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19 Cards in this Set
- Front
- Back
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Define Leadership |
Ability to influence group toward the achievement of a vision or set of goals |
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Big 5 Personality Framework and Leadership
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- Extraversion - Strongest relation to leadership - Conscientiousness - strongly related - Agreeableness/Emotional Stability - Not related - Emotional Intelligence - Correlated, still investigated |
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Describe the Ohio State Studies |
- sought to ID idenpendent factors of leader behavior - 1,000 categories to 2 dimensions 1) initiating structure - define roles for self and members - related more to productivity and performance evlations 2) consideration - how person treats others, friendly, aproachabe, and have appreciation - followers more satisfied with high consideration |
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Describe the University of Michigan Studies |
- Two dimensions of leadership 1) Employee oriented leaders - emplasize personal relations, took personal interest in the members & accept differences 2) Production oriented leaders - emphasize task aspect of job. Main concern was accomplishing goals - Employee oriented leaders are favored - Higher productivity and job satisfaction |
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Fielder leadership model |
- effective group performance depends on the proper match between the leader's style and the degree of control the leader has on the situation. - match leader to appropriate leaders |
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Step 1) Fielder leadership model: Least-preferred co-worker (LPC) |
- Finds basic leadership style - LPC contains 16 contrasting objectives Asked to rate employee on scale of 1-8 for 16 objectives of least favorite employee. if LPC is described in positive terms (high LPC score), respondent is interested in good personal relations with LPC (i.e. relationship oriented) Low LPC score, respondent is interested in productivity (i.e. task oriented) 16% score in middle. 84 either high or low lpc scores. |
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Step 2) After individual is accessed through LPC, management must match the leader to the situation. What are the 3 contingency dimensions Fielder believes determines leadership effectiveness given situation? (i.e. match leaders style with degree of situational control) |
1 - Leader member relations - degree of confidence, trust, and respect members have for leader 2 - Task structure - Degree to which job assignments are structured or nonstructured 3 - Position power - degree of influence leader has over members (fire hire promote) |
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Step 3) Evaluate the situation in terms of the three contingency variables |
1 - leader-member relations: good or poor 2 - task structure - either high or low 3 - Position power - either strong or weak "Better leader-member relations -> higher task structure -> stronger position power" |
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Fielder: How can leader effectiveness be improved? |
1) Change the leader to fit the situation 2) change the situation to fit the leader |
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Fielder: Conclusion |
task-oriented leaders perform best in situations with high and low control relationship-oriented leaders perform best in situations of moderate control |
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Charismatic Leadership Theory |
Attributions of heroic leadership abilities when followers observe certain behaviors - vision and articulation - personal risk taking - sensitivity toward followers - Unconventional behaviors |
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Key Characteristics of Charismatic LEaders |
- vision and articulation - personal risk taking - sensitivity toward followers - Unconventional behaviors |
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Transactional Leader |
1 ) Contingent reward - rewards for good performance 2) Management by exception (active) - searches for deviations from rules and standards, make corrections 3) Management by exception (passive) - intervenes only if standards are not met 4) laissez-faire - avoids making decisions abdicates responsibilities |
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Transformational Leader |
1) idealize influence - provides vision 2) Inspirational Motivation 3) Intellectual Stimulation - promots intelligence 4) Individualizes Consideration - gives personal attention |
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What is an authentic leader? |
know who they are know what they believe and value act on those values beliefs openly and candidly |
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What is socialized charismatic leadership? |
leadership that conveys values that are other-centered, not self centered, by leaders who model ethical conduct |
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Components of Trust |
1) taking risks 2) information sharing 3) effective groups 4) enhanced productivity |
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What is "attribution Theory of Leadership"? |
Performance outcomes are attributed to the leaders' actions appearance has more to do with leadership than outcomes. |
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Substitutes and Neutralizers for Leaders |
Leadership is not always important certain job/organizatioanl variables can neutralize or substitute leader's influence Neuralizers - make it impossible for leaders to make any difference Substitutes - make it impossible and unnecessary because influence has been replaced |
