chapter 14 Flashcards
(32 cards)
Superleaders
Persons whose vision and strength of personality
have an extraordinary impact on others
Charismatic leaders
Develop special leader-follower
relationships and inspire others in extraordinary ways
Transformational leaders:
Someone who is truly inspirational as a
leader and who arouses others to seek extraordinary
performance accomplishments
Emotional intelligence
Emotional intelligence
* The ability of people to manage emotions in social relationships
* Characteristics of the emotionally intelligent leader:
* High self-awareness
* Motivated and persistent
* High social awareness
* Good self management
* Good relationship management
Gender similarities hypothesis
- Males and females have similar psychological properties
- Men and women can be equally effective leaders
- Men and women are sometimes perceived as
using different styles of leadership
Women tend to use interactive leadership
- A style that shares qualities with transformational leadership
- Leaders with this style are democratic, participative, and inclusive
moral leadership
- Ethical leadership that is always “good” and “correct”
- Integrity involves the leader’s honesty, credibility, and consistency in
putting values into action - Moral overconfidence is an overly positive view of one’s strength of
character - Authentic leadership activates positive psychological states to achieve
self awareness and positive self-regulation.
Drucker’s “good old-fashioned” leadership
Leadership is more than charisma; it is “good old-fashioned” hard work
important tratis for leadership
Important traits for leadership success:
* Drive
* Self-confidence
* Creativity
* Cognitive ability
* Job-relevant knowledge
* Motivation
* Flexibility
* Honesty and integrity
Leadership behavior
- Leadership behaviour theories focus on how leaders behave when working
with followers - Leadership styles are recurring patterns of behaviours exhibited by leaders
- Basic dimensions of leadership behaviours:
- Concern for the task to be accomplished
- Concern for the people doing the work
task concerns
- Plans and defines work to be done
- Assigns task responsibilities
- Sets clear work standards
- Urges task completion
- Monitors performance results
people concerns
- Acts warm and supportive toward
followers - Develops social rapport with
followers - Respects the feelings of followers
- Is sensitive to followers’ needs
- Shows trust in followers
Classic leadership styles:
- Autocratic style: Emphasizes task over people
- Human relations style: Emphasizes people over task
- Laissez-faire style: Shows little concern for task
- Democratic style: Committed to both task and people
Fiedler’s Contingency Model
- Good leadership depends on a match between leadership and situational
demands - Leadership is part of one’s personality, and therefore relatively enduring and
difficult to change - Leadership style must be fit to the situation
- Diagnosing situational control:
- Quality of leader-member relations (good or poor)
- Degree of task structure (high or low)
- Amount of position power (strong or weak)
- Task-motivated leaders are most successful in:
- Very favorable (high control) situations
- Very unfavorable (low control) situations
- Relationship-motivated leaders are most successful in: Situations of moderate
control
Hersey-Blanchard situational leadership model
- Leaders adjust their styles depending on the readiness, or task maturity, of
their followers - Readiness — how able, willing, or confident followers are in performing required
tasks
Leadership styles
Delegating
* Low-task, low-relationship style (Works best in high readiness-situations)
* Participating
* Low-task, high-relationship style (works best in low- to moderate-readiness
situations)
* Selling
* High-task, high-relationship style (work best in moderate- to high-readiness
situations)
* Telling
* High-task, low-relationship style (work best in low-readiness situations)
Directive leadership:
Communicate expectations | Give directions | Schedule work |
Maintain performance standards | Clarify leader’s role (Use directive leadership when
job assignments are ambiguous)
Supportive leadership:
Make work pleasant | Treat group members as equals | Be
friendly and approachable | Show concern for subordinates’ well-being (Use
supportive leadership when worker self-confidence is low)
Achievement-oriented leadership:
Set challenging goals | Expect high performance
levels | Emphasize continuous improvement | Display confidence in meeting high
standards (Use achievement-oriented leadership when task challenge is insufficient)
Participative leadership
Involve subordinates in decision making | Consult with
subordinates | Ask for subordinates’ suggestions | Use subordinates’ suggestions
(Use participative leadership when performance incentives are poor)
Leader-Member Exchange Theory (LMX)
Not all people are treated the same by leaders in leadership situations
* “In groups”: High LMX
* “Out groups”: Low LMX
High LMX relationship: favourable personality | Competency Compatibility
- Low LMX relationship: low competency | unfavorable personality | low
compatibility
Vroom-Jago leader-participation theory
Helps leaders choose the method of decision making that best fits the
nature of the problem situation
benefits and disadvantages to vroom jago
Benefits of participative decision methods:
* Help improve decision quality
* Help improve decision acceptance
* Help develop leadership potential
Potential disadvantages of participative decision methods:
* Lost efficiency
* Not particularly useful when problems must be solved immediately
Power
- Ability to get someone else to do something you want done or make
things happen the way you want - Power should be used to influence and control others for the common good
rather seeking to exercise control for personal satisfaction
