lecture 7 & 8 : leadership Flashcards
(20 cards)
leadership
the process by which a person exerts influence over other people by inspiring, motivating, and directing their activities to reach group or organizational goals
power
the capability to influence others
sources of power
- control over punishments
- authority
- appealing personal characteristics
- control over rewards
- expertise
the key to leadership
- legitimate power (compliance) : the power or authority a manager has because of their position
- reward power (compliance) : the ability to give or withold intangible or tangible rewards
- coercive power (resistance) : the ability to punish others. the effectiveness and application is limited. can have serious negative side effects
- expert power (commitment) : a power that someone has based on their special knowledge, skills, or expertise. usually used in a coaching or teaching manner
- referent power (commitment) : a power someone has because of their desirable resources or likeable personality traits
trait theory
focused on personal characteristics that differentiated leaders from non-leaders
trait theory traits
- drive
- desire to lead
- honesty and integrity
- self-confidence
- intelligence
- job-relevant knowledge
- extraversion
traits perspective limitations
- the traits are subjective
- implies a universal approach –> doesn’t fit into every situation
- leadership potential, not performance –> still need to develop leadership skills from these traits
- ignore the interactions between leaders, subordinates, their group and situations
3 types of trust in leader
- cognitive trust : refer to one’s belief about their peer’s reliability and dependability
- emotional trust : refer to one’s interpersonal care and concern (good intentions, putting their group’s goals ahead of individual goals)
- moral trust : refer to one’s belief about if another person will follow his or her principle
behavioral theories : university of iowa
- autocratic style : a leader who dictates work methods, makes unilateral decisions, and limits their employee’s participation
- democratic style : a leader who lets their employees participate in decision making, uses feedback as an opportunity to coach employees, and delegates authority
- laizes-fair style : a leader who lets their group make the decision, and complet the work in whatever way it sees fit
behavioral theories : university of ohio
- initiating structure : attempts to organize work, work relatioships, and goals
- consideration : concern for their members’ status, well-being, satisfaction, and comfort
behavioral theories : university of michigan
- product oriented : emphasize on the technical or task aspect of the job : people are means to an end
- employee oriented : emphasize the interpersonal relations and accept individual differences
the leadership/management grid
right –> concern for people
left –> concern for production
1. country club management (1,9)
2. team management (9,9)
3. middle of the road management (5,5)
4. impoverished management (1,1)
5. authority-compliance management (9,1)
the fiedler contingency model
a leadership approach that believes the level of performance is based on the match between a leader’s style and the degree to which the situation allows them to control or influence
feidler’s model
leader : fixed leading style (task oriented vs relationship oriented)
consider situation favorableness to the leader :
- member-leader relations : the degree of trust from the member to the leader
- task structure : how the task is procedurized
- position power : the influence derived from the leader’s formal position in the organization structure
the leader must fit into the situation; ways to do this :
- change the leader to fit the situation or change the situation to fit the leader
path-goal theory
the outcome depends on the leader behavior + environemnetal contingency factors + subordinate contingency factors
situational leadership model
an effective leader will match their variety of styles with different member’s willingness
leader styles :
1. telling : define roles and tell subordinate what to do
2. selling : give direction and support
3. participating : tell decision making informations to members
4. deleganting : give little direction and support
member readiness :
R1 : unable and unwilling
R2 : unable and willing
R3 : able and unwilling
R4 : able and willing
future : leader member exchange
- leaders and members will test one another in the form of role-expectations
- leaders will create in groups and out groups, people in the in groups will receive higher performance ratings, less turnover, and more job satisfaction
- in return, members who receives favors will feel obligated to give somthing in return (higher performance )
transformational vs transactional leaders
- transformational leaders
- leading –> fit organization into environment
- stimulate and inspire members to reach extraordinary outcomes
- inspire members to transcend self-interests - transactional leaders
- managing –> reach current objectives more efficiently
- link performance with rewards
- provide members with sufficient resources
- exchange producitivity with rewards
- lead primarily by transactions
herb kelleher
–> CEO but humble, low power distance, transformational leadership
how to develop transformational leadership
- identifying and articulating a vision –> identify opportunities for their gorup and inspiring their employees with their vision of the future
- providing an appropriate model –> prepare a model that their followers can follow that is consistent with the leader’s values
- fostering acceptance on the group goals –> get their employees to work together and cooperate towards the same goals
- intellectual stimulation –> on the leader’s part to challenge their employees to re-examine their views about their work and what they can do about it
- high-performance expectation –> show their employees that their leader expects high performance on their part
- individualized support –> respect the employees and is concerned about their personal feelings and needs
