Leadership and Navigation Flashcards

1
Q

Leader imposes a vision or solution on the team and demands the team follow this directive

A

Coercive leadership

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2
Q

Leader proposes a bold vision or solution and invites the team to join the challenge

A

Authoritative leadership

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3
Q

Leader creates strong relationships with and inside team, encouraging feedback. Team is motivated by loyalty.

A

Affiliative leadership

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4
Q

Leader invites followers to collaborate and commits to activity by consensus

A

Democratic leadership

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5
Q

Leader sets a model for high performance standards and challenges team to meet expectations

A

Pacesetting

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6
Q

Leader focuses on developing team members’ skills, believing that success comes from aligning the org’s goals with employee’s personal and professional goals

A

Coaching

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7
Q

Effective HR Leaders…

A
  • Develop and coach others
  • Build positive relationships
  • Model their values and fulfill their promises and commitments
  • Have functional expertise
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8
Q

Ineffective HR leaders…

A
  • Focus internally rather than externally to stakeholders
  • Lack strategic perspective, focusing on short term objectives and daily tasks
  • Do not anticipate or react well to change
  • Resist “stretch” goals
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9
Q

Trait Leadership Theory

A

leaders possess certain innate characteristics that followers do not

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10
Q

Behavioral Leadership Theory

A

leaders influence group members through certain behaviors

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11
Q

Situational Leadership Theory

A

leaders can flex their behaviors to meet the needs of unique situations

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12
Q

Transactional leadership

A

preference for order and structure, focuses on control and short term planning

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13
Q

Transformational leadership

A

ability to inspire employees to embrace change, encourage and motivate to innovate and seek out changes

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14
Q

Theory that leadership involves managing tasks and employee relationships

A

Blake-Mouton Theory

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15
Q

Hershey-Blanchard Situational Leadership

A

leadership style evolves as members grow:
- telling
- selling
- participating
- delegating

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16
Q

Leaders change situation to make more favorable

A

Fiedler’s Contingency Theory

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17
Q

Path-Goal Theory

A

Leader performs the behavior needed to help employees stay on track toward goals

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18
Q

Parts of the formal organization

A
  • traditional reporting lines
  • decision making process
  • funding process
  • org’s strategy, mission, and values
  • events that shape decision-maker’s assessments
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19
Q

Informal organization

A

Culture and social dynamics

20
Q

How to understand the informal organization

A
  • observation, identify people who are treated as leaders
  • seeing what types of behavior are rewarded and what ideas are accepted
21
Q

Benefit of finding allies

A

building support with other stakeholders who can improve proposals and strengthen value prop to management

22
Q

Type of power that can save time in decision making and focus the team on org’s goals

A

Legitimate power

23
Q

Type of power that appeals to individual motivators

A

Reward power

24
Q

Type of power that wins respect and improves the team by offering advice and guidance

A

Expert power

25
Q

Type of power that appeals to social needs and desire of affiliation

A

Referent power

26
Q

Type of power likely to get immediate results, but damages member’s motivation and self-direction over time

A

Coercive power

27
Q

Motivation Theory X/Theory Y

A

Motivation is seen as absolutely irrelevant (X) or absolutely critical (Y)

28
Q

Maslow’s 5 Categories of Needs

A
  1. physiological
  2. safety
  3. belonging
  4. esteem
  5. actualization
29
Q

Theory that behavior is driven by intrinsic factors: challenging work, meaningful impact, recognition, and extrinsic factors: job security, pay, conditions

A

Herzberg Needs Theory

30
Q

3 basic desires of McClelland Needs

A
  1. achievement
  2. affiliation
  3. power
31
Q

Needs for innate needs, relatedness, autonomy, and purpose

A

Self-determination

32
Q

Level of effort depends on expectancy (success), instrumentality (reward), and valence (reward is meaningful)

A

Vroom expectancy

33
Q

Track record of success can create empowered employees, while track record of failure can create learned helplessness

A

Heider, Weiner Attribution

34
Q

Motivation can be increased by providing employees with goals against which they can assess their achievement

A

Goal Setting

35
Q

Equity Theory

A

Motivation based on sense of fairness between inputs and outputs

36
Q

Leadership qualities: a leader should be…

A
  • both self-motivated and self-disciplined
  • comfortable with risk taking
  • committed to continuous learning
  • embody a growth mindset
37
Q

Individuals judge people based upon how they view the reason for their behavior

A

Attribution theory

38
Q

Reverse Mentorship

A

Allows both parties to benefit from the knowledge and experience of the other. Useful in global contexts and diverse workforces.

39
Q

Blake Mouton’s leadership type - low task, high relationship, avoids punitive actions so not to jeopardize relationships

A

Country Club Managers

40
Q

Blake Mouton’s manager type - low task, low relationship, use a delegate and disappear approach

A

Impoverished Managers

41
Q

Blake Mouton’s high task, low relationship managers, expect people to do what they are told without question, don’t foster collaboration

A

Authoritarian Managers

42
Q

Blake Mouton’s midpoint managers, get the work done but are not considered leaders

A

Middle of the Road Managers

43
Q

Blake Mouton’s high task, high relationship managers, lead by positive example, foster a team environment, and encourage individual and team development

A

Team Leaders

44
Q

Leadership theory that focuses on a two-way relationship between leaders and chosen employees. The leader mentors selected team members and gives them access to more information and resources

A

Leader-Member Exchange Theory

45
Q

Leader’s goal is to serve the needs of their employees. Leaders work to help their employees develop and perform to the highest possible level, and this will generate benefits within and without the org.

A

Servant Leadership