedent of each other - can be high in one and low in other, or low or high in both |
CI
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Initiating structure
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Ohio State Studies
Leader behavior aimed at defining and organizing work relationhips and roles, as well as establisng clear patterns of organization, communication, and ways of getting things done |
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Consideration
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Ohio State Studies
Leader behavior aimed at nurturing friendly, warm working relationships, as well as encouraging mutal trust and interpsersonal respect within the work unit |
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Michigan Studies
2 styles of leadership |
production-orienated style
employee-orienated style leader's style has implications for the emotional atmosphere of the work environment, adnd thus the followers under the leader |
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Production-orienated style
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work envirnment characters by constant influence by the leader
focus on getting work done |
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Employee-orienated style
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leader has less direct supervision
Focus is on people and relationships |
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What are the three behavioral theories?
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Lewin Stuides
Ohio State Stuides Michigan Studies |
LOM
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How do the thee behavioral theories interlock?
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two basic leadership stlyes identified
Task focused and people focused |
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Task focused examples
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autocratic, production orientated, initiating structure
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3
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People focused examples
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democratic, employee orientated, consideration
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3
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Def:
Contingency Theory |
If..... then... theory
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Four Contingency Theories
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Fiedler's
Path-Goal Theory Normative Decision Theory Situational Leaderhsip Theory |
FPNS
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Fiedler's Contingency Theory
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Fit between the leader style and stiuation. Says that leaders are either task orienated or relationship orientated depending on leader's primary need gratification
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Fiedler's Contingnecy Theory
3 ways in which a situation is deteermined favororable or unfavorable |
1) leader-member relationship
2) task-structure 3) postion power of the leader |
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Fiedler's Contingency Theory
How to determine if a leader is task-orienated or people orienated |
LPC Scale
describe least perferred coworker in postive terms, relationship - oreinated |
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Fiedler's Contingency Theory
High LPC |
describe least perferred coworker in postive terms
relationship - orientated |
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Fiedler's Contingency Theory
Low LPC |
describe lease perferred coworker in negative terms
task - orientated |
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Fiedler's Contingency Theory
Def: Task Structure |
the decrate of clarity, or ambiguity, in the work actives assigned to the group
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Fiedler's Contingency Theory
Def: Position Power |
The authority associted with the leader's FORMAL position in the organization
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Fiedler's Contingency Theory
Def: Leader-Member Relations |
The quality of interpersonal relationships amoung a leader and the group members
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Application of
Fiedler's Contingency Theory |
Low and high LPC leaders are effective if placed in the right situations. If the situations are incorrect, then the situation must change because the leader is unlikely to change
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Path-Goal Theory
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Leader is to clear the follower's path to teh goal using the most approate out of four leader behavior styles.
Assumes that leaders adapt their behavior and style |
Page 266
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Vromm-Yetteon-Jago
Normative Decision Model |
Helps decide if/when to include employes in making decisions.
The leaders should use the decision mathod most correct for a decision situation |
page 267
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The Situational Leadership Model
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leader behavior should be adjusted to the readiness of the followers.
Hersey and Blachard (also LDP) |
pg 268
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Def:
Leader-Member Exchange (LMX) |
Leaders may form different relationships with different followers, thus forming an in-group and an out-group
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LMX Exchange
In-group characteristics |
members more similiar to the leader, given more responsibility, more attention
more satisifed, lower turn over, more organizational commitment stress is from added responsibilities |
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LMX Exchange
Out-group characteristics |
out of the link, manged by formal rules and polices, more likely to retaliate
stress from being outside of the link |
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transformational leaders
transFORMATional |
Leaders who inspire and excite fllowers to high levels of performace related on persaonla attribues instead of their offical positions
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transactional leaders
transACTional |
leaders who use rewards and punishments to make deals with subordinates
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charismatic leadership
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the use, by a leader, of personal abilties and talents to have profound and extraordiarny effects on followers
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