Exam #3 Flashcards
(33 cards)
Leadership
A process through which an individual attempts to intentionally influence people to accomplish a goal
Trait theory
- 1930
- Leaders are born with certain qualities that are suitable for leadership roles
- traits and characteristics
Behavior theory
- 1940
- Leaders exhibit certain behaviors that make them good leaders (its not where they are, its what they do)
- Leadership styles
Skills theory
-1950
-Leaders develop certain skills that accounts for leadership effectiveness
-Katz core skills:
Technical skills
Conceptual skills
Human skills
Contingency theory
- 1960
- No single way of leading
- Contingent, it depends
- Depends on the leader, followers, and situation
Servant leadership
- Being a servant first and a leader second
- To make sure that other people’s highest priority needs are being served
Collaborative leadership
- Used to form alliances, partnerships, and other forms of inter-organizational relationships
- Leads people from other organizations to a common purpose
Transformational leadership
- Leaders strive to inspire and empower others
- Appeal to the greater good for everyone
- Challenge the norm
- Revitalize the organization with change
Transactional leadership
- Leader transacts a deal with the followers based on exchange
- Followers provide work
- Leaders pays and rewards follower
Theory X
- Dislikes work
- Are lazy and stupid
- Motivated extrinsically
- Lack self-discipline and must be directed
- Want security
- Don’t want responsibility
Theory Y
- Like meaningful work
- Are creative and capable
- Are motivated intrinsically
- Have self-control and can direct themselves
- Want to contribute and participate
- Want responsibility
How managers think
Authority- Bureaucratic, individual, and shared
Responsibility- Individual and group
Work relationships- Hierarchical, bureaucratic
Loyalty- To the organization
How Physicians think
Authority- Professional, individual
Responsibility- Individual
Work relationships- Peer, collegial
Loyalty- To patients, clients
Professional Bureaucracy
An organization in which authority is based on highly specialized education, training, and expertise of professional workers
Motivation theory
A single approach to motivate will not work for everyone or fit every person forever. It will change over time.
Content theories
(Internal)
- Maslow’s hierarchy of needs
- Alfred’s ERG
- McClelland’s learned needs
- Herzberg’s two factors
Maslow’s hierarchy of needs
- Workers try to satisfy lower needs before higher needs
- Needs may overlap
- Self-actualization
- Esteem and recognition
- Belonging and friendship
- Safety and security
- Physiological
Alderfer’s ERG
-Must pursue higher needs before lower needs
- Growth- Accomplishment of personal goals
- Relatedness- Family, friends, clubs, others
- Existence- Food, water, shelter, protection
McClelland’s learned needs
- People grow up learning and acquiring three needs:
- Achievement
- Affiliation
- Power
-Workers strive to fulfill these needs in different amounts
Herzberg’s two factors
- Satisfaction and Dissatisfaction
- Not opposite ends on scale
- Workers are motivated by things that increase satisfaction
Process theories
(External)
-Focuses on the context in which work is done and how people think and feel about work.
- Vroom’s expectancy
- Adam’s equity
- Locke’s goal setting
- Skinner’s reinforcement
Vroom’s Expectancy
- Based on work effort, performance, and outcomes
- Outcomes valued by workers
- Good out comes, more motivation
Adam’s equity
- Based on peoples desire to be treated fairly
- Based on workers inputs and outcomes
- Motivation is affected by fairness compared to other workers
Lock’s goal setting
- Goals motivate people
- Increase motivation when its:
- Specific
- Challenging and attainable
- The goal and how to attain
- Feedback on goal progress
