Chapter 3 - Leadership and Motivation Flashcards
(48 cards)
Leadership
Process where superiors interact with subordinates to motivate them to complete
tasks and responsibilities
Motivation
An innate quality within people to
work. be productive. or to accomplish some objective
Great Man Theory
Early leadership theory that leaders were born (i.e. monarchs). History has shown this is not effective
Elements of Leadership
Leader, Followers, Tasks, Goals
Zone of Indeifference
When subordinates do not respect their leaders or question their directives
3 Essential skills for leaders
Technical, Human, and Conceptual
Skill
Capacity to translate knowledge into action in order to accomplish a task
Technical Skills
Skills a manager needs to ensure specific tasks are done correctly. Based on knowledge/procedures. As rank increases need of skill decreases (middle manager technical skills would be those for rank and file below them as well as computer, budget, public relations, hr, etc)
Human Skills
Working with people to understand what motivates them and how to build cooperative effort within a team. As rank increases need of skill decreases
Conceptual Skills
Coordinating and integrating activities and interests toward common objective. As rank increases need of skill increases
Authority
a grant made by the formal organization to a position, which the person occupying that position wields in carrying out their duties
Power
Foundation of leadership, primarily the ability to sanction others for poor performance.
5 Types of power leaders use
Reward, Coercion, Legitimate, Expertise, Referent
Reward Power
Ability to provide subordinates something of value in exchange for exemplary service
Coercion Power
Ability to punish someone for inadequate service (opposite of reward)
Legitimate Power
Power from position within organization
Expertise Power
From familiarity and ability to perform a task. I.E. Detectives / or crime scene techs take power of a crime scene
Referent Power
From having relationships with others who have power
Empowerment
Participative management or dispersed leadership. Empowering employees offers leaders less work/stress and higher employee involvement but raises accountability. Must balance.
Situational Leadership Model
Model details continuum of leader/follower actions: Telling, Selling, Participating, Delegating
Mintzberg Model of Leadership - 3 Roles
Interpersonal, Informational, and Decision Maker
Interpersonal Role
Requires manager to motivate and coordinate workers
Informational Role
Involved Monitoring/inspection and disseminating information (spokesperson)
Decision Making Role
Making decisions and executing orders
