ch 12 leading people within organizations Flashcards

1
Q

leadership

A

the act of influencing others to work towards a goal
leaders do not rely on the use of force to influence people, instead people willingly adopt the leader’s goal as their own

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2
Q

formal leaders

A

hold a position of authority and may utilize the power that comes from their position as well as their personal power to influence others

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3
Q

informal leaders

A

without formal positions of authority within the organization but demonstrate leadership by influencing others through personal forms of power

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4
Q

general traits of leaders

A

intelligent
high self-esteem
integrity
extraversion
conscientious
open to experience

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5
Q

two broad categories of behavior

A

task-oriented (initiating structure)
people-oriented (consideration)

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6
Q

task-oriented leader behaviors

A

involve structuring the roles of subordinates, providing them with instructions, and behaving in ways that will increase the performance of the group
directives given to employees to get things done and to ensure that organizational goals are met

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7
Q

people-oriented leader behaviors

A

showing concern for employee feelings and treating employees with respect

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8
Q

authoritarian decision making

A

leaders make the decision alone without necessarily involving employees in the decision-making process

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9
Q

democratic decision making

A

employees participate in the making of the decision

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10
Q

lais-sez-faire decision making

A

leave employees along to make the decision

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11
Q

Fielder’s contingency theory

A

a leader’s style is measure by a scale called Least Preferred Coworker scale (LPC)

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12
Q

situational leadership theory

A

leaders must use different leadership styles depending on their followers’ development level

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13
Q

path-goal theory of leadership

A

based on the expectancy theory of motivation - employees are motivated when they believe or expect that their effort will lead to high performance, their high performance will be rewarded, and the rewards they will receive are valuable to them
leader’s main job is to make sure that all three of these conditions are met

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14
Q

four leadership styles

A

directive
supportive
participative
achievement-oriented

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15
Q

directive leaders

A

provide specific directions to their employees

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16
Q

supportive leaders

A

provide emotional support to employees

17
Q

participative leaders

A

make sure that employees are involved in the making of important decisions

18
Q

achievement-oriented leaders

A

set goals for employees and encourage them to reach their goals

19
Q

normative decision model

A

helps leaders determine how much involvement they should seek when making decisions

20
Q

7 questions of the normative decision model

A

each question gets answered as high or low
1. decision significance
2. importance of commitment
3. leader expertise
4. likelihood of commitment
5. goal alignment
6. group expertise
7. team competence

21
Q

5 decision-making styles

A

decide
consult individually
consult as a group
facilitate
delegate

22
Q

transformational leaders

A

lead employees by aligning employee goals with the leader’s goals

23
Q

transactional leaders

A

ensure that employees demonstrate the right behaviors and provide resources in exchange

24
Q

chairsma

A

behaviors leaders demonstrate that create confidence in, commitment to, and admiration for the leader

25
Q

inspirational motivation

A

come up with a vision that is inspiring to others

26
Q

intellectual stimulation

A

challenge organizational norms and status quo, and they encourage employees to think creatively and work harder

27
Q

individualized consideration

A

show personal care and concern for the well-being of their followers

28
Q

4 tools of transformational leaders

A

charisma
inspirational motivation
intellectual stimulation
individualized consideration

29
Q

contingent rewards

A

rewarding employees for their accomplishments

30
Q

active management by exception

A

leaving employees to do their jobs without interference, but at the same time proactively predicting potential problems and preventing them from occurring

31
Q

passive management by exception

A

manager waits until something goes wrong before coming to the rescue

32
Q

3 tools transactional leaders use

A

contingent rewards
active management by exception
passive management by exception

33
Q

why is transformational leadership effective

A

trust

34
Q

leader-member exchange (LMX) theory

A

proposes that the type of relationship leaders have with their followers is the key to understanding how leaders influence employees
high LMX relationships = high trust
low LMX relationships = low trust

35
Q

servant leadership

A

leadership approach that defines the leader’s role as serving the needs of others
- develop employees and help them reach their goals

36
Q

authentic leadership approach

A

“be yourself”