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Organizational Management > Ch 11 > Flashcards

Ch 11 Flashcards

(68 cards)

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1
Q

Leader

A

change; leading people; followers; long-term; vision

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2
Q

Mangager

A

stability; managing work; subordinates; short-term; objectives; plans detail

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3
Q

Sources of power

A

legitimate–> reward–> coercive–> expert–> referent

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4
Q

Trait theory

A
  • research focused on identifying personal characteristics that differentiated leaders from non leaders
  • later research on the leadership process identified seven traits associated with successful leadership
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5
Q

behavioral theories

A

production oriented
employee oriented
Blake and Mouton’s managerial grid

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6
Q

Production oriented

A

emphasizing task accomplishment

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7
Q

Employee oriented

A

emphasizing personal relationships

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8
Q

Contingency theories

A

Fiedler’s model

House’s path-goal model

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9
Q

Fiedler’s model

A

leadership facts: relationship-oriented; task-oriented leadership behavior
Situational factors: leader-member relations; task structure; position power

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10
Q

House’s path-goal model

A

match between leader’s style (directive, supportive, participative, achievement oriented), nature of followers, and the enviornment

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11
Q

7 traits associated with leadership

A 
1- drive
2- desire to lead
3- honesty and integrity
4- self-confidence
5- intelligence
6- job-relevant knowledge
7- extraversion
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12
Q

Drive

A

leaders exhibit a high effort level
they have a relatively high desire for achievement; they are ambitious; they have a lot of energy; they are tirelessly persistent in their activities; and they show initative

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13
Q

Desire to Lead

A

leaders have a strong desire to influence and lead others; they demonstrate the willingness to take responsibility

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14
Q

Honesty and integrity

A

leaders build trusting relationships between themselves and followers by being truthful or non deceitful and by showing high consistency between word and deed

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15
Q

Self-confidence

A

followers lock to leaders for an absence of self-doubt; leaders need to show self-confidence in order to convince followers of the rightness of their goals and decisions

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16
Q

intelligence

A

leaders need to be intelligent enough to gather, synthesize, and interpret large amounts of information, and they need to be able to create visions, solve problems, and make correct decisions

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17
Q

job-relevant knowledge

A

effective leaders have a high degree of knowledge about the company, industry, and technical matters. In-depth knowledge allows leaders to make well-informed decisions and to understand the implications of those decisions

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18
Q

Extraversion

A

leaders are energetic, lively people; they are sociable, assertive, and rarely silent or withdrawn

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19
Q

Country club management

A

thoughtful attention to needs of people for satisfying relationship leads to a comfortable friendly organization atmosphere and work temp

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20
Q

Team Management

A

work accomplished is from committed people, interdependence through a common stake in organization purpose leads to relationships of trust and respect

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21
Q

Middle-of-the-road managment

A

adequate organization performance is possible through balancing the necessity to get out work with maintaining morale of people at a satisfactory level

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22
Q

Task management

A

efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimum degree

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23
Q

Impoverished management

A

exertion of minimum effort to get required work done in appropriate to sustain organization membership

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24
Q

Leader behavior in house’s path-goal model

A

directive; supportive; participative; achievement oriented

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25
environmental contingency factors (house)
task structure; formal authority system; work group
26
Outcomes (House)
performance; satisfaction
27
Subordinate contingency factors (house)
locus of control, experience, perceived ability
28
Korean leaders
expected to be paternalistic towards employees
29
Arab leaders
who show kindness or generosity without being asked to do so are seen by other Arabs as weak
30
Japanese leaders
expected to be humble and speak frequently
31
Scandinavian and dutch leaders
who single out individuals with public praise are likely to embarrass, not energize, those individuals
32
Effective leaders in Malaysia
expected to show compassion while using more of an autocratic than a participative syle
33
Effective German leaders
characterized by high performance orientation, low compassion, low self-protection, low team orientation, high autonomy, and high participation
34
Contemporary views on leadership
Leader: New traits and behaviors (EI) Situational followers: new context followers: different characteristics and needs
35
Contemp views on leadershipp
- vision to motivate talented employees and provide direction - effective communication to lead and manage through changing environment - ethics, values, and social responsibility to attract best workforce and customers - provide opportunity for meaningful, stimulating, and challenging work - ability to adapt leadership to different cultures, situations, and people
36
Transformational styles
more successful in the long-term and are cross-culturally effective - inspire followers to transcend their self-interests for the good of the organization - they have a profound and extraordinary effect on the followers - the encourage and inspire through vision and communication
37
Transactional leaders
- leaders who guide or motivate their followers to achieve goals by offering rewards or punishments in exchange for employee effort/inputs - clarify roles and tasks and set high standards of performance - focus more on productivity and targets
38
How transformational leaders influence
- individual consideration - intellectual stimulation - inspirational motivation - idealized influence
39
Individual consideration
"each one of you has the opportunity here to grow and excel" - appreciating and regarding employee effort - making everyone feel important
40
intellectual stimulation
"let me describe the great challenges that we can conquer together" - encouraging creativity and risk taking - giving challenging goals
41
Inspirational motivation
"let me share a vision that transcends us all" - proving a stimulation vision that transcends organization - inspire employees to achieve great things
42
Idealized Influence
"we are here to do the right thing" - inspire through values, integrity, honesty, and character - walk the talk
43
Charismatic Leadership
transformational leadership - followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviors - leaders exhibit behaviors that are out of the ordinary - use emotions, personal charisma, and passionate communication to convey the vision and motivate
44
Servent and moral leaders
- moral and servant leaders exhibit extraordinary courage and humility even in face of great personal and social challenges - use values, compassion, and kindness to inspire and influence - view themselves as individuals with a purpose to serve others
45
Qualities of a servant and moral leader
- value diverse opinions - cultivate a culture of trust - help people with life issues - encourage inclusion - think you, not me - think long-term - act with humility
46
Transformational Leadership;;Global implications
-certain types of leadership behaviors work better in some cultures than in others --seems to work across cultures focus is on: -vision and foresight -providing encouragement -trustworthiness -dynamic, positive, and proactive traits -integrity, values, and social responsibility
47
Coercive power
achieves influence by punishment
48
legitimate power
achieves influence by formal authority
49
Expert power
achieves influence by special knowledge
50
Laissez-faire
leader is disengaged, showing low task and people concerns
51
transactional leader book
directs the efforts of others through tasks, rewards, and structures
52
transformational leader book
inspirational and arouses extraordinary effort and performance
53
Emotional Intelligence
measure of a person's ability to manage emotions in leadership and social relationships
54
when managers use offers of rewards and threats of punishments to try to get others to do what they want them to do, they are using which type of power?
positon
55
when a manager says, "because I am the boss, you must do what I ask," what power base is being put into play?
legitimage
56
the personal traits that are now considered important for managerial success include ___
self-confidence
57
in the research on leader behaviors, which style of leadership describes the preferred "high-high" combination?
democratic
58
In Fiedler's contingency model, both highly favorable and highly unfavorable leadership situations are best dealth with by a ___-motivated leadership style
task
59
which leadership theorist argues that one's leadership style is strongly anchored in personality and therefore very difficult to change?
Fred Fiedler
60
Vision, charisma, integrity, and symbolism are all attributes typically associated with ___ leaders
transformational
61
In terms of leadership behaviors, someone who focuses on doing a very good job of planning work tasks, setting performance standards, and monitoring results would be described as
task oriented
62
in the discussion of gender and leadership, it was pointed out that some perceive women as having tendencies toward___ a style that seems a good fit with developments in the new workplace
interactive leadership
63
In House's path-goal theory, a leader who sets challenging goals for others would be described as using the ___ leadership style
achievement-oriented
64
SOmone who communicates a clear sense of the future and the actions needed to get there is considered a ___ leader
visionary
65
Managerial power=
Position power x personal power
66
The interactive leadership style is characterized by ____
inclusion and information sharing
67
A leader whose actions indicate an attitude of "do as you want and don't bother me" would be described as having a ____ leadership style
Laissez-faire
68
The critical contingency variable in the Hersey-Blanchard situation model of leadership is ____
follower maturity

Organizational Management (9 decks)

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