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Flashcards in Chapter11 Deck (52):
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Leadership

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

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Power

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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Reward Power

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

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Coersive Power

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

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Legitimate power

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

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Expert Power

The capacity to influence other people because of specialized knowledge

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Referent Power

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

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Position Power

Based on things Managers can offer to others

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Personal Power

Based on how managers are viewed by others  

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Vision

A clear sense of the future

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Visionary leadership

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

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Servant leadership

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

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Empowerment

Enables others to gain and use decision-making power

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Servent leader

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

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Leadership Style

Recurring pattern of behaviours exibited by a leader

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Blake and Mouton's 2 dimentions of leadership style

- Concern for the task - Concern for the people

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Autocratic Leadership Style

Leader acts in a unilateral, command and control fashion

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Human Relations leadership Style

Emphasizes people over tasks

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Laissez Faire Leadership Style

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

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Democratic Leadership Style

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

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Fiedler's contingency model

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.

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Hersey & Blanchard situational leadership model

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

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Hersey & Blanchard Delegating

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

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Hersey Blanchard Participating

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

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Hersey & Blanchard Selling

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

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Hersey & Blanchard Telling

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

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Path Goal Leadership Theory: 4 Leader Styles

- Directive leadership - Supportive Leadership - Acheivement Oriented Leadership - Participative leadership

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Path and Goal leaderchip theories: 2 Contingencies

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

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Path and Goal leadership theory: Directive leadership

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

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Path & Goal leadership theory: supportive leadership

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

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Path and Goal leadership theory Acheivement Oriented Leadership

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

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Path & Goal leadership theory: Partivipative leadership

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

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Substitute Leadership

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

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Leader Member Exchange Theory (LMX)

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". 

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Leader member exchange theory: In group

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

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Leader member exchange theory: Out group

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

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Leader Participation Model

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

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Leader Participarion Model: 3 Decision Methods

- Authority Decision -Consultative Decision - Group Decision

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

- Decision Quality (who has the expertise) - Decision acceptance ((acceptance of the decision by the followers) - Decision Time

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Leader Participation Model: Authority Decision

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

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Leader Participation Model: Consultative Decision

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

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Leader Participation Model Group Decision

Decision is made by group members themselves

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Charismatic Leader

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

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Transactional Leadership

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

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Transformational Leadership

Inspirational and arouses extraordinary effort and performance

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Vision

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

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Charisma

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

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Symbolism

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

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Empowerment

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

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Intelectual Stimulation

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

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Integrity

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

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Emotional inteligence

The ability to manage our emotions in social relationships