Ch. 8 Leadership Flashcards Preview

OBHR 317 MEURS > Ch. 8 Leadership > Flashcards

Flashcards in Ch. 8 Leadership Deck (35):
1

Are Managers & Leaders the same?
- Describe what managers do (4)

1) Managers promote stability while leaders press for change
2) Managers implement the vision & strategy provided by the leader
3) Management is... getting people to do things they dont want to do
4)Managers also coordinate staff & handle day-to-day problems

2

Are Managers & Leaders the same?
- Describe what Leaders do (2)

1) Leaders establish direction by developing a vision for the future & inspiring workers to overcome hurdles
2) Leadership is changing what people want

3

What is the Trait Theory

Theories that consider personality, social, physical, or intellectual traits to differentiate leaders from non-leaders.. Better at predicting leader emergence than effectiveness.

4

Trait Theory - name the 4 leadership traits 0CEAN

1) open
2) consciousness
3) extroverted
4) Emotionally intillegence

5

Important Behaviour Studies
Describe the Ohio State University findings (2)

Found two key dimensions of leadership behaviour.
1) Initiating Structure - The defining of structure and roles
2) Consideration - Job relationships that reflect trust & respect.

6

Important Behaviour Studies
Describe the Michigan State University findings (2)

Found two key dimensions of leadership behaviour.
1) Employee orientated - emphasizes interpersonal relationship & is the most powerful dimensions
2) Production - orientation - Emphasize on the technical aspet of the job

7

Contingency Theories - Does the Situation Matter?
Describe Fielders Contingency Model - (3)

1) Leader-Member Relationship - Degree of confident, trust, & respect members have for a leader
2) Task Structure - Degree to which jobs are structured
3) Position Power - Degree to which leaders has control over "power" of hiring, firing, discipline, promotion, salary.

8

Contingency Theories - Does the Situation Matter?
Path- Goal Guidelines to be Effective

1) Determine the outcome subordinates want
2) Reward individuals with their desired outcomes when they perform well
3) Be clear with expectation

9

Contingency Theories - Does the Situation Matter?
Path-Goal Guidelines Leadership Styles (5)

1) Directive - Informs subordinates of expectation, gives guidance
2) Supportive - Friendly & approchable, shows concern for others status, well-being, needs for subordinates
3) Participative - Consult with subordinates, solicit suggest, takes suggestions into consideration
4) Achievement Orientated - Sets challenging goals, expects subordinates to perform at highest level, continously seeking improvement, has confidence in highest motivation of employees
5)Upward- Influence- Maintains good rapport between the leaders & superior ranking & influence the

10

Contingency Theories - Does the Situation Matter?
Path-Goal Guidelines Leadership Styles (5) - Directive

Directive - Informs subordinates of expectation, gives guidance

11

Contingency Theories - Does the Situation Matter?
Path-Goal Guidelines Leadership Styles (5) - Supportive

Supportive - Friendly & approachable, show concern for others status, well-being, needs for subordinates

12

Contingency Theories - Does the Situation Matter?
Path-Goal Guidelines Leadership Styles (5) - Participative

Participative - Consult with subordinates, solicit suggest, takes suggestions into consideration

13

Contingency Theories - Does the Situation Matter?
Path-Goal Guidelines Leadership Styles (5) - Achievement Orientated

Achievement Orientated - Sets challenging goals, expects subordinates to perform at highest level, continously seeking improvement, has confidence in highest motivation of employees

14

Contingency Theories - Does the Situation Matter?
Path-Goal Guidelines Leadership Styles (5) - Upward-Influence

Upward- Influence- Maintains good rapport between the leaders & superior ranking & influence them

15

Contingency Theories - Does the Situation Matter?
Substitutes for Leadership IJO

1) Character Of the Individual
2) Characteristic of Job]
3) Characteristic of Organization

16

Contingency Theories - Does the Situation Matter?
Substitutes for Leadership - Character of the individual

Character of the individual - If the character of the individual is compentent, independent, proffesionally orientated. The they have the character of a leader

17

Contingency Theories - Does the Situation Matter?
Substitutes for Leadership - Characteristic of job

Character of the job - if the job is a routine task

18

Contingency Theories - Does the Situation Matter?
Substitutes for Leadership - Character of the Organization

Characterstics of organization - If the're clear rules, norms and policies. In addition, cohesive work group then subtitude of a leader may prevail.

19

Define Charisma

A certain quality of an individuals personality, by virtue of which it sets them apart from ordinary people & treared as edowed with supernatural, superhuman or atleast soecifically exceptional power or qualities

20

Define - House's Charismatic Leadership Theory

When followers make attributions of heroic or extrodinary leadership abilities when they observee certain behaviours.

21

Name the 4 characteristics from House's Charismatic Leadership Theory

1) Have a vision
2) Are willing to take resonsibility
3) Exhibit behaviours that are out of the ordinary
4) Do not focus on followers but on their own vision

22

What are the issues with Charismatic Leadership regarding effectiveness and situations?

1) There is a lot of stress & uncertainty
2) The leader is at the upper level of the organization
3) Followers lack knowledge, capability, or self-esteem
4) Darks side, ego can allow self-interest to overide the organization

23

What is a Transactional Leader?

Transactional leadership is a style of leadership that focuses on supervision, organization, and performance; transactional leadership is a style of leadership in which leaders promote compliance by followers through both rewards and punishments.

24

Name the four characteristics of transactional leaders

1) Contigent Reward
2) Management by exception (active)
3) Management by exception (passive)
4) Laissez - Faire Leaders

25

Transactional Leader- Contigent Reward

Contracts exchange of rewards for effort, promises rewwards for good performance, recognizes accomplishment

26

Transactional Leader - Management by Exception (active)

Watches and searches for deviations from rules & standards, take corrective action

27

Transactional Leader - Management by Exception (Passice)

If you're meeting standards, they wil not motivate you further (get rewards). And intervenes only if standards are not met.

28

Transactional Leader - Laissez- Fairre Leader

Advocates responsibility, avoid decesion

29

Transformational Leader (most succesful) define-

Transformational leadership is a style of leadership where a leader works with subordinates to identify needed change, creating a vision to guide the change through inspiration, and executing the change in tandem with committed members of a group.

30

Characteristic of Transformational Leader (most succesful) (4)

1) Idealized Influence - Provides vision & sense of mission, instils pride, gains respect & trust
2) Inspirational Motivation - Communicating high expectations, uses symbols to focus efforts, expresses important purpose in a simple way
3) intellectual Stimulation (different from charisma) - Promotes intelligence, rationality, & careful problem solving
4) Individualized Consideration - Gives personal attention, treats each employee individually/ coaches & advice

31

Name a Characteristic of Transformational Leader (most successful) (1) - Idealized influence

Idealized Influence - Provides vision & sense of mission, instills pride, gains respect & trust

32

Name a Characteristic of Transformational Leader (most successful) (1) - Inspirational Motivation

Inspirational Motivation - Communicating high expectations, uses symbols to focus efforts, expresses important purpose in a simple way

33

Name a Characteristic of Transformational Leader (most successful) (1) - Intellectual Stimulation

intellectual Stimulation (different from charisma) - Promotes intelligence, rationality, & careful problem solving

34

Name a Characteristic of Transformational Leader (most successful) (1) - Individualized consideration

Gives personal attention, treats each employee individually/ coaches and advices.

35

How Can You Be A More Transformational Leader?

1) Develop a challenging and attractive vision together with employees
2) Secure vision to a strategy & translate into action
3) Express confidence, decisiveness, & optimism
4) Realize vision through small steps and applaud/reward employee accomplishments