GMS Chap 11 Flashcards Preview

GMS 200 > GMS Chap 11 > Flashcards

Flashcards in GMS Chap 11 Deck (52):
1

Leadership


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

2


Power


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

3

Reward Power


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

4

Coersive Power

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

5


Legitimate power


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

6

Expert Power


The capacity to influence other people because of specialized knowledge

7

Referent Power


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

8

Position Power


Based on things Managers can offer to others

9

Personal Power

Based on how managers are viewed by others

 

10

Vision


A clear sense of the future

11

Visionary leadership

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

 

12


Servant leadership


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

13


Empowerment


Enables others to gain and use decision-making power

14


Servent leader


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

15

Leadership Style


Recurring pattern of behaviours exibited by a leader

16

Blake and Mouton's 2 dimentions of leadership style


- Concern for the task

- Concern for the people

17


Autocratic Leadership Style


Leader acts in a unilateral, command and control fashion

18


Human Relations leadership Style


Emphasizes people over tasks

19


Laissez Faire Leadership Style


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

20

Democratic Leadership Style

 


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

21

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.

22

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

23


Hersey & Blanchard Delegating


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

24


Hersey Blanchard Participating


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