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GMS200 > Chapter11 > Flashcards

Chapter11 Flashcards

2
Q

Leadership

A

The process of inspiring others to work hard to accomplish important tasks

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3
Q

Power

A

The ability to get someone else to do something you want done or to make things happend the way you want

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4
Q

Reward Power

A

The capacity to offer something of value as a mean to influence other people

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5
Q

Coersive Power

A

The capacity to punish or withhold positive outcome as means of influencing other people

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6
Q

Legitimate power

A

Capacity to influence other people by virtue for formal authority, or the rights of office

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7
Q

Expert Power

A

The capacity to influence other people because of specialized knowledge

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8
Q

Referent Power

A

The capacity to influence other people becaus they desire to identify personally with you

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9
Q

Position Power

A

Based on things Managers can offer to others

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10
Q

Personal Power

A

Based on how managers are viewed by others

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11
Q

Vision

A

A clear sense of the future

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12
Q

Visionary leadership

A

Brings to the situation an clear sense of the future and an understanding of how to get there

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13
Q

Servant leadership

A

It is follower-centered and commited to helping others in their work

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14
Q

Empowerment

A

Enables others to gain and use decision-making power

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15
Q

Servent leader

A

Empower others by providing them with the information, responsability, authority, and trust to make decisions and act independently

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16
Q

Leadership Style

A

Recurring pattern of behaviours exibited by a leader

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17
Q

Blake and Mouton’s 2 dimentions of leadership style

A
  • Concern for the task - Concern for the people
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18
Q

Autocratic Leadership Style

A

Leader acts in a unilateral, command and control fashion

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19
Q

Human Relations leadership Style

A

Emphasizes people over tasks

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20
Q

Laissez Faire Leadership Style

A

Typical of the impoverished manager, focuses on minimum effort to get work done

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21
Q

Democratic Leadership Style

A 
	Focuses on both Task and people, trying to get things done while sharing information ...
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22
Q

Fiedler’s contingency model

A

The focuse is on determining the correct style-situation fit. Tree measurs are taken in account: - Quality of leader-member relations - Task Structure - Position Power Each style work best when used in the right situation, but leadership style does not change.

23
Q

Hersey & Blanchard situational leadership model

A

Believe that true leaders can adjust their style by increasing or decreasing their Task Behaviour or Relationship Behaviour depending on wether guidance or support are requiered. 4 Leadership Styles - Delegating - Participating - Telling - Selling

24
Q

Hersey & Blanchard Delegating

A

Allowing the group to take responsability for task decisions; low task low relationship style

25
Q

Hersey Blanchard Participating

A

Emphasizing shared ideas and participative decisions on task direstions; a low task high relationship style

26
Q

Hersey & Blanchard Selling

A

Expending task direction in a supporting and persuasive way; a high task high relationship style

27
Q

Hersey & Blanchard Telling

A

Giving specific task directions and closely supervising work; a high task low relationship style

28
Q

Path Goal Leadership Theory: 4 Leader Styles

A
  • Directive leadership - Supportive Leadership - Acheivement Oriented Leadership - Participative leadership
29
Q

Path and Goal leaderchip theories: 2 Contingencies

A 
		Follower contingency			Ability			Experience			Locus of control				Environmental contingency			Task Structure			Authority System			Work group
30
Q

Path and Goal leadership theory: Directive leadership

A

Letting subordinate know what is expected; giving direction on what to do and how; scheduling work to be done; maintaining standard of performance; clarifying the leader role in the group

31
Q

Path & Goal leadership theory: supportive leadership

A

Doing things to make work more pleasant; treating group members as equals; being friendly and approachable; showing concern for the well being of subordinates

32
Q

Path and Goal leadership theory Acheivement Oriented Leadership

A

Setting challenging goals; expecting the highest level of performance; emphasizing continuous improvement in performance; displaying confidence in meeting high standards

33
Q

Path & Goal leadership theory: Partivipative leadership

A

Involving subordinate in decision making; consulting with subordinate; using suggestions when making decisions

34
Q

Substitute Leadership

A

Factors in the work setting that direst work efforts without the involvement of a leader.

35
Q

Leader Member Exchange Theory (LMX)

A

Not everyone is treated the same by the leader. Depending on 3 percived quality of the followeres (compatibility, competency, and personality) people fall into “in-groups” and “out-groups”.

36
Q

Leader member exchange theory: In group

A

Enjoy special and trusted high exchange relationship with the leader that can translate to special assignment, privilages and access to information

37
Q

Leader member exchange theory: Out group

A

Excluded from attributions and benefits. Have low exchange relationship with the leader

38
Q

Leader Participation Model

A

Leadership success results when the decision making method used by a leader best fits the problem being faced

39
Q

Leader Participarion Model: 3 Decision Methods

A
  • Authority Decision -Consultative Decision - Group Decision
40
Q

Leader- Participation Model: 3 Rules that govern decision Making method used

A
  • Decision Quality (who has the expertise) - Decision acceptance ((acceptance of the decision by the followers) - Decision Time
41
Q

Leader Participation Model: Authority Decision

A

Decision is made by the leader and then comunicated to the group

42
Q

Leader Participation Model: Consultative Decision

A

Decision is made by the leader after receiving information, advice, or opinion from group members

43
Q

Leader Participation Model Group Decision

A

Decision is made by group members themselves

44
Q

Charismatic Leader

A

Develops special leader-follower relationship and inspiers followers in extraordinary ways

45
Q

Transactional Leadership

A

Uses task, rewards, and structures to influence and direct the effort of others

46
Q

Transformational Leadership

A

Inspirational and arouses extraordinary effort and performance

47
Q

Vision

A

Having ideas and a clear sens of direction; comunicating these to others; developing excitement about accomplishing shared “dreams”

48
Q

Charisma

A

Using the power of personal reference and emotion to arouse others’ enthousiasm, faith, loyalty, pride, and trust in themself

49
Q

Symbolism

A

Identifying “heros” and holding spontaneous and planned ceremonies to celebrate excellence and high achievement

50
Q

Empowerment

A

Helping others develop by removing performance obstacles, sharing resonsibilites, and delegating truely challanging work

51
Q

Intelectual Stimulation

A

Gaining the involvement of others by creating awareness of problems and stirring their imaginations

52
Q

Integrity

A

Being honest and credible, acting consistently out of personal conviction, and following through on commitments

53
Q

Emotional inteligence

A

The ability to manage our emotions in social relationships

GMS200 (9 decks)

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