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GMS 200 > GMS Chap 11 > Flashcards

GMS Chap 11 Flashcards

(52 cards)

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1
Q

Leadership

A

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

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2
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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3
Q

Reward Power

A

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

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4
Q

Coersive Power

A

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

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5
Q

Legitimate power

A

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

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6
Q

Expert Power

A

The capacity to influence other people because of specialized knowledge

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7
Q

Referent Power

A

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

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8
Q

Position Power

A

Based on things Managers can offer to others

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9
Q

Personal Power

A

Based on how managers are viewed by others

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10
Q

Vision

A

A clear sense of the future

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11
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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12
Q

Servant leadership

A

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

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13
Q

Empowerment

A

Enables others to gain and use decision-making power

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14
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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15
Q

Leadership Style

A

Recurring pattern of behaviours exibited by a leader

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16
Q

Blake and Mouton’s 2 dimentions of leadership style

A
  • Concern for the task
  • Concern for the people
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17
Q

Autocratic Leadership Style

A

Leader acts in a unilateral, command and control fashion

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18
Q

Human Relations leadership Style

A

Emphasizes people over tasks

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19
Q

Laissez Faire Leadership Style

A

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

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20
Q

Democratic Leadership Style

A

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

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21
Q

Fiedler’s contingency model

Study These Flashcards
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.

22
Q

Hersey & Blanchard situational leadership model

Study These Flashcards
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
23
Q

Hersey & Blanchard Delegating

Study These Flashcards
A

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

24
Q

Hersey Blanchard Participating

Study These Flashcards
A

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

25
Hersey & Blanchard Selling
Expending task direction in a supporting and persuasive way; a high task high relationship style
26
Hersey & Blanchard Telling
Giving specific task directions and closely supervising work; a high task low relationship style
27
Path Goal Leadership Theory: 4 Leader Styles
- Directive leadership - Supportive Leadership - Acheivement Oriented Leadership - Participative leadership
28
Path and Goal leaderchip theories: 2 Contingencies
* Follower contingency * Ability * Experience * Locus of control * Environmental contingency * Task Structure * Authority System * Work group
29
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
30
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
31
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
32
Path & Goal leadership theory: Partivipative leadership
Involving subordinate in decision making; consulting with subordinate; using suggestions when making decisions
33
Substitute Leadership
Factors in the work setting that direst work efforts without the involvement of a leader.
34
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".
35
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
36
Leader member exchange theory: Out group
Excluded from attributions and benefits. Have low exchange relationship with the leader
37
Leader Participation Model
Leadership success results when the decision making method used by a leader best fits the problem being faced
38
Leader Participarion Model: 3 Decision Methods
- Authority Decision - Consultative Decision - Group Decision
39
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
40
Leader Participation Model: Authority Decision
Decision is made by the leader and then comunicated to the group
41
Leader Participation Model: Consultative Decision
Decision is made by the leader after receiving information, advice, or opinion from group members
42
Leader Participation Model Group Decision
Decision is made by group members themselves
43
Charismatic Leader
Develops special leader-follower relationship and inspiers followers in extraordinary ways
44
Transactional Leadership
Uses task, rewards, and structures to influence and direct the effort of others
45
Transformational Leadership
Inspirational and arouses extraordinary effort and performance
46
Vision
Having ideas and a clear sens of direction; comunicating these to others; developing excitement about accomplishing shared "dreams"
47
Charisma
Using the power of personal reference and emotion to arouse others' enthousiasm, faith, loyalty, pride, and trust in themself
48
Symbolism
Identifying "heros" and holding spontaneous and planned ceremonies to celebrate excellence and high achievement
49
Empowerment
Helping others develop by removing performance obstacles, sharing resonsibilites, and delegating truely challanging work
50
Intelectual Stimulation
Gaining the involvement of others by creating awareness of problems and stirring their imaginations
51
Integrity
Being honest and credible, acting consistently out of personal conviction, and following through on commitments
52
Emotional inteligence
The ability to manage our emotions in social relationships

GMS 200 (9 decks)

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