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Organizational Behaviour 1BA3 > Leadership - 9 > Flashcards

Leadership - 9 Flashcards

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1
Q

Leadership

A

The influence (impact) that particular individuals exert on the goal achievement of others in an organizational context

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2
Q

2 Major Tasks of Leaders

What is leadership?

A
  1. Managing those around them to get the day to day tasks done (Low GNS)
  2. True leaders inspire others to do the extraordinary (High GNS)

Ultimate leaders do both

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3
Q

Kouzes & Posner Quote

A

“The art of mobilizing others to want to struggle for shared aspirations”

Notion of being “art”

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4
Q

Warren Buffet Quote

A

“There are 3 things required for success; integrity, intelligence and energy. If you are missing the first, the other two will kill you”

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5
Q

Main Type of Leaders

A

Formal
Informal

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6
Q

Formal Leader

A

You have a legitimate place in the chain of command

You were assigned the role
You’re expected to influence

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7
Q

Informal Leader

A

They don’t have formal authority but are well liked and respected

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8
Q

Idea of Managing vs Leading

A

Role of the leader and manager are not the same

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9
Q

According to Drucker Difference between managing and leading

A

Managing is doing the things right
Leading is doing the right things (triple bottom line things)

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10
Q

Is it possible to be a manager yet not have influence?

A

Yes
Managers can do things like delegate but not truly motivate ppl

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11
Q

Transactional Leadership Style

A

Motivating by exchanging rewards for services

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12
Q

Transformational Leadership Style

A

Creates a vision and inspires employees to strive beyond required

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13
Q

Behaviours of Transformational

Transformational Leadership Style

A

Arouse intense feelings
Intellectual stimulation
Inspirational motivation
Rely on personal sources of power
Individualized consideration
Charisma

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14
Q

Charisma

A

Ability to command strong loyalty and devotion from followers and thus have the potential for strong influence among them

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15
Q

The 4 Boxes

A
  1. Transformational Leaders
  2. Fiedler’s Contingency Model
  3. Initiating Consideration & Structure
  4. House’s Pat-Goal Model & Vroom Jago’s Model
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16
Q

What boxes are universal leaders

A

Box 1 & 2

They are leaders because of something enduring about their traits

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17
Q

What boxes are situation contingent leaders

A

Box 3 & 4

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18
Q

Trait

Universal Leader Influence

A

You were born this way; physical attributes, personality characteristics

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19
Q

What are the Universal Trait Approaches

A

Belief that certain individuals are destined to be leaders regardless of the situation
Traits associated with leadership effectiveness
Limitations of the trait approach
Leadership Categorization Theory

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20
Q

What is “Belief that certain individuals are destined to be leaders regardless of the situation” about

A

There are people who were born to be leaders

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21
Q

Traits associated with leadership effectiveness is….

A

Highly associated with charisma

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22
Q

Limitations of the trait approach

A

“Great Person approach”

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23
Q

Leadership Categorization Theory

A

“Something special” that people don’t have.

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24
Q

What are the top 2 characteristics of a leader

A

Degree of conscientiousness
Extraversion

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25
What is "Universal BEHAVIOR Approaches"
These approaches tell us which leader behaviors result in higher follower satisfaction and higher performance
26
What are the 2 Universal Behaviour Approaches
Initiating Structure (Task Leader) Initiating Consideration ## Footnote True leaders need to have both
27
Initiating Structure (Task Leader)
The degree to which a leader concentrates on goal attainment. Concerned with accomplishing a task by organizing, planning and dividing labour ## Footnote Sounds like school 1 but we need this Make sure work schedules are in place
28
Initiating Consideration (Social-emotional leader)
The extent to which a leader is approachable and shows personal concern for employees Concerned about reducing tension, resolving disagreements and maintaining morale
29
Leader-reward behaviour
Good at throwing tangible benefits to get you to behave a certain way
30
Fiedler's Contingency Model
The association between leadership orientation and group effectiveness is contingent on how favorable the situation is for exerting influence
31
What's the name of Fred Fiedler's Scale?
Least Prefered Co-Worker Scale LPC
32
What is LPC
A scale that shows a leader's effectiveness in a situation. It asks a current or past co-worker with whom a leader has had a difficult time accomplishing a task
33
High LPC Traits Low LPC Traits
Low : Not very humanistic, more task oriented High : More relationship oriented
34
What does "measure the mess" mean?
Measure the situation
35
3 main ideas of Situational Favourableness ## Footnote Fiedler's Contingency Model
Leader-member relations Task structure Position power
36
Leader-member relations ## Footnote Situational Favourableness
Extent to which trust & respect the leader will easily foolow his instructions
37
Task Structure ## Footnote Situational Favourableness
Degree to which a task is clearl specified as opposed to unstructured & ambiguous
38
Position power ## Footnote Situational Favourableness
Extent to which leader has official power or official ability to influence others in a desired direction because of where they are in the hierarchy
39
What is the Contingency Behaviour Approach
House's Path-Goal Model
40
What is the House's Path-Goal Model
This model is concerned with the situations under which various leader behaviours are most effective
41
What are the 4 Leadership Behaviour ## Footnote House's Path-Goal Model
Directive Behaviour Supportive Behaviour Participative Behaviour Achievement-oriented Behaviour
42
Directive Behaviour
School 1 U let subordinates know what you expect them to do U give specific and detailed guidance on what to do and how u are scheduling work, setting standards for performance High power distance Initiating structure typed behaviour
43
Supportive behaviour
U show regular concern on the wellbeing of ur people U treat ppl w approable style High levels of approachability and problem solving Helpful w resources Ur there for them "ive got ur back"
44
Participative Behaviour
School 3 Human Resources Consultive/joint problem solving Involving people Fostering autonomy Handing decision making to ppl who know best
45
# ``` ``` Achievement-oriented behaviour
Setting challenging goals Goal setting theory principles Thermostat Analogy Getting u to reach for the stars Incredible confidence in ppl "I'm going to get u to where u wanna be"
46
What are the 2 Situational Factors ## Footnote How do you measure the situation?
Employee Characteristics Environmental Factors
47
3 Employee Characteristics ## Footnote Situational Factors House Path-Goal Model
Level of authoritarianism Locus of control Level of ability
48
What is meant by level of authoritarianism ## Footnote Situational Factors House Path-Goal Model
Similar to self determination theory, just about the job
49
Locus of Control ## Footnote Situational Factors House Path-Goal Model
General state, they are internal drivers towards job/life
50
Level of ability ## Footnote Situational Factors House Path-Goal Model
Are you walking into an environment w ppl who've been there for a long time or brand new ppl, u need to measure demographics
51
What are the 2 environmental Factors ## Footnote Situational Factors House Path-Goal Model
Nature of Task Formal authority
52
What is meant by Nature of Task ## Footnote Situational Factors House Path-Goal Model
Is nature of task highly unstructured/ambiguous or walking into something that is clear/structured
53
What is meant by formal authority ## Footnote Situational Factors House Path-Goal Model
Are you walking into an env that is lean/loosely structured hierarchy or not loose structured
54
What are the 3 outcomes when proper matching has occured?
Job satisfaction is high Increased acceptance of the leader People put in more effort
55
What is Participative Leadership
Involving employees in making work-related decisions ## Footnote School 3 Behaviour
56
Advantages of Participative Leadership ## Footnote Contingency Behaviour Approaches
Motivation Quality Acceptance ## Footnote Motivation: Low GNS would not want to participate Quality : Properly matched, increases quality of work Acceptance : More likely to become devoted, more likely to be accountable
57
Problems with Participative Leadership
Time and energy Loss of power Lack of receptivity or knowledge ## Footnote Time & energy : Takes more effort for a participative style Loss of power : Participative leader has to accept this loss of power, due to allocation Lack of ceptivity or knowledge : Be careful who u are participative w, as they may not accept it
58
Vroom and Jago's Situational Model of Participative Leadership
Specifies when leaders sould use participation and to what extent should use it
59
What is the Vroom Range
A1, A2, C1, C2, G2
60
What is A, C and G in Vroom's Range
Autocratic Consultive Group
61
Positive Leadership
Leadership that focuses on leader behaviours and interpersonal dynamics that increase followers' confidence and result in positive outcomes beyond task compliance
62
Leadership Effectiveness Equation
Leader Effectiveness = L1 + L2+GM + S | (Leader Traits+Leader Behaviours+Group Member Characteristics+Situation)

Organizational Behaviour 1BA3 (7 decks)

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