• Shuffle
    Toggle On
    Toggle Off
  • Alphabetize
    Toggle On
    Toggle Off
  • Front First
    Toggle On
    Toggle Off
  • Both Sides
    Toggle On
    Toggle Off
  • Read
    Toggle On
    Toggle Off
Reading...
Front

Card Range To Study

through

image

Play button

image

Play button

image

Progress

1/37

Click to flip

Use LEFT and RIGHT arrow keys to navigate between flashcards;

Use UP and DOWN arrow keys to flip the card;

H to show hint;

A reads text to speech;

37 Cards in this Set

  • Front
  • Back

Describe leader-member exchange theory


describes how leader-member relationships develop over time on a dyadic basis


role-taking + role-making

Describe the role-taking phase of leader-member exchange theory

manager introduces employee to role expectations and employee tries to meet them

Describe the role-making phase of leader-member exchange theory

employee voices their expectations for the role, and an exchange of ideas and resources results

Compare a high-quality exchange dyad to a low-quality exchange dyad


High-quality exchange: leader's ingroup. Higher mutual trust, respect, obligation. Generally based on likability, competence, and similarity to leader.


Low-quality exchange: leader's outgroup

Define leader effectiveness

degree to which leader's actions result in achievement of the unit's goals, commitment of the unit's employees, and development of mutual trust, respect, and obligation in leader-member dyads

Traits are more predictive of _________ __________ than of ________ ________


leader emergence


leader effectiveness

What are the three main categories of leader actions that contribute to leader effectiveness?


decision-making styles


day-to-day behavior

behaviors that fall outside the leader's typical duties


What four styles can leaders use to make decisions, and what factors combine to make these styles more effective in a given situation?


Arrange on continuum from high follower control to high leader control


High follower --> high leader


delegative


facilitative


consultative

autocratic

Describe the autocratic style

Leader makes decisions alone without input from employees in the work unit

Describe the consultative style

Leader presents problems to employees, asks for their input, and ultimately makes the decision himself

Describe the facilitative style

Leader presents problem to group of employees and seeks consensus. Everyone's opinion has equal weight

Describe the delegative style

Leader gives employee the responsibility for making a decision within a specified set of boundaries and plays no role in the deliberations unless asked

Describe the time-driven model of leadership

suggests that 7 factors combine to make some decision-making styles more effective than others in a given situation

What are the 7 factors in the time-driven model of leadership?


Decision significance


Importance of commitment


Leader expertise


Likelihood of commitment


Shared objectives


Employee expertise


Teamwork skills

When are autocratic styles most effective?

decisions are insignificant, employee commitment is unimportant, or leader expertise is very high

When are delegative styles most effective?

When unit has strong teamwork skills and are not likely to blindly commit to the leader's decision

What two dimensions capture most of the day-to-day behaviors in which leaders engage?

Initiating structure and consideration

Describe initiating structure. What are the three sub-categories?

Initiating structure: pattern of behavior where leader defines and structures the roles of employees in pursuit of goal attainment


- Initiation


- Organization


- Production

Describe consideration. What are the five sub-categories?


Consideration: pattern of behavior where leader creates job relationships characterized by mutual trust, respect for employee ideas, and consideration of employee feelings



- Membership


- Integration


- Communication


- Recognition


- Representation

Describe the life cycle theory of leadership (aka situation model of leadership)

optimal combination of initiating structure and consideration depends on the employees in the work unit, where readiness is ability/willingness to accomplish their tasks
Readiness varies across employees. What are the four levels of readiness? What leadership style corresponds best to each?

R4-R1


R4: firing on all cylinders --> delegating: low initiating structure, low consideration


R3: starting to work well together --> participating: low initiating structure, high consideration


R2: tasks seem harder than expected --> selling: high initiating structure, high consideration


R1: eager but inexperienced --> telling: high initiating structure, low consideration

Define transformation leadership behavior

Pattern of behavior where leader inspires followers to commit to a shared vision that provides meaning to their work while also serving as a role model who helps followers develop their own potential and view problems from new perspectives




Transforms how they view their work

List the five leadership approaches from most passive/ineffective to most active/effective

Laissez-faire


Transactional: passive management-by-exception


Transactional: active management-by-exception


Transactional: contingent reward


Transformational

Describe the laissez-faire approach

hands off; avoids leadership duties altogether

Describe transactional leadership and list the three types of it

Transactional leadership: pattern of bx where leader rewards or disciplines based on performance


1. Transactional--passive management-by-exception


2. Transactional--active management-by-exception


3. Transactional--contingent reward

Describe transactional: passive management-by-exception leadership

leader waits around for mistakes and corrects as necessary

Describe transactional: active management-by-exception leadership

leader actively monitors mistakes and takes action as required

Describe transactional: contingent rewards leadership

leader obtains agreement in what needs to be done by using rewards in exchange for adequate performance

How what 4 behaviors set tranformational leadership apart from carrot-and-stick transactional leadership?

The four I's:


idealized influence


inspirational motivation


intellectual stimulation


individualized consideration

Describe idealized influence. What is it synonymous with?

behavior earns the trust, respect, and admiration of followers, causing them to want to identify with and emulate the leader




- charisma

Describe inspirational motivation

behavior fosters enthusiasm for and commitment to a shared vision of the future

Describe intellecutal stimulation

behavior challenges followers to innovate and create by questioning old assumptions and reframing situations

Describe individualized consideration


behavior helps followers achieve potential through coaching, development, and mentoring

How does transformational leadership affect job performance and organizational commitment?

moderate positive effect on job performance


strong positive effect on organizational commitment

Describe the substitutes for leadership model. What are the two varieties of situational characteristics?

characteristics of the situation can constrain the influence of the leader, making it more difficult for the leader to influence employee performance




- substitutes and neutralizers

What are substitutes?

Situational characteristics that reduce the importance of the leader while simultaneously providing a direct benefit to the employee




- task feedback, training & experience, professionalism, staff support, group cohesion, intrinsic satisfaction

What are neutralizers?

situational characteristics that reduce the importance of the leader but provide no added benefit to the employee




- task stability, formalization, inflexibility, spatial distance