Chapter 18 Flashcards
(27 cards)
Core management practices
- Operations management: Use of lean techniques; reasons for adapting lean processes
- Performance monitoring: process documentation; use of key performance indicators (KPI)
- Target setting: choice of target, connection to strategy; extent to which targets cascade down to individual workers
- Talent management: Talent mindset, stretch goals; management of low performance; talent development; employee value proposition; talent retention
Leadership:
the process of influencing the activities of an organized group in its efforts toward goal setting and goal achievement.
- Leadership is an interpersonal process, in a social context for goal achievement.’
- Defines leadership as an interpersonal process in which one individual seeks to influence the behavior of others.
- Leadership in a social context, in which the other members of the group to be influenced are subordinate or followers.
- Goal achievement- one of the practical objective of leadership theory (evaluation)
Diversity
: including and valuing others differences, with respect to age, disability, educational background, ethnicity, gender, religion and sexual orientation.
- have proved to be more successful, open up for wider perspectives.
Consideration
a pattern of leadership behavior that demonstrates sensitivity to relationships and the social needs of employees
Initiating structure
a pattern of leadership behavior that emphasize performance of the work in hand and the achievement of product and service goals.
Structured task:
a task with clear goals, few correct or satisfactory solutions and outcomes, few ways of preforming it, and clear criteria of success
Unstructured task
a task with ambitious goals, many good solutions, many ways of achieving acceptable outcomes, and vague criteria of success.
New leader:
an inspirational visionary, concerned with building a shared sense of purpose and mission, creating a culture in which everyone is aligned with the organizations goals and is skilled and empowered to achieve them
Superleader:
a leader who is able to develop leadership capacity in others empowering them, reducing their dependence on formal leaders, stimulating their motivation, commitment and creativity. – lead others to lead themselves
Transactional leader
a leader who treats relationships with followers in terms of an exchange, giving followers what they want in return for what the leader desires, flowing prescribed tasks to pursue established goals
Transformational leader
a leader who treats relationships with followers in terms of motivation and commitment, influencing and inspiring followers to give more than mere compliance to improve organizational performance.
intellectual stimulation
idelazed influence
induvidualized consideration
insperational motivation
Distributed leadership
: the exercise of leadership behaviors, often informally and spontaneous, by staff at all levels of an organization, with a group taking collective responsibility, or taking turns in leadership roles depending on circumstances
Great man theory:
to take a historical perspective on the role of powerful, idiosyncratic (male) leader. (A historical perspective which argues that the fate of societies, and organizations, in in the hand of powerful, idiosyncratic (male) individuals.
Ohio state leadership theory
to understand the importance of two key leadership behaviors (1) Consideration (relationship oriented), and (2) initiating structure (task-centered): effective leaders emphasize both
Contingency theory of leadership
: to understand how leaders have to adapt their styles to the properties of the context in which they are working (A perspective which argues that leaders must adjust their style taking into account the properties of the context.)- be a good diagnostician of the situation
Situational leadership
to determine the leadership style most appropriate for a given context; tell, sell, participate or delegate. (an approach to determining the most effective style of influencing, considering the direction and support a leaders gives, and the readiness of followers to preform a particular task)
Transformational Leadership
to motivate and inspire followers to given more than just compliance to improve organizational performance
Distributed leadership:
to recognize the leadership behaviors, often informal and spontaneous, of individuals and groups at all organizational levels
Leadership
- Challenging the status quo
- Developing visons and settings direction
- Developing strategies for producing changes toward the new vison
- Communicating the new direction and getting people involved
- Motivating and inspiring others
Leavitt’s organizational diamond
Social structures: normative structures, behavioral structures
Goals: conceptions of desired ends
Participants: how for a variety of reasons, make a contribution to the organization
Technology: how, processes, knowledge and skills – individuals will approach this in different ways, leaders need to pay attention to this.
1 st conductor – leadership from relational perspective
- Leadership as relation building- enabling all stories to be heard
- Leadership enabling others to preform
- Creating the setting
- Creating the community, engaging customers
2nd conductor- leadership from a command and control perspective
- Commander, “over clear”
- Unilateral control only works to a certain point
- As I (the leader understand it)
- Subordinates (orchestra) feel being exploited
Leadership style
task orientation: plan, schedule, set goals, priorities, standards, allocate task, coordinate monitor and detect problems, evaluate
relations/people orientation: build commitment, empower, communication, support, build skills, coach
Change orientation: adapt to environment, introduce new ways of working, propose changes
- Autocratic
Leader oriented – leaders makes decisions and tells followers
