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70 Cards in this Set
- Front
- Back
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Leadership is abt __ |
Capacity |
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Leadership is about setting and not just reacting to __, identifying __, and initiating __ that makes for substantial __ rather than just __ __. |
Agendas Problems Improvement Managing change |
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Leadership theories that focus exclusively on the leader |
Leader-centric theories |
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The __ approach was one of the first methods that systematically examined leadership |
Trait |
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Defines a leader by describing the attributes or qualities of individuals who ascend to positions of authority |
Trai theory |
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Centers on the leader's actions |
Leader behavior theory |
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Many of the earlstudies presumed it to be a process to achieve organizational goals because it " implies activity, movement, getting work done" |
Leadership |
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1__: personal traits 2__: qualities of scholarship & knowledge 3__: traits of dependability, initiative, persistence, self confidence, desire to excel 4__: characteristics of activity, sociability, cooperation, adaptability, humor 5__: qualities of socioeconomic position and popularity |
Stogdill 5 categories of traits 1Capacity 2Achievement 3Responsibility 4Participation 5Status |
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Persons don't become leaders simply by displaying a pattern of characteristics, the __ affects one's ability to lead others in the achievement of organizational goals |
Situation |
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Follower's knowledge, social status, skills, interests and needs of followers, & objectives to be achieved |
Possible situational characteristics that affect leadership |
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Intelligence and ability Personality Task related characteristics Social characteristics |
Traits likely associated with leader effectiveness |
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Scholars ought to focus exclusively on aspects of the __ in the study of leadership. Stogdill |
Situation |
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Looking at __ of the leader is important in understanding how work units and organizations achieve goals |
Characteristics |
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Drive Leadership motivation Honesty and integrity Self confidence Cognitive ability Knowledge of task (business) |
Kirckpatrick and locke: another set of th3 qualities common among leaders |
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The desire for power is motivated by 2 different types of dominance: __ power motive __ power motive |
Personalized Socialized |
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Seeks power as an end in and of itself, focuses on power solely for the sake of dominating others |
Personalized power motive |
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More altruistic in that power is used to achieve desired goals or vision |
Socialized power motive |
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__ refers to being truthful and non deceitful __ is the connection between words and actions |
Honesty Integrity |
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Ability to gather, integrate, and interpret large amounts of information |
Cognitive ability |
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__ __ is manifested as the capacity to think strategically and multidimensionally |
Cognitive ability |
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Similar in some ways to "__ __" theories trait theory assumes that people inherit certain qualities and traits that make them better suited to leadership |
Great man |
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__ __ often identify particular personality or behavioral characteristics shared by leaders |
Trait theories |
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Personality traits generally compromise __ dimensions known as the "__ __" |
5 Big five |
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The big five 1 __ & __ stability (n&e) 2 __&__ (e&i) 3 __ (o) 4 __ (a) 5 __ (c) |
1 neuroticism & emotional 2 extroversion & intraversion 3 openness 4 agreeableness 5 conscientiousness |
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The big five are relatively independent of one another , research indicates they have important implications for __ __ & __ |
Organizational performance & leadership |
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__ was most strongly related to work tasks in all jobs |
Conscientiousness |
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__ was the 2nd strongest correlation to job performance and especially important for managers and sales personnel |
Extroversion |
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__ to __ was the 3rd most important predictor of job performance |
Openess to experience |
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__ was the weakest predictor of job performance |
Agreeableness |
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"Leadership __" whether (or to what degree) an individual is perceived by others, who have limited information abt the individual's actual performance, as a leader |
Emergence |
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"Leadership __" a leader's performance in influencing activities of his unit in achieving its goals |
Effectiveness |
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__ was the most important correlate of big5 to both leadership emergence and effectiveness. __ 2nd strongest __ was related to both __ limited relationship __ was least relevent |
Extroversion Conscientiousness Openness Emotional stability Agreeableness |
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__ __= describes aspects of social and interpersonal intelligence. Largely has to do with the ability to understand one's own and others __ and how those affect social relationships |
Emotional intelligence Emotions |
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Self awareness Self regulation Self motivation Empathy for others Interpersonal and social skills |
Aspects of emotional intelligence |
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__ skills play a role in leadership emergence in self managing teams |
Empathetic |
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1 developing a sense of collective goals and objectives 2 instilling in others the knowledge and appreciation of the importance of work3 generating excitement, enthusiasm, confidence, and trust4 encouraging flexibility in decision making and change processes 1 developing a sense of collective goals and objectives 2 instilling in others the knowledge and appreciation of the importance of work3 generating excitement, enthusiasm, confidence, and trust4 encouraging flexibility in decision making and change processes5 establishing and maintaining a meaningful identity for the organization 1 developing a sense of collective goals and objectives 2 instilling in others the knowledge and appreciation of the importance of work3 generating excitement, enthusiasm, confidence, and trust4 encouraging flexibility in decision making and change processes5 establishing and maintaining a meaningful identity for the organization 1 developing a sense of collective goals and objectives 2 instilling in others the knowledge and appreciation of the importance of work3 generating excitement, enthusiasm, confidence, and trust4 encouraging flexibility in decision making and change processes5 establishing and maintaining a meaningful identity for the organization 5 establishing and maintaining a meaningful identity for the organization |
5 essential ways emotional intelligence is related to leadership |
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Leader behaviors: behaviors of effective leaders |
Ohio st studies |
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Leadership was defined as " the behavior of an individual when he is directing the activities of a group toward a shared goal |
Ohio st studies |
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Comprehensive survey of leader behaviors. Leader behavior typically aligned to 2 broad independent categories 1__ 2 __ __ |
Leader behavior description questionnaire 1 consideration 2 initiating structure |
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Behaviors that involve concern for people and interpersonal relationships |
Consideration |
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Behaviors that demonstrate a concern for task accomplishment |
Initiating structure |
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Describes managers in terms of concern for people and concern for production, it bring together concern for production and concern for people at 2 intersecting axes |
The managerial grid |
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1 Vertical axis represents concern for __ 2 Horizontal for __ Scale from (__-__) low to high 5 general combinations of leader behavior 1 authority-obedience__,__ 2 country club mngmnt __,__ 3 impoverished mngmnt __,__ 4 Middle of the road mngmnt 5 team mngmnt __,__ |
Managerial grid 1 people 2 results (1-9) 1 9,1 2 1,9 3 1,1 4 5,5 5 9,9 |
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Looked at the relationship between leader behavior and group processes and also sought to measure group performance. Initial research was conducted via field studies. |
Michigan studies |
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Task oriented, relations oriented, participative leadership |
Michigan studies: 3 general categories of leader behavior |
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Exploitive authorative Benevolent authorative Consultative Participative |
4 systems of organizational and performance characteristics |
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Leadership __ relies on leader's influencing leaders |
Effectiveness |
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__ refers to the change in the target agent's attitudes, values, beliefs or behaviors as a result of __ __ |
Influence Influence tactics |
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__ __ : individual's actual behaviors aimed at changing another's attitudes, values, beliefs or behaviors |
Influence tactics |
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Assertiveness Ingratiation Rationality Sanctions Exchange for benefits Upward appeal Blocking Coalition |
8 dimensions of influence |
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Rational persuasion Apprissing Inspirational appeal Consultation Exchange Collaboration Personal appeals Ingratiation Legitimating Pressure Coalition |
11 proactive influence tactics |
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Involves the use of logical arguments and factual info with the aim of influencing the target. Tactic is used in all directions but more commonly used to influence targets upward in org. |
Rational persuasion |
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Involves an emotional values based appeal aimed at arousing target enthusiasm, used regardless of direction in the organization. More commonly used in a downward direction |
Inspirational appeal |
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Invites the target to participate and offer suggestions in carrying out an initiative or proposed change. Primary purpose is to foster target's support for a decision already made by the agent. More commonly used downward or lateral direction |
Consultation |
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Occurs when an agent uses threats, warnings, or other assertive behavior. May produce resistance more than compliance or commitment. Negatively related to commitment from reports or peers. Commonly used in a downward direction. Considered an ineffective influence tactic. |
Pressure |
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Involves the use of praise or flattery before a request. More commonly used downward or lateral, can result in a mix of compliance and commitment. Quality of manager-direct report relationship affects effectiveness of tactic. |
Ingratiation |
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Involves the implicit or explicit offering of some future benefits in return for carrying out request. Lateral and downward most common. Used less to influence in upward direction. Quality of manager-d. report relationship affects the effectiveness |
Exchange |
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Occurs when the agent of the influence attempt seeks help from other ppl to influence the target person. This style is successful if the target respects or likes the individuals. Most likely used to influence peers or superiors. Generally an ineffective tactic results more commonly in resistance or compliance rather than commitment. Usually only effective to enlist support for an org'al change |
Coalition |
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Seeks to establish an individual's authority or right to make a request, include an appeal to org'al hierarchy or norms or other org'al policies, downward or lateral direction, may result in compliance or resistance negatively related to target commitment, Q of relationship affects effectiveness, antagonism results in greater resistance |
Legitimating |
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Ref3rs to asking someone to do a favor out of friendship or loyalty. More commonly lateral, moderately effective tactic |
Personal appeal |
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The offering of necessary resources or assistance if the target will carry out the request. Impersonal benefits, involves joint effort to accomplish objective. |
Collaboration |
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The agent explains how a request will benefit the target personally. |
Apprising |
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__ influence is outside of formal authority and based largely on follower perception of the "__ __" |
Charismatic Divine inspiration |
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Strong need for power, high self confidence, high need for social influence, and a strong conviction in their own beliefs |
Traits of charismatic leaders |
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Role modeling, image building, goal articulation, and exhibiting of high expectations |
Behaviors of charismatic leaders |
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Attribution of charismatic leadership depends on leader behavior that can be categorized based on __ stages of the __ __ __ |
3 Charismatic leadership process |
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1 evaluation of the status quo 2 formulate and articulate new organizational goals 3 communicate the means by which to achieve the new vision |
Charismatic leadership process |
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1 assessment of strategic opportunities and constraints of the environment 2 articulation of an idealized vision 3 developing follower buy in to vision 4 accomplishing the vision |
Stage model of charismatic leadership |
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1 strategic vision and articulation 2 sensitivity to the environment 3 sensitivity to member's needs 4 personal risk 5 unconventional behavior |
5 dimensions of charismatic leadership |
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Charismatic leadership was related to leader __, employee __, and employee __ to the organization however was not related to employee __ __ or employee __ |
Effectiveness Performance Commitment Job satisfaction or effort |
