Flashcards in leadership Deck (24)
the idea that people who become leaders possess traits or characteristics different from people who do not become leaders.
become leaders because they enjoy being in charge and leading others.
Affective identity motivation
seek leadership positions when they perceive that such positions will result in personal gain (ex. Increase in pay or status)
become leaders out of a sense of duty.
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.
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.
When all studies are combined, men and women appear not to differ in leadership effectiveness
Specific Leader Skills (Behavioral Theory)
Informally interact with subordinates
Stand up for and support subordinates
Develop a group atmosphere
Organize and structure work
Communicate formally with subordinates
Reward and punish subordinates
Train and develop employee skills
Skills to be essential:
Analysis and decision making
Communication (oral and written)
Work habits (high-quality work)
Development of others
Leadership through Power
leaders who know something useful—that is, have expert knowledge—will have power.
, leaders obtain legitimate power on the basis of their positions.
involves having control over both financial rewards—salary increases, bonuses, or promotions—and nonfinancial rewards—praise or more favorable work assignments.
it is important that others believe she is willing to use her ability to punish.
leaders who are well liked can influence others even in the absence of reward and coercive power.
consists of many of the task-oriented behaviors goals, monitoring performance, and providing a consequence to success or failure.
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.”
refers to leaders who actively monitor performance and take corrective action when needed.
Management by exception–active
refers to leaders who do not actively monitor follower behavior and who take corrective action only when problems are serious.
Management by exception–passive
refers to leaders who reward followers for engaging in desired activity.
contingent reward dimension
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.
refers to leaders who encourage change and open thinking, challenge the status quo, and appreciate diversity.
refers to leaders who encourage individual growth and take the time to mentor and coach their followers.