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64 Cards in this Set
- Front
- Back
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Basic Premise of Trait Approach |
Who the leader is |
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Basic Premise of Skills Approach |
What the leader is capable of doing |
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Basic Premise Styles Approach |
How they behave and interact |
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Basic Premise of Situation Leadership |
Change your style to where the leaders are |
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Basic Premise of Contingency Theory |
Change the situation, not style |
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Basic Premise of Maslow's Hierarchy of Needs |
People will try to fulfill their basic psychological and physical needs before moving into higher level social and psychological functions. |
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Basic Premise of Herzberg's Two Factor Theory |
Hygiene factors keep you satisfied, motivators motivate you |
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Basic Premise of McClelland's Acquired Needs Theory |
Needs must be satisfied to change behavior |
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Basic Premise of Path-Goal Theory |
How leaders motivate constituents to complete a task |
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Basic Premise of Theory X/Y |
X - People are lazy, supervised closely Y - Self-motivated |
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Leader-Member Exchange (LMX) |
Leaders have a limited amount of resources at the leader's disposal |
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Basic Premise of Transactional Leadership |
This for that |
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Basic Premise of Transformational Leadership |
Developing them to their fullest potential |
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Basic Premise of Pseudotransformational Leadership |
self-interest, leadership for personal gain |
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Basic Premise of Team Leadership |
All teams are groups, but not all groups are teams |
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Basic Premise of Servant Leadership |
Philosophy about serving |
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List the 5 central traits according to Northouse |
- Intelligence - Self-confidence - Determination - Integrity - Sociability |
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Identify and describe the Big 5 personality traits. |
- Openness (Change Agent) - Conscientiousness (Credible and Conforming) - Extraversion (Dominant) - Agreeableness (Easy Going) - Neuroticism (Calm and Stable Under Pressure) |
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Using Katz's Three Skill Approach, what are the three skills? |
- Technical - Human - Conceptual |
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Which of Katz's Three Skills is most important at lower levels within and organization? High Levels? Remains Constant? |
Technical; Conceptual; Human |
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What are the various components of Mumford's Skills Model of Leadership? |
- Individual Attributes - Competencies - Leadership Outcomes |
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Which components of Mumford's Skills Model of Leadership are most similar to Katz's three skills? |
Mumford's Problem Solving Skills is similar to Katz conceptual skills
Mumford's Social Judgement Skills is similar to Katz Human skills
Mumford's Knowledge Skills is similar to Katz Technical Skills
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What are the 2 foundational leadership behaviors? Be able to describe each. |
- Task - Relationship |
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What are the 5 leadership styles included in Blake and Mouton's Leadership Grid? Be able to describe each. |
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What are the 5 leadership styles within Tannenbaum and Schmidt's Leadership Continuum? |
- Authoritative ("Tells") - Political ("Sells") - Evaluate ("Tests") - Participative ("Consults") - Laissez-Faire ("Joins")
Leader-centered: Authoritative Group-centered: Laissez-Faire |
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What facet of leadership was situational leadership the first to address? |
First to account for followers |
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What 2 components are used to assess follower development? |
- Directive (x-axis) - Supportive (y-axis) |
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What are the four developmental levels of followers? |
D1: Low Competence + High Commitment (Enthusiastic Beginner)
D2: Low Competence + Low Commitment (Disillusioned Learner)
D3: High Competence + Low Commitment (Capable But Cautious Performer)
D4: High Competence + High Commitment (Self-Reliant Achiever) |
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What are the four leadership styles? |
S1: High Direction + Low Support (Directing)
S2: High Direction + High Support (Coaching)
S3: Low Direction + High Support (Supporting)
S4: Low Direction + Low Support (Delegating) |
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Which leadership style is best used with which development level? |
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What aspect of leadership was the contingency theory the first to address? |
It integrated LPC (Least Preferred Coworker) |
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What are the two leadership styles within the contingency model? |
- Task-Motivated - Relationship-Motivated |
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What are the three situational variables within the contingency model? Describe each of these variables. |
- Leader-Member Relations (Situational favorableness) - Task Structure (Degree to which tasks are "spelled out") - Position Power (Authority of the leader to reward or punish followers)
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What is meant by situational favorableness? Describe an extremely favorable situation and an extremely unfavorable situation. |
The situation have a result based on position power, task structure, and leader-member relations.
Favorable: Strong Power, High Structure, Good Leader-Member relations
Unfavorable: Weak Power, Low Structure, Bad Leader-Member relations
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In which instances are task motivated leaders most effective? In which instances are relationship motivated leaders most effective? |
Task-Motivated: 1-3, 8 Position Power Relationship Motivated: 4-7 Position Power |
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What are the 5 levels of human needs included in Maslow's theory? Be able to provide examples of each. |
- Physiological (salary and benefits) - Security (working conditions and job security) - Belonging (interpersonal relations) - Esteem (advancement possibilities, status) - Self-Actualization (acceptance, creativity) |
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What are the two factors Herzberg included in his theory? What are some examples of each? What is the function of each? |
- Hygiene factors keep you satisfied
- Motivation factors keep you motivated |
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What are the three needs identified by McClelland (Acquired Needs Theory)? What are people with each need motivated by? |
- Achievement (need to excel) - Affiliation (need for interpersonal relationships) - Power (need for influencing others) |
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What are the 4 leader behaviors (Path-Goal Theory)? |
- Directive (controlling) - Supportive (attending to the well-being) - Participative (shared decision making) - Achievement oriented (challenges for high achievement) |
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What are the four subordinate characteristics (Path-Goal Theory)? |
- Need for affiliation - Preference for structure - Desire for control - Self-Perceived level of proficiency |
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What are the three task characteristics (Path-Goal Theory)? |
- Design of the task - Formal authority system of the organization - Primary work group of the subordinate |
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Which leader style best matches different subordinate and task characteristics? |
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Be able to differentiate between Theory X/Theory Y perspectives. |
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What are the two types of power? |
- Positional - Personal |
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What are the 7 power bases we discussed in class? Which power bases belong to each of the types of power? |
Positional Power: - Coercive (assertive) - Reward (control over desired resources) - Legitimate (rank or position)
Personal Power: - Referent (strong relationships) - Expert (knowledge) - Information (information they possess) - Connection (who they know) |
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What are the three outcomes of power? |
- Commitment (Enthusiastic support, legitimate power, referent power, expert power)
- Compliance (Going along with, legitimate power, reward power)
- Resistance (working against and idea, coercive power) |
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What are the 12 Abuses of Authority? Be able to interpret each. |
- Sets Up Barriers - Uses People as Tools - Does Not Check Self (can do no wrong) - Sticks to His/Her Own Level (sorority girls) - Uses Special Language - Eliminates Opposition - Shows Pseudohumility (bipolar) - Stressed Rules and Conformities - Dichotomizes (no middle ground) - Enjoys No Real Relationships with Subordinates (craves "yes" people) - Gets Tough when Anxious - Anti-Introspective (does not confront emotional side)
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What is an in-group? Out group? Describe each. |
In group: provide attention, assign high priority tasks, rewards
Out-group: standard benefits, does not trust, do only what is required, no special attention |
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What are the three phases in leadership making? What happens in each stage? |
Stranger Phase: Rule-bound, lower quality exchanges, motives of self-interest, contractual relationship
Acquaintance Phase: Sharing more resources, testing period for subordinate, take on more roles
Mature Partnership Phase: High degree of mutual respect and trust, can depend on each other, move beyond own self-interest |
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What are the 2 transactional leadership factors? Describe each. |
Contingent Reward: Effort by followers are exchanged for specific rewards
Management by Exception (Passive and Active): Active watches closely for mistakes and Passive intervenes only if standards haven't been met |
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What are the 4 transformational leadership factors? Describe each. |
- Idealized Influence (Strong role model, high standards of ethical conduct, excellent vision)
- Inspirational Motivation (High expectations, encourages followers to be part of the vision, great communicator)
- Intellectual Stimulation (Challenge system, encourages creativity, followers solve problems on their own, support innovation)
Individualized Consideration (Listen to "followers", coach and advise, delegate for "follower" growth)
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What is the non-leadership factor? |
Laissez-Faire (hands off, let things ride, not attempt to let followers grow) |
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What is a team? What are the characteristics of an effective team? |
A team is a specific type of group composed of members who are interdependent.
An effective team will possess: - A specific purpose - High interdependence - The ability to improve continuously - The ability to produce discrete products - Individual and team accountability |
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What are the 3 leadership decisions identified in the Hill Model? What are the internal and external leadership actions identified in the Hill model? What are the 2 determining factors for team effectiveness within the Hill model? |
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Describe Tuckman & Jensen's 5 stages of group development. Be able to describe each stage. |
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Describe the four barriers to team development. |
Invulnerability (Forming --> Storming) - lack of trust
Fear of Conflict (Storming --> Norming) - desire to keep peace in the working environment
Lack of Commitment/Avoidance (Norming) - lack of interest, member not taking responsibilities, poor decision making
Inattention to Results (Performing) - focused on their status and not on results |
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What are the 3 categories of group member roles? Which group member roles are included in each category? Be able to describe some of the roles. |
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What 2 dimensions are used to determine followership types? Identify and describe the 5 types of followers (Kelley's Model). |
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Define culture, globalization ethnocentrism, and prejudice. |
Culture: the learned beliefs values, rules, norms, symbols, an traditions that are common to a group of people
Globalization ethnocentrism: the tendency for individuals to place their own group at the center of their observations of the world
Prejudice: A largely fixed attitude, belief, or emotion held by an individual about another individual or group |
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What are the 9 dimensions of culture. Be able to describe each. |
- Uncertainty Avoidance (how cultures use rules to reduce uncertainty) - Power Distance (how levels are created) - Institutionalized Collectivism (interests of society > individual) - In-group collectivism (how dedicated a person is) - Gender Egalitarianism (emphasis placed on gender roles) - Assertiveness (promotes aggression) - Future Orientation (rewards) - Performance Orientation (rewards by performance) - Human Orientation (doing good) |
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What are the three metavalues for global leaders? Describe each. |
- Community - Pleasure - Meaning |
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List and describe the four components of Greenleaf's Servant Leadership Model. |
- Put service before self-interest - Listen first to affirm others - Inspire by being trustworthy - Nourish others and help them become whole |
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Describe the 10 characteristics of servant leadership. |
- Listening - Empathy - Healing - Awareness - Persuasion - Conceptualization - Foresight - Stewardship - Commitment to growth of People - Building Community |
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Describe the 5 steps to becoming a servant leader. |
1. Listen without judgement 2. Be authentic 3. Build community 4. Share power 5. Develop people |
