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37 Cards in this Set
- Front
- Back
Describe leader-member exchange theory
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describes how leader-member relationships develop over time on a dyadic basis role-taking + role-making |
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Describe the role-taking phase of leader-member exchange theory
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manager introduces employee to role expectations and employee tries to meet them
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Describe the role-making phase of leader-member exchange theory
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employee voices their expectations for the role, and an exchange of ideas and resources results
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Compare a high-quality exchange dyad to a low-quality exchange dyad
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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 |
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Define leader effectiveness
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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
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Traits are more predictive of _________ __________ than of ________ ________
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leader emergence leader effectiveness |
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What are the three main categories of leader actions that contribute to leader effectiveness?
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decision-making styles day-to-day behavior behaviors that fall outside the leader's typical duties |
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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 |
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Describe the autocratic style
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Leader makes decisions alone without input from employees in the work unit
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Describe the consultative style
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Leader presents problems to employees, asks for their input, and ultimately makes the decision himself
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Describe the facilitative style
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Leader presents problem to group of employees and seeks consensus. Everyone's opinion has equal weight
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Describe the delegative style
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Leader gives employee the responsibility for making a decision within a specified set of boundaries and plays no role in the deliberations unless asked |
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Describe the time-driven model of leadership
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suggests that 7 factors combine to make some decision-making styles more effective than others in a given situation
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What are the 7 factors in the time-driven model of leadership?
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Decision significance Importance of commitment Leader expertise Likelihood of commitment Shared objectives Employee expertise Teamwork skills |
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When are autocratic styles most effective?
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decisions are insignificant, employee commitment is unimportant, or leader expertise is very high
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When are delegative styles most effective?
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When unit has strong teamwork skills and are not likely to blindly commit to the leader's decision
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What two dimensions capture most of the day-to-day behaviors in which leaders engage?
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Initiating structure and consideration
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Describe initiating structure. What are the three sub-categories?
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Initiating structure: pattern of behavior where leader defines and structures the roles of employees in pursuit of goal attainment - Initiation - Organization - Production |
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Describe consideration. What are the five sub-categories?
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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 |
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Describe the life cycle theory of leadership (aka situation model of leadership)
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optimal combination of initiating structure and consideration depends on the employees in the work unit, where readiness is ability/willingness to accomplish their tasks
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Readiness varies across employees. What are the four levels of readiness? What leadership style corresponds best to each?
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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 |
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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 |
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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 |
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Describe the laissez-faire approach |
hands off; avoids leadership duties altogether |
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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 |
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Describe transactional: passive management-by-exception leadership |
leader waits around for mistakes and corrects as necessary |
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Describe transactional: active management-by-exception leadership |
leader actively monitors mistakes and takes action as required |
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Describe transactional: contingent rewards leadership |
leader obtains agreement in what needs to be done by using rewards in exchange for adequate performance |
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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 |
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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 |
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Describe inspirational motivation |
behavior fosters enthusiasm for and commitment to a shared vision of the future |
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Describe intellecutal stimulation |
behavior challenges followers to innovate and create by questioning old assumptions and reframing situations |
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Describe individualized consideration
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behavior helps followers achieve potential through coaching, development, and mentoring |
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How does transformational leadership affect job performance and organizational commitment? |
moderate positive effect on job performance strong positive effect on organizational commitment |
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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 |
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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 |
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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 |