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P2 Work and organizational psychology > Chapter 12 > Flashcards

Chapter 12 Flashcards

1
Q

leadership

A

influencing, motivating, and enabling others to contribute toward the effectiveness and success of the organizations of which they are members

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2
Q

shared leadership

A

the view that leadership is a role, not a position assigned to one person; consequently, people within the team and organization lead each other

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3
Q

Leadership definition has two key components

A
  • Leaders motivate others through influence tactics
  • Leaders are enablers – Allocate resources, alter work relationships, minimise external disruptions and establish other work environment changes
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4
Q

Leadership prototypes

A

Preconceived beliefs about the features and behaviours of effective leaders

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5
Q

When an employee persuades coworkers to try out new work activity or introduce new technology - what kind of leadership exist then?

A

Shared leadership

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6
Q

formal leadership

A

employees lead along with the formal manager, rather than replace the manager.

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7
Q

What kind of leadership supplements formal leadership?

A

Shared leadership

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8
Q

Shared leadership florishes in organizations with these kind of characteristics:

A
  • Where the formal leaders are willing to delegate power and encourage employees to take the initiative and risks without fear of failure
  • a collaborative rather than internally competitive culture
  • It lacks formal authority, so best when employees learn to influence others through their enthusiasm, logical analysis and involvement of coworkers in their idea or vision
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9
Q

transformational leadership

A

a leadership perspective that explains how leaders change teams or organizations by creating, communicating, and modeling a vision for the organization or work unit and inspiring employees to strive for that vision

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10
Q

What does transformational leadership assume about the organization?

A

It assumes the organization is misaligned with its environment and needs to change direction.

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11
Q

What is transformational leadership more focused on?

A

It is more macro-focused and abstract.

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12
Q

What are the key components of transformational leadership?

A
  1. Developing and communicating a strategic vision
  2. Modeling the vision
  3. Encouraging experimentation
  4. Building commitment to the vision
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13
Q

Most leadership practices can be organized into four perspectives:

A
  1. Transformational
  2. Managerial
  3. Implicit
  4. Personal attributes
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14
Q

Developing and communicating a strategic vision (Transformational leadership)

A
  • the vision describes an aspirational furure with a higher purpose
  • Engages employees because it is a distant goal that is both challenging and abstract
  • it is abstract because the vision hasn’t been experienced in this company and an abstract discription enables the vision to remain stable over time
  • It is unifying. Its a shared vision. It bonds employees together
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15
Q

Modeling the vision (transformational leadership)

A
  • they don’t only talk about the vision, they enact it. “walk the talk”
  • the routine daily activities are consistent with the vision and values
  • Modeling the vision demonstrates how the vision looks in practice
  • trust is build in the leader
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16
Q

Encourage experimentation

A
  • learning orientation

Leaders encourage the journey of change to their employees

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17
Q

learning orientation

A

a set of beliefs and norms in which people are encouraged to question past practices, learn new ideas, experiment putting ideas into practice, and view mistakes as part of the learning process

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18
Q

Build commitment toward the vision

A

leaders build this commitment in several ways. Their words, symbols, and stories build a contagious enthusiasm that energizes people to adopt the vision as their own. Leaders demonstrate a “can-do” attitude by enacting and behaving consistently with their vision. This persistence and consistency reflect an image of honesty, trust, and integrity.

Also through rewards, recognition and celebrations as the pass milestones along the road to the desired vision

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19
Q

What is a strategic vision?

A

A positive image or model of the future that energizes and unifies employees.

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20
Q

What makes a strategic vision effective?

A
  • Describes an aspirational future with a higher purpose.
  • Engages employees with challenging and abstract distant goals.
  • Unifies employees by aligning personal values with the organization’s values
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21
Q

How do transformational and managerial leadership differ?

A
  • Transformational leadership focuses on identifying, communicating, and building commitment to a better future.
  • Managerial leadership translates the vision into operational practices and continuously improves employee performance and well-being.
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22
Q

What does it mean to model the vision?

A

Leaders should “walk the talk” by enacting the vision, legitimizing it, and building employee trust.

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23
Q

What is a learning orientation?

A

A set of beliefs and norms where employees are encouraged to question past practices, learn new ideas, and view mistakes as part of learning.

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24
Q

How do leaders encourage experimentation?

A

By getting employees to question current practices and try new approaches aligned with the vision. actively experiment with new ideas and practices, and view reasonable mistakes as a natural part of the learning process.

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25
How do leaders build commitment to the vision?
By communicating and modeling the vision, using rewards, recognition, and celebrations. A 'can-do' attitude
26
What are the key limitations of transformational leadership?
1. Some models use circular logic by defining and measure transformational leadership based on its effects/results on employees. - it should be defined based on what the leaders DO 2. It combines leader behaviors with personal characteristics. - For instance, transformational leaders are described as visionary, imaginative, sensitive, and thoughtful, yet these personal characteristics are actually predic tors of how easily the individual can engage in transformational leadership behaviors 3. It is often treated as a universal concept like it works everywhere anytime, though it is more effective in rapidly changing environments. - But few studies actually test whether it’s more useful in some situations than others.
27
With transformational leaders subordinates are .... satisfied and have ..... affective organizational commitment
more higher
28
What is managerial leadership?
A perspective where leaders help employees improve performance and well-being toward current objectives.
29
What does managerial leadership assume?
The organization's objectives are stable and aligned with the external environment.
30
How does managerial leadership differ from transformational leadership?
It is more micro-focused and concrete.
31
Distinction between managerial leadership and transformational leadership
- managerial leadership assumes that the organizations objectives are stable and aligned with the external environment - managerial leadership is more microfocused and concrete.
32
Are transformational and managerial leadership interdependent or independent of each other?
They are interdependent - they depend on each other.
33
How does the interdependency works between transformational leadership and managerial leadership?
- Transformational leadership sets vision & inspires commitment to a better future. - Managerial leadership translates vision into concrete actions & improves performance. - Both are essential—without transformation, operations may lack direction; without management, vision remains abstract. - Senior leaders focus more on transformational leadership due to their strategic role. - All managers & employees use both styles at different levels through shared leadership.
34
Leaders are task-oriented when they . . .
* Assign work and clarify responsibilities. * Set goals and deadlines. * Evaluate and provide feedback on work quality. * Establish well-defined best work procedures. * Plan future work activities
35
Leaders are people-oriented when they . . .
* Show interest in others as people. * Listen to employees. * Make the workplace more pleasant. * Show appreciation to employees for their performance contribution. * Are considerate of employee needs.
36
What does implicit leadership theory state?
People evaluate a leader based on preconceived beliefs about effective leaders and often inflate the leader’s influence on organizational events.
37
What are leadership prototypes?
Preconceived beliefs about the features and behaviors of effective leaders.
38
What is the romance of leadership?
The tendency to overemphasize leadership as the most important factor in organizational success or failure.
39
Why do people fall into the romance of leadership bias?
It is easier to explain success/failure through leadership than analyze complex external factors.
40
What are key characteristics of effective leadership?
- Personality: High extraversion & conscientiousness. - Self-concept: Clear, internally consistent, high self-esteem, self-efficacy, and internal locus of control. - Leadership motivation: Strong need for socialized power. - Drive: High need for achievement. - Integrity: Strong moral principles and consistency. - Knowledge: Deep understanding of the business environment. - Cognitive & Practical Intelligence: Ability to process complex information. - Emotional Intelligence: Ability to regulate emotions in oneself and others.
41
What are the two key leadership styles?
Task-oriented leadership' People-oriented leadership
42
What is servant leadership?
the view that leaders serve followers, rather than vice versa; leaders help employees fulfill their needs and are coaches, stewards, and facilitators of employee development. People oriented leadership
43
What are the three key features of servant leadership?
1. Natural desire to serve others. Selfless and goes beyond the leader's role obligation 2. Humble & egalitarian relationships. They serve without drawing attention to themselves, without being judgemental and evoking superior status. 3. Ethical decision-making. They relie heavily on authentic leadership. Not swayed by deviant social pressures or expectations.
44
path–goal leadership theory
a leadership theory stating that effective leaders choose the most appropriate leadership style(s), depending on the employee and situation, to influence employee expectations about desired results and their positive outcomes
45
Path-goal theory builds on two, earlier mentioned, theories
- the expectancy theory of motivation - formula of rational decision making
46
Leader behaviors (path goal leadership theory)
* Directive * Supportive * Participative * Achievement-oriented
47
Employees contingencies (path-goal leadership theory)
- skills/experience - locus of control
48
Leader effectiveness (path-goal leadership theory)
- employee motivation - employee satisfaction - leader acceptance
49
Environmental contigencies (path goal leadership theory)
- task structure - team dynamics
50
The four leadership styles:
1. Directive leadership – Provides structure, clarifies goals. 2. Supportive leadership – Provides psychological support. 3. Participative leadership –Encourages involvement in decisions. 4. Achievement-oriented leadership – Sets high goals & expectations.
51
What employee and environmental factors affect leadership effectiveness?
Employee Contingencies: 1. Skill & experience: Supportive leadership helps new employees adapt, while experienced workers prefer autonomy to avoid micromanagement 2. Locus of control: Internals favor participative leadership; externals prefer directive guidance. Environmental Contingencies: 3. Task structure – Routine vs. non-routine tasks. Directive for complex tasks with novices, participative for experts; supportive for monotonous tasks. 4. Team dynamics – Level of team cohesion Cohesive, high-performing teams need less leader intervention, while low-cohesion teams benefit from supportive or directive leadership.
52
What are the potential substitutes for the task-oriented leadership style?
* Performance-based rewards * Employee is skilled and experienced * Guidance from coworkers * Team norms reinforce task objectives * Intrinsically motivating work * Employee applies self-leadership
53
What are the potential substitutes for the people oriented leadership style?
* Supportive coworkers * Employee is skilled and experienced * Enjoyable work * Employee uses effective stress coping strategies
54
leadership substitutes theory
a theory identifying conditions that either limit a leader’s ability to influence subordinates or make a particular leadership style unnecessary
55
Leadership Substitutes Model
- Task-oriented leadership is less needed as employees gain skill, when work is intrinsically motivating, or when teams provide guidance. - People-oriented leadership is less necessary when work is enjoyable or coworkers provide social support (e.g., humor for psychological safety). - Teams & self-leadership can substitute for leadership in some cases but don’t fully replace managers. - Evidence is mixed—substitutes may reduce, but not eliminate, the need for formal leadership.
56
implicit leadership theory
a theory stating that people evaluate a leader’s effectiveness in terms of how well that person fits preconceived beliefs about the features and behaviors of effective leaders (leadership prototypes) and that people tend to inflate the influence of leaders on organizational events
57
How does culture affect leadership?
- Charismatic visionary leadership is universally recognized. - Participative leadership is seen as more effective in low power distance cultures.
58
authentic leadership
the view that effective leaders need to be aware of, feel comfortable with, and act consistently with their values, personality, and self-concept
59
Leadership Prototypes (Implicit Leadership Theory)
- People have pre-set ideas of what a good leader looks like. - These ideas come from family, culture, and society. - Leaders who match the prototype are seen as more effective. - Followers trust & accept leaders who fit their expectations. - Reality check: True leadership skill takes time to prove!
60
Authentic leadership is
knowing yourself and being yourself
61
knowing yourself as an authentic leader:
* Engage in self-reflection * Receive feedback from trusted sources * Understand your life story
62
Being yourself as an authentic leader
* Develop your own style * Apply your values * Maintain a positive core self-evaluation
63
Is there a difference between men and woman in task-oriented or people oriented?
No
64
Do woman or men tend to adopt a more participative style
woman
65
Female leaders are stronger in coaching, teamwork and empowering others. But they face challenges when they use a more directive style, what is the reason for this?
Stereotypes
66
More visionary charismatic
leaders who continually used charismatic behavior
67
socialized charismatic leaders
care about their followers, empower followers
68
personalized charismatic leaders
care about their self-interest, create dependence of their followers
69
Glass ceilings
actual and/or perceived barrier in place within occupational or organizational settings that limits the upward mobility of women with respect to pay and promotion
70
Glass cliff
tendency for women to be more likely than men to be appointed to leadership positions that are risky and precarious

P2 Work and organizational psychology (8 decks)

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