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Organizational Behavior > Leadership > Flashcards

Leadership Flashcards

1
Q

Define Leadership

A

“The process of influencing the activities of an organized group in its efforts toward goal setting and goal achievement”
(Stogdill, 1950)

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2
Q

Function of Leadership Theory

A

Leadership theory helps leaders make sense of their development as leaders, challenges their assumptions and opens up new horizons

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3
Q

Two Main Issues associated with Leadership

A
  1. Strategic Thinking
    Figuring out what to do despite uncertainty, great diversity, and an enormous amount of potentially relevant information
  2. Power and Influence
    Getting things done through a large and diverse set of people despite having little direct control over most of them.
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4
Q

Define Manager

A

One who is in charge of overseeing and leading a team of people or a specific department within an organization.

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5
Q

Management VS Leadership

A

Managers:
1. Plan
2. Organise and Staff
3. Control and solve problems
4. Create order

Leaders:
1. Set direction
2. Align Constituencies
3. Motivate and Inspire
4. Produce Change

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6
Q

Aspects of the Organization heavily affected by leadership

A
  • Team and Individual Performance
  • Quality
  • Growth
  • Organizational Climate and Culture
  • Profit
  • Goal Consensus
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7
Q

Identify the Traditional Leadership Theories

A
  • Trait Theories
  • Behaviourial Theories
  • Style Theories
  • Contingency Theories
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8
Q

Define Trait Theories

A

Theories of leadership that focus on personal qualities and characteristics; the social, physical, or intellectual attributes that differentiate leaders from nonleaders

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9
Q

Identify the Leadership Traits

A
  • Self-confidence
  • Honesty/Integrity
  • Energy
  • Need for achievement
  • Intelligence
  • Dominance
  • Emotional stability
  • Motivation to lead
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10
Q

Problems associated with Trait Theories of Leadership

A
  • No universal traits found that predict leadership in all situations.
  • Traits predict behavior better in “weak” than “strong” situations.
  • Unclear evidence of the cause and effect of relationship of leadership and traits.
  • Better predictor of the appearance of leadership than distinguishing effective and ineffective leaders.
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11
Q

Define Behavioural Theories

A

Theories proposing that specific and teachable behaviors differentiate leaders from nonleaders

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12
Q

Two dimensions of Leadership Behaviour

As defined by the Ohio State Studies (1940s)

A
  1. Initiating Structure
    The extent to which a leader is likely to define and structure his or her role and those of subordinates in the search for goal attainment.
  2. Consideration
    The extent to which a leader is likely to have job relationships characterized by mutual trust, respect for subordinates’ ideas, and regard for their feelings.
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13
Q

Two Behavioural Leadership Types

As defined by the University of Michigan’s Survey Research Center

A
  1. Employee-oriented leader
    A leaderwho emphasizes interpersonal relations, takes a personal interest in the needs of employees, and accepts individual differences among members.
  2. Production-oriented leader
    emphasizes the technical or task aspects of the job, focusing on accomplishing the group’s tasks.
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14
Q

Behaviours improving Leader Effectiveness

A
  • Listening
  • Examining
  • Assisting
  • Developing
  • Encouraging
  • Recognizing
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15
Q

Identify the Types of Leadership Style

A
  • Autocratic
  • Democratic
  • Laissez Faire
  • Paternalistic
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16
Q

Autocratic Leadership

A

Wields absolute control and makes decisions with little to no input from others. They function as the sole authority figure, and expect complete compliance from those below them.

  • High degree of dependency on the leader
  • Can create de-motivation and alienation of staff
  • May be valuable in some types of business where decisions need to be made quickly and decisively
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16
Q

Factors Affecting Leadership Style

A
  • Risk
  • Business Type
  • Importance or need for change
  • Organisational Culture
  • Nature of the task
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17
Q

Democratic Leadership

A

Prioritizes the input and collaboration of others in the decision-making process
* May help motivation and involvement
* Workers feel ownership of the firm and its ideas
* Improves the sharing of ideas and experiences within the business
* Can delay decision making

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18
Q

Democratic Leadership

Consultative VS Persuasive
decision-making

A
  • Consultative: process of consultation before decisions are taken
  • Persuasive: Leader takes decision and seeks to persuade others that the decision is correct
19
Q

Laissez-Faire Leadership

A

A leadership style characterized by a hands-off approach

  • Can be very useful in businesses where creative ideas are important
  • Can make coordination and decision making time-consuming and lacking in overall direction
  • Relies on good team work
  • Relies on good interpersonal relations
20
Q

Paternalistic Leadership Style

A

Leadership style where the leader acts like a father figure (paternal) or mother figure (maternal) towards their employees.

  • Paternalistic leader makes decision but may consult
  • Believes in the need to support staff
21
Q

Define Contingency Theories

A

Contingency theories argue that there’s no one-size-fits-all approach to management or leadership. Instead, the most effective course of action depends on specific contingent factors, or situational influences.

22
Q

Identify The Contingency Leadership Approaches

A
  • Fielder’s Contingency Theory
  • Hershey and Blanchard’s situational leadership model
  • House’s path-goal theory of leadership
  • Participative Leadership Model
23
Q

Fielder’s Contingency Model

A

States that effective groups depend on a proper match between a leader’s style of interacting with subordinates and the degree to which the situation gives control and influence to the leader.

24
Q

Fielder Model

Describe the LPC

A

Least Preferred Co-worker (LPC) questionnaire
An instrument that measures whether a person is task or relationship oriented.

25
Q

Contingency dimensions Identified by Fielder’s LPC

A
  1. Leader-member relations : the degree of trust, respect and confidence member’s have in their leader
  2. Task structure
  3. Position Power: the degree of influence a leader has over power variables
26
Q

Hershey and Blanchard’s Situational Leadership Model

A

Emphasizes the situational contingency of maturity, or “readiness,” of followers.
(the extent to which people have the ability and willingness to accomplish a specific task)

27
Q

Leader Styles and Follower Readiness according to Hershey and Blanchard

A
  • A telling style is best for low readiness.
  • A selling style is best for low to moderate readiness.
  • A participating style is best for moderate to high readiness.
  • A delegating style is best for high readiness.
28
Q

House and Dessler’s Path-Goal Theory of Leadership (1974)

A

States that it is the leader’s job to assist followers in attaining their goals and to provide the necessary direction and/or support to ensure that their goals are compatible with the overall objectives of the group or organization.

29
Q

Leader Behaviour types according to House and Dessler

A
  • Directive behaviour – schedules work, sets performance standards, gives direction
  • Supportive behaviour – friendly, approachable, expresses concern
  • Participative behaviour – uses consultative processes, shares work problems, considers suggestions
  • Achievement oriented – demanding and supportive, seeks continual improvement
30
Q

Participative Leadership Model (Vroom and Yetton)

A

Provides a set of rules to determine the form and amount of participative decision making in different situations.

31
Q

Key Considerations of PLM

A
  1. Quality Requirements
  2. Commitment to Decisions
  3. Group Cohesiveness
  4. Time Availability
32
Q

Leader- Member Exchange (LMX)

A

A theory that supports leaders’ creation of in-groups and out-groups based upon compatibility; subordinates with in-group status perform beyond the requirements of the job and the leader in turn gives rewards beyond those allotted to out-group members

33
Q

Attribution Theory

A

Attribution theory recognizes that leadership and its effects may not be able to be identified and measured objectively.
Leaders’ and subordinates’ behaviors are significantly influenced by the attributions each makes about the other’s behavior.

34
Q

Identify the New Leadership Theories

A
  • Charismatic Approaches
  • Transactional Leadership
  • Transformational Leadership
  • Level 5 Leadership
35
Q

Charismatic Leadership approach

A

A leadership theory that states that
“followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviors” - Robert House

36
Q

Practices of a Charismatic Leader

A
  • Articulating the vision
  • Setting high performance expectations
  • Conveying a new set of values
  • Making personal sacrifices
37
Q

Transactional VS Transformational Leadership

A

Transactional Leaders
guide or motivate their followers in the direction of established goals by clarifying role and task requirements.
Transformational Leaders
inspire followers to transcend their own self interests and who are capable of having a profound and extraordinary effect on followers.

38
Q

Characteristics of Transactional Leadership

A
  • Focused on exchanges
  • Sets Clear Expectations
  • Active monitoring
  • Extrinsic Motivation
  • Short-term focus
39
Q

Characteristics of Transformational Leadership

A
  • Idealized Influence or Charisma
  • Inspirational Motivation
  • Individualised Consideration
  • Intellectual Stimulation
40
Q

Level 5 Leadership Hierarchy (Jim Collins, 2001, Good to Great)

A

The Level 5 Leadership hierarchy serves as a framework for identifying and cultivating the leadership that is most effective in driving an organization towards long-term success. The hierarchy ranks different leadership styles, with Level 5 at the top.

41
Q

Identify the 5 Levels of the Level 5 Leadership Hierarchy

A
  • Level 5: Executive builds enduring greatness through a paradoxical blend of personal humility and professional will
  • Level 4: Effective Leader catalyses commitment to vigorous pursuit of a clear and compelling vision, stimulating higher performance standards
  • Level 3: Competent Manager organises people and resources toward the effective and efficient pursuit of predetermined objectives
  • Level 2: Contributing Team Member contributes individual capabilities to the achievement of group objectives and works effectively with others in a group setting
  • Level 1: Highly Capable Individual makes productive contributions through talent, knowledge, skills and good work habits
42
Q

New Directions of Leadership

A
  • Leadership & Emotions: recognizing and managing emotions to create a positive work environment.
  • Leadership & Culture: shaping and reinforcing organizational values and behaviors.
  • Shared Leadership: distributing leadership responsibilities across a team.
  • Authentic & Moral Leadership: leading with genuine character and ethical behavior.
43
Q

Dimensions of Trust

A
  • Integrity
  • Loyalty
  • Competence
  • Consistency
  • Openness
44
Q

Types of Trust

A
  • Deterrence-based Trust
    Trust based on fear of reprisal if the trust is violated.
  • Knowledge-based Trust
    Trust based on behavioral predictability that comes from a history of interaction.
  • Identification-based Trust
    Trust based on a mutual understanding of each other’s intentions and appreciation of the other’s wants and desires.
45
Q

Contemporary Leadership Roles

A
  • Mentorship - A senior employee who sponsors and supports a less-experienced employee (a protégé).
  • Self-Leadership - A set of processes through which individuals control their own behavior.

Organizational Behavior (3 decks)

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