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MGMT 363 > Chapter 14 > Flashcards

Chapter 14 Flashcards

1
Q

Leadership

A

The use of power and influence to direct the activities of followers toward goal achievement

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2
Q

Unit-Focused Approach:

A

Ask all members of the unit to fill out the following survey items, then average the responses across the group to get a measure of leader effectiveness

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3
Q

Dyad-Focused Approach:

A

Ask members of the unit to fill out the following survey in reference to their particular relationship with the leader. The responses are not average across the group; rather, differences across people indicate differentiation into “ingroups” and “outgroups” within the unit

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4
Q

Leader-Member Exchange Theory:

A

A theory describing how leader-member relationships develop over time on a dyadic basis

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5
Q

Role Taking:

A

The phase in a leader-follower relationship when a leader provides an employee with job expectations and the follower tries to meet those expectations and the follower tries to meet those expectations

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6
Q

Role Making:

A

The phase in a leader-follower relationship when a follower voices his or her own expectations for the relationship resulting in a free-flowing exchange of opportunities and resources for activities and effort
- “High-Quality Exchange” Dyad: Marked by the frequent exchange of information, influence, latitude, support, and attention
o Ingroup is characterized by higher levels of mutual trust, respect, and obligation
- “Low-Quality Exchange” Dyad: Marked by a more limited exchange of information, influence, latitude, support, and attention

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7
Q

Studies show that employees who are competent, likable, and similar to the leader in personality will be more likely to end up in the leader’s ingroup:

A

those factors have even greater impact than age, gender, or racial similarity

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8
Q

Leader Effectiveness

A

The degree to which the leader’s actions result in the achievement of the unit’s goals, the continued commitment of the unit’s employees, and the development of mutual trust, respect, and obligation in leader-member dyads
- “Leaders are born, not made”

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9
Q

Leader Emergence

A

The process of becoming a leader in the first place

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10
Q

Leader Effectiveness

A

How well people actually do in a leadership role

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11
Q

Autocratic Style:

A

A leadership style where the leader makes the decision alone without asking for options or suggestions of the employees in the work unit

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12
Q

Consultative Style:

A

A leadership style where the leader presents the problem to employees asking for their opinions and suggestions before ultimately making the decision himself or herself

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13
Q

Facilitative Style:

A

A leadership style where the leader presents the problem to a group of employees and seeks consensus on a solution, making sure that his or her own opinion receives no more weight than anyone else’s

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14
Q

Delegative Style:

A

A leadership style where the leader gives the employee the responsibility for making decisions within some set of specified boundary conditions

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15
Q

Studies have repeatedly shown that allowing employees to participate in decision making increases their…

A

job satisfaction

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16
Q

Time-Driven Model of Leadership:

A

A model that suggests that seven factors, including the importance of the decision, the expertise of the leader, and the competence of the followers, combine to make some decision-making styles more effective than others in a given situation

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17
Q

Initiating Structure

A

A pattern of behavior where the leader defines and structures the roles of employees in pursuit of goal attainment

  • Leaders have a more active role in directing group activities and prioritize planning, scheduling, and trying out new ideas
  • Emphasize the importance of meeting deadline, describe explicit standards of performance, ask employees to follow formalized procedures, and criticize poor work when necessary
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18
Q

Consideration

A

A pattern of behavior where the leader creates job relationships characterized by mutual trust, respect for employee ideas, and consideration of employee feelings
- Create a climate of good rapport and strong, two-way communication and exhibit a deep concern for the welfare of employees
- Might do personal favors, take time to listen, treat employees as equals
OHIO STATE STUDIES

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19
Q

Life Cycle Theory of Leadership

A

A theory stating that the optimal combination of initiating structure and consideration depends on the readiness of the employees in the work unit
- Situational Model of Leadership

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20
Q

Readiness

A

The degree to which employees have the ability and the willingness to accomplish their specific tasks

21
Q

Telling

A

When the leader provides specific instructions and closely supervises performance

22
Q

Selling

A

When the leader explains key issues and provides opportunities for clarification

23
Q

Participating

A

When the leader shares ideas and tries to help the group conduct its affairs

24
Q

Delegating

A

When the leader turns responsibility for key behaviors over to employees

25
Q

(Life cycle theory has been incorporated into leadership training programs at around ___ of the firms in the Fortune 500)

A

400

26
Q

Transformational Leadership:

A

A pattern of behavior where the leader inspires followers to commit to a shared vision that provides meaning to their work while also serving as a role model who helps followers develop their own potential and view problems from new perspectives

  • Heightens follower’s awareness of the importance of certain outcomes while increasing their confidence that those outcomes can be achieved
  • What gets “transformed” is the way followers view their work, causing them to focus on the collective good more than just their own short-term self-interests and to perform beyond expectations as a result
27
Q

Laissez-Faire Leadership:

A

When the leader avoids leadership duties altogether (HANDS OFF)

28
Q

Transactional Leadership:

A

A pattern of behavior where the leader rewards or disciplines the follower based on performance
- “carrot-and-stick”

29
Q

Passive Management-By-Exception:

A

When the leader waits around for mistakes and errors, then takes corrective action as necessary
- “If it ain’t broke don’t fix it!”

30
Q

Active Management-By-Exception:

A

When the leader arranges to monitor mistakes and errors actively and takes corrective action when required

31
Q

Contingent Reward:

A

When the leader attains follower agreement on what needs to be done using rewards in exchange for adequate performance
- “The leader makes clear what one can expect to receive when performance goals are achieved”

32
Q

What is the strongest and most beneficial leadership?

A

transformational leadership

  • Leadership approach that’s most universally endorsed across cultures
  • Idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration (THE FOUR I’s)
33
Q

Idealized Influence:

A

When the leader behaves in ways that earn the admiration, trust, and respect of followers, causing followers to want to identify with and emulate the leader
- Synonymous with charisma “divinely inspired gift”

34
Q

Inspirational Motivation:

A

When the leader behaves in ways that fosters an enthusiasm for and commitment to a shared vision of the future

  • Vision transmitting through a sort of “meaning-making”
  • “The leader articulates a compelling vision of the future”
35
Q

Intellectual Stimulation:

A

When the leader behaves in ways that challenge followers to be innovative and creative by questioning assumptions and reframing old situations in new ways
- “The leader gets others to look at problems from many different angles”

36
Q

Individualized Consideration:

A

When the leader behaves in ways that help followers achieve their potential through coaching, development, and mentoring
- “The leader spends time teaching and coaching”

37
Q

transformational leaders tend to foster leader-member exchange relationships that are of higher quality (mutual respect and obligation)

A
  • Higher levels of motivation
  • Stronger sense of psychological empowerment
  • More self-confident
  • Trust the leader more
  • Higher levels of job satisfaction
38
Q

Substitutes for Leadership Model:

A

A model that suggests that characteristics of the situations can constrain the influence of the leader, which makes it more difficult for the leader to influence employee performance

39
Q

Neutralizers:

A

Situational characteristics that reduce the importance of the leader of the leader and do not improve employee performance in any way

40
Q

Substitutes: Task Feedback

A

Receiving feedback on performance from the task itself

41
Q

Substitutes: Training & Experience

A

Gaining the knowledge to act independently of the leader

42
Q

Substitutes: Professionalism

A

Having a professional speciality that offers guidance

43
Q

Substitutes: Staff support

A

Receiving information and assistance from outside staff

44
Q

Substitutes: Group cohesion

A

Working in a close-knit and interdependent work group

45
Q

Substitutes: Intrinsic satisfaction

A

Deriving personal satisfaction from one’s work

46
Q

Neutralizers: Task stability

A

Having tasks with a clear, unchanging sequence of steps

47
Q

Neutralizers: Formalization

A

Having written policies and procedures that govern one’s job

48
Q

Neutralizers: Inflexibility

A

Working in an organization that prioritizes rule adherence

MGMT 363 (5 decks)

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