Chapter 9: Leadership Flashcards
(32 cards)
leadership
When an individual is able to influence others to exert the goal achievement of others in an organizational context
strategic leadership
involves the ability to anticipate, envision, be flexible, and think to work with other to bring changes for the org in a sustainable manner
emergent leadership
The degree to which an individual with no formal status or authority is perceived by one or more team members as exhibiting leaderlike influence.
shared leadership
An emergent and dynamic team phenomenon whereby leadership roles and influence are distributed among team members.
trait theory of leadership
it depends on the personal qualities of traits of the leader
what is a trait
individual characteristics such as pgysical, intellectual, and personality
narcissim
unrealistic inflated self-view, need for that view to be regulated and general lack of regard for others
MTL - motivational to lead
the desire to attain leadership role and to expand effort to fulfill leader role requirements
leadership categorization theory
people are more likely to view somebody as a leader and to evaluate them as a more effective leader when the possess characteristics of leadership
consideration
the extent to which a leader is approachable and shows personal concern and respect for employees
initiating structure
the degree to which a leader concentrates on a group goal attainment
Leader reward behaviour
provides employees with compliments, tangible benefits, and deserved special treatment
contingent reward behaviour
rewarding employees for meeting performance goal and expectation
Leader punishment behvaiour
the leader’s use of reprimands or unfavourable task assignments and the active withholding of rewards
contingency theory
fred fiedler’s theory that association between leadership orientation and group effectiveness is contingent on how favourable the situation is for exerting influence
least-preferred co-worker
the coworker that the leader has a difficut time accomplishing a task
- high LPC, relationship oriented
- low LPC, tash oriented
house’s path-goal theory
situations under which various leader behaviours (directive, supportive, participative, achievement oriented) are most effective
ex. goals of promotion in which this opportunity should promote job satisfaction (effective leader forms a connection between employee goals and organizational ones as well)
leader behaviour
- directive
- supportive
- participate
- achievement
what is participative leadership
means involving employee in making work-related decisions.
- there is an limit and should not be confused with abdication (never effective)
potential advantages
motivations and performance
quality
acceptance
potential problems of participative leadersip
loss of power
time and money
lack of receptivity and knowledge
what did vrom and jago’s situational model of participation look like?
model that attempts to specify in a practical manner leaders use of participation
- in order to be an effective appraoch it depends on the situation
leader-member exchnage theory
it focuses on the quality of the relationship between a leader and an employee
- each relationship with an employee should be different and unique nd should differ in quality.
LMX differentiation (LMXD)
the variability in the quality of the LMX relationship between members of the same workgroup.
