Leadership - midterm Flashcards
(30 cards)
Sources of power
Depending on the position, it gives you authority within the company. It also lasts as long as you remain that role. Works well in hierarchical organizations such as the military
Legitimate Power
Sources of power
Involves using threats to force people to do you will. They might not agree but will do it out of fear. This is the least effective and creates unhappy, disengaged employees and is best avoided
Coercive Power
Sources of power
Having the capacity to offer rewards
reward power
Sources of power
Comes from having both deep technical knowledge and extensive experience in your field of expertise. Your expertise gives you credibility and people trust and respect your opinion
Expert Power
sources of power
comes from individuals possessing qualities that inspire trust and respect their colleagues
referent power (movie scene)
Leader member exchange theory
focuses on the different relationship leaders often establish with different subordinates
uniqueness
leader member exchange theory
likely to be assigned the more mundane tasks and not be “in the loop” with regards to information. receive fewer rewards
out-group
leader member exchange theory
managers establish a special relationship with a few trusted subordinates and ives them special privlages and duties. Autonomy
in-group
leader member exchange theory
early interactions determine manager’s perceptions of compatibility and competence
formation
situational leadership
the subordinates degree of motivation, competence, experience, and interest in accepting responsibiity
readiness
situational leadership
as the readiness of followers improves the leaders basic style should also change, M1= telling, selling, participating, delegating
readiness and leadership style
situational leadership
relationship and task orientation is at the heart of all leadership theories
takeaway
leadership behaviors
directive, supportive, participative and achievement oriented
personal characteristics of subordinates
locus of control
perceived ability
environmental characteristics
task strucutre
authority system
work group
leadership diagram (flow)
leadership - situational factors - Subordindates motivation to perform
define theory:
leader tailors approach to followers motivational needs (character/ environment)
path goal theory go leadership
path goal:
assign clear tasks and communicate goals and expectations. works best when tasks are unstructured or complex and team members are inexperienced
directive leadership
path-goal
focus on relationships. works best when task are repetitive or stressful
supportive leadership
path goal
consult with them and consider their ideas and expertise before making a decision. works best with experienced subordinates, compels tasks, and when subordinates want to input
participate leadership
Path- goal: what style?
Suborindate: want authoritive leadership
external locus of control
perceived low ability
Environment:
Complex or ambiguous task
strong formal authority
good work group
directive
Path goal ; leadership style?
subordinate:
don’t want authority leadership
internal locus of control
perceived high ability
environment:
Simple or structured task
weak formal authority
not good work group
supportive
path goal” what leadership
subordinate:
want to be involved
internal locus of control
perceived high ability
environment:
complex or ambiguous task
strong or weak formal authority
good or not good work group
participative
path -goal “ what leadership?
subordinate:
want authorize leadership
external locus of control
perceived fhigh ability
environment
simple or structured task
strong formal authority
good or not work group
achievement oriented
