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SEM 301 > Chapter 9: Leadership > Flashcards

Chapter 9: Leadership Flashcards

1
Q

Are leaders born or made?

A

The Trait Theory of Leadership:
- Leadership depends on personal qualities (traits) of the leader
- those who become leaders do a good job because they have a set of traits that distinguishes them from the masses

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2
Q

What is a trait?

A

An individual characteristic like physical characteristic, intellectual capacity, personality

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3
Q

What are 9 traits associated with leadership effectiveness?

A
  1. Self confidence
  2. Intelligence
  3. Honesty and Integrity
  4. Sociable
  5. Emotionally stable
  6. Dominance
  7. Energy and Drive
  8. Need for achievement
  9. Motivation to Lead
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4
Q

What are the TWO BASIC BEHAVIORS of leaders?

A
  1. Consideration:
    - approachable
    - expressed support and appreciation
    - personal concern and respect for employees
    - egalitarian
    - protective of group welfare
  2. Initiating Structure:
    - concentrates on group goal attainment
    - clearly defines their role and roles of followers
    - stresses standard procedure, schedules
    - assigns employees particular tasks
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5
Q

Path-goal Theory of Leadership

A

The effective leader can form a connection between employees goals and organizational goals
- shows clear path to goals of interests to employees

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6
Q

Occam’s Razor and Path-goal theory

A

Occam’s razors: between two explanations of the same thing, the one with less assumptions made will be the one people naturally prefer

SO between path-goal theory and contingency theory (multiple variables), people prefer path-goal

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7
Q

Draw out the path-goal theory diagram

A

LEADERSHIP BEHAVIOR:
- directive
- supportive
- achievement oriented
- participative

SITUATIONAL FACTORS:
- employee characteristics
- environmental factors

EMPLOYEE OUTCOMES:
- job satisfaction
- acceptance of leader
- effort

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8
Q

Vroom + Jago Model of Participation

A

extent of participation of leaders

A: autocratic
A1 - you come up with solution yourself
A2 - employee brings you information, you decide on solution yourself

C: Consultative
C1 - you ask a group of relevant employees individually, get ideas, then make your decision
C2 - you ask a group of relevant employees as a group, get ideas, then make your decision

G: Group
G2: you ask a group and work together on a consensus for a solution

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9
Q

Leader-Member Exchange Theory

A

relationship between leader and employee is a social exchange.
- employees with high quality relationships with supervisors will reciprocate with high efforts, commitment and performance (go beyond job description)
- in low quality relationships, leader does not pay much attention to member, and member only performs job description duties

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10
Q

HIGH LMX vs LOW LMX

A
  • trust and loyalty
  • respect and communication
  • mutual influence and obligation
  • low trust and loyalty
  • low respect
  • low mutual support
  • low obligation
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11
Q

Transactional Leadership: what is it and what does transactional leadership behavior involve?

A
  • a straightforward exchange between leader and followers
    It involves:
    1. contingent reward behavior: emphasis on role clarity, provides follower with material or psychological reward on fulfillment
    2, management by exception: leader takes corrective action on the results of transaction
  • monitors behavior, anticipates problems, takes corrective action before it gets serious
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12
Q

Transformational Leadership

A

leader provides follower with NEW VISION that instills true commitment (changes beliefs, attitudes)

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13
Q

4 key dimensions of transformational leadership

A
  1. Intellectual Stimulation
  2. Individual Consideration
  3. Inspirational Motivation
  4. Charisma
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14
Q

Emerging theories of positive leadership (4)

A
  1. Empowering leadership: empower followers by having them participate and have autonomy to give them a sense of meaning, competence, impact
  2. Ethical leadership: set up ethical standards, reward followers for ethical behavior, punish for unethical, they want to do the right thing professionally and personally
  3. Authentic leadership: act upon true beliefs, values, and strengths. they help others do the same
  4. Server leadership: leaders who want to serve first and lead second
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15
Q

4 behaviors of authentic leadership

A
  1. Self Awareness
  2. Relational Transparency
  3. Balanced processing: objective analysis of info (consider views that challenge own opinion)
  4. Internalized Moral Perspective
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16
Q

6 characteristics of servant leaders

A
  1. empowering and developing people
  2. humility
  3. authenticity
  4. providing direction
  5. interpersonal acceptance
  6. stewardship
17
Q

what is “Help Shore Up Social Capital”

A

how to help the advancement of women in organization: help support women obtain resources, favors, info from personal connection

18
Q

GLOBE PROJECT RESULTS ON: universal facilitators of leadership effectiveness

A
  1. trustworthy, justice, honesty
  2. planning ahead
  3. encouraging, motivation
  4. communicative and informed
19
Q

GLOBE PROJECT RESULTS ON: universal impediments of leadership effectiveness

A
  1. loner
  2. irritable and uncooperative
  3. imposing views onto others
20
Q

GLOBE PROJECT RESULTS ON: culturally contingent endorsement of leader attributes

A
  1. risk taking
  2. status consciousness
  3. individualistic
21
Q

4 characteristics of global leaders

A
  1. unbridled inquisitiveness - function effectively in all cultures (language differences, economic, political)
  2. Personal Character - emotional connection to people in different cultures
  3. Duality - be able to balance global and local tensions
  4. Savvy - they need to understand the conditions they face in different countries and the capabilities and international ventures of their organization
22
Q

How to become global leader

A
  1. have experience living or working in different countries
  2. speak more than one language
  3. have an aptitude for global business
  4. be able to work with people with diverse background
  5. formal training programs
23
Q

what is strategic leadership?

A

Leadership that involves the ability to anticipate, envision, maintain flexibility, think strategically, and work with others to initiate changes that will create a viable future for the organization.
Strategic leaders are open and honest in their interactions with the organization’s stakeholders, and they focus on the future.

24
Q

Formal vs Informal Leadership

A

Formal:
- executive, manager, supervisor titles that occupy formal and assigned roles
- are expected to influence others, and are given specific authority to do so

Informal:
- shared leadership: when leadership roles are shared amongst team memebrs
- no formal role
- must rely on being well-liked, expert or highly skilled

SEM 301 (7 decks)

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