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Flashcards in leadership Deck (24)
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1

the idea that people who become leaders possess traits or characteristics different from people who do not become leaders.

Leader Emergence

2

become leaders because they enjoy being in charge and leading others.

Affective identity motivation

3

seek leadership positions when they perceive that such positions will result in personal gain (ex. Increase in pay or status)

Noncalculative motivation

4


become leaders out of a sense of duty.

Social-normative motivation

5

It involves the idea that leaders who perform well possess certain characteristics that poorly performing leaders do not. For example, an excellent leader might be intelligent, assertive, friendly, and independent, whereas a poor leader might be shy, aloof, and calm.

Leader Performance

6

It demonstrates that high-performance managers have a leadership motive pattern, which is a high need for power and a low need for affiliation. The __ is not for personal power but for organizational power.

need

7

When all studies are combined, men and women appear not to differ in leadership effectiveness

gender

8

Specific Leader Skills (Behavioral Theory)

Initiate ideas
Informally interact with subordinates
Stand up for and support subordinates
Take responsibility
Develop a group atmosphere
Organize and structure work
Communicate formally with subordinates
Reward and punish subordinates
Set goals
Make decisions
Train and develop employee skills
Solve problems
Generate enthusiasm

9

Skills to be essential:

Analysis and decision making
Planning
Communication (oral and written)
Delegation
Work habits (high-quality work)
Carefulness
Interpersonal skill
Job knowledge
Organizational knowledge
Toughness
Integrity
Development of others
Listening

10

Leadership through Power

Expert Power,
Legitimate Power
Reward power,
Coercive power,
Referent Power,

11

leaders who know something useful—that is, have expert knowledge—will have power.

Expert Power,

12

, leaders obtain legitimate power on the basis of their positions.

Legitimate Power

13

involves having control over both financial rewards—salary increases, bonuses, or promotions—and nonfinancial rewards—praise or more favorable work assignments.

Reward power,

14

it is important that others believe she is willing to use her ability to punish.

Coercive power,

15

leaders who are well liked can influence others even in the absence of reward and coercive power.

Referent Power,

16

consists of many of the task-oriented behaviors goals, monitoring performance, and providing a consequence to success or failure.

Transactional leadership

17

focuses on changing or transforming the goals, values, ethics, standards, and performance of others. Transformational leaders are often labeled as being “visionary,” “charismatic,” and “inspirational.”

Transformational leadership

18

refers to leaders who actively monitor performance and take corrective action when needed.

Management by exception–active

19

refers to leaders who do not actively monitor follower behavior and who take corrective action only when problems are serious.

Management by exception–passive

20

refers to leaders who reward followers for engaging in desired activity.

contingent reward dimension

21

refers to leaders with high moral and ethical standards who have a strong vision of where they want their followers to go and who use enthusiasm to motivate their followers.

Charisma

22

refers to leaders who encourage change and open thinking, challenge the status quo, and appreciate diversity.

Intellectual stimulation

23

refers to leaders who encourage individual growth and take the time to mentor and coach their followers.

Individual consideration

24

Leadership through Persuasion

Expertise
Trustworthiness
Attractiveness
The Message