HRM_L6 Flashcards
(15 cards)
Career anchors (Schein,1990): What are the eight guiding principles?
- Managerial competence
- Lifestyle
- Pure challenge
- Technical competence
- Autonomy
- Creativity
- Stability
- Dedication to a cause
Leadership definitions: Give three concise scholarly definitions.
- Yukl(2012): Influencing & facilitating collective efforts to achieve shared objectives
- House&Shamir(1993): Motivating others to forego self‑interest for a collective vision
- Katz&Kahn(1978): Influential increment beyond routine compliance
Basic leadership functions: Distinguish internal vs external tasks.
Give two examples for both.
- Group internal:
− Task orientation/initiating structure: Set goals, distribute tasks, check work results
− Employee orientation/consideration: Resolve conflicts, support/coach team members - Group external:
− Boundary regulation: Adjusting external demands in terms of group internal demands and possibilities
− Networking: Developing and maintaining contacts outside of own group as source of information,
support, and influence
Tools & instruments used by effective leaders
Name two. state what they cannot replace and when they work best.
- Systematic performance management
- Standardised HRM processes: selecting, appraising, compensating, developing people
- Instruments support but cannot replace personal leadership and work best in stable sitations
Trait theories: Common traits of effective leaders
Name seven.
However…
- Extravert
- Intelligent
- Emotionally stable
- Conscientious
- Dominant
- Self‑confident
- Socially perceptive
- However:
− Differences on personality dimensions between people
with/without leadership positions are often small (overlapping distributions).
− Personality differences may be causes and/or effects of being in leadership positions.
− Different situations demand different personality profiles.
Behavioural styles: What behaviours typify effective leaders?
Name four.
However…
- Task‑centred & employee‑centred
- Empowering rather than directive
- Transformational (vision & inspiration) rather than transactional (rewards)
- Humble
- However:
− Individualized leader-member exchange is needed to take
personal differences into account.
− Different situations (time pressure, risk, novelty etc.) demand
different behavioral styles.
Behavioural complexity / paradox‑savvy leadership – explain briefly
Name four.
Good leaders show behavioral complexity, balancing paradoxes (e.g., control vs. letting go).
-
Dynamic demands require different, even contradictory behaviours:
– Strong sense of self & humility (=humble)
– Maintaining control while letting go
– Continuity while pursuing change
– (Authority) can be shared among team members; Shared leadership—team members taking charge at different times—boosts performance. Data shows high-performing medical teams share leadership more evenly between nurses and residents.
Sources of power (French&Raven,1959)
Name five.
- Gratification (rewards)
- Coercion (punishment)
- Position (formal role)
- Expertise (competence)
- Charisma (attraction/identification)
Self‑managing teams: key leadership points
Name four.
- Teams decide goals & operations collectively (autonomy)
- Leader focus shifts to boundary regulation & networking
- Paradoxes (e.g., delegating when you know the best way)
- Holacracy: roles & processes over personal power
Agile organisations: overarching leadership responsibility
- Help teams balance stability & flexibility
- Quadrants:
Rely on routines
Exploitative coordination (high stability, low flexibility)
Personal coordination through leadership by formal leader combined with constraining structural coordination mechanisms aimed at streamlining interdependent workflows.
Orchestrate improvisation
Ambidextrous coordination (high stability, high flexibility)
Personal coordination through formal/shared leadership and mutual adjustment combined with enabling and constraining structural coordination mechanisms aimed at capitalizing on available resources, easing cognitive load, and bounding uncertainty.
Maximise learning
Experiential coordination (low stability, low flexibility)
Personal coordination through mutual adjustment combined with enabling structural coordination mechanisms aimed at creating a supportive team setting.
Enable innovation
Exploratory coordination (low stability, high flexibility)
Personal coordination through shared leadership and mutual adjustment combined with enabling structural coordination mechanisms aimed at fostering openness to novelty and knowledge creation.
Substitutes for leadership (Kerr&Jermier,1978)
Name five.
- Abilities and experience of followers
- Routine tasks
- High level of technology use/automation
- Shared norms for behavior
- Standardization of processes and tasks
Standardisation as a leadership substitute (cockpit crews study)
When is there more leadership, with high or low standardisation?
- More leadership observed in low‑standardisation phase (preparation)
- Less leadership in high‑standardisation phases (take‑off & landing)
Leading virtual teams: core practices
How to foster shared understanding, integration, constructive handling of conflicts, and individual support and feedback when team members are not co-located?
* Proper use of technology based on differences in media richness
* More structured and explicit communication
* Task interdependence as means to foster cooperation and build trust
* Informal and formal reporting to enhance visibility of team and its members
* Development of new “sensing mechanisms” for individual and team situation
* Richer portfolio of leadership behaviors and shared leadership
* Use of substitutes for leadership as structural support (e.g., communication rules)
Transformational vs transactional leadership – key difference
- Transformational: raises motivation through vision & inspiration
- Transactional: raises motivation through (im)material rewards
Important contextual factors for leadership
- Sources of power
- Self-managing teams
- Agilility in the face of stability and flexibilty demands
- Substitutes for leadership
- Virtual teams
