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LPO Test 2 > LPO Final > Flashcards

LPO Final Flashcards

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1
Q

Challenge with leadership

A

There are so many models out there

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2
Q

Trait theories

A

“good leaders are born”
(personality. emotional intelligence, charismatic, gender)

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3
Q

Assumption about trait theories

A

great leaders excel because they have the right traits

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4
Q

Traits associated with leadership

A

Extraversion, charisma( not always good), confidence, being male, height

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5
Q

Leader emergence doesn’t mean leader effectiveness

A

research shows that extraverted leaders aren’t better but just seem like they are

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6
Q

gender differences in leadership

A

it has declined over time, but overall women are less likely to emerge as leaders

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7
Q

Leadership gender behaviours effectiveness

A

mostly small, likelihood that women use democratic styles and men more lassez-faire

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8
Q

Behavioral theories

A

“we can train people to be good leaders”
(initiating structure)

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9
Q

Assumption about behaviour theories

A

behaviours can be adapted

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10
Q

key factor of behaviour compared to trait

A

adaptability

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11
Q

Blake and Mouton

A

effective leaders balance people and production (work hard and be nice)

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12
Q

Transformative leadership

A

visionaries, inspirational, intrinsic motivation, change-heavy environment, small firms, leaders directly interact

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13
Q

Transactional leadership

A

rewards, consistency, stability, extrinsic motivation, clear expectations, reliable, straightforward

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14
Q

negative about transformative leadership

A

can push teams toward burnout if the sole focus is the vision

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15
Q

negative about transactional leadership

A

not the best with unexpected roadblocks

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16
Q

controversy between transformative and transactional

A

usual obsessed with transformative type, whereas transactional is what makes most organizations work well. both are necessary!

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17
Q

Distributed leadership

A

giving everyone a piece of the puzzle (shared responsibility, team input, goals)

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18
Q

key components of distributed leadership

A

team heavy, flexibility, innovated environments, cohesive, people feel empowered

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19
Q

negative about distributed leadership

A

without clear boundaries, it can become “too many cooks in the kitchen” syndrome, especially in urgent times

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20
Q

servant leadership

A

supportive leader who’s as invested in your success as you are

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21
Q

key components of servant leadership

A

team’s growth and well-being come first (happy people produce great work)

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22
Q

negative to servant leadership

A

struggle with assertive decision when stakes are high or competitors are tough

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23
Q

trick to servant leadership

A

balancing servant leadership with moments of decisiveness and boundary setting

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24
Q

Contingency theories

A

successful leadership depends on the situation (choose your own adventure)

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25
key components of contingency theories
depends how well it compensates for whatever's missing, flexible, no one-size-fits-all
26
negative to contingency theories
lack of consistency, making it challenging to manage fast-paced high-stake environment
27
Fieldler contingent model of leader-situation Matches
there's not one best style
28
negative to fielder contingent model
a leaders style is assumed to be fixed
29
why is a leaders style fixed?
based on life experience, least preferred coworker test
30
Hersey-blanchard situational leadership model
good leadership depends on follower maturity (beginner --> achievers)
31
components of hersey-blanchard model
S1- Telling S2- Selling S3- Participating S4- Delegating
32
Intrinsic motivation
motivation that comes from a person's internal desire to do something
33
extrinsic motivation
motivation that comes from outside the person
34
examples of intrinsic motivation
due to intrest, challenge or personal satisfaction
35
example of extrinsic motivation
pay, bonuses, tangible rewards
36
Theory X
assumes people are not internally motivated and must be coerced into working
37
Theory Y
assumes that people are intrinsically motivated and no extrinsic motivators are required
38
motivation effects on employees
employee do better work when intrinsically motivated (when rewards are added in can decrease motivation for simple tasks)
39
Which one was popular first
extrinsic motivation
40
Frederick Winslow Taylor 1900s
Use rewards and punishments to get more of the behaviour you want. Measure everything and dictate every step an employee takes.
41
Equity Theory 1960s John Stacey Adams
when people think they are being under rewarded they generally: try to get more outmodes, decrease their output or compare against somebody else
42
why is equity theory unique
it involves social comparisons between people
43
Leaders can influence how people do input
by making comparisons to there firms or by increasing transparency of how outcomes are determined
44
Hawthorne Studies 1920/30s
found that worker behaviour was highly influenced by group norms and expectations and that individual productivity was influenced by the standard the group sets
45
popularity of Hawthorne studies
their findings have been widely used in understanding group interactions an motivation
46
Maslow's hierarchy of needs 1943
motivation gradually grows more from extrinsic factors to more intrinsic factors (Evidence doesn't back this up!!)
47
Parts of Maslow's hierarchy of needs
psychological, safety, social, esteem, self-actualization
48
key components of extrinsic motivation
short term, quick and easy, more control, unethical behaviours, cannot switch to intrinsic, more expensive, competition
49
key components of intrinsic motivation
long term, harder to implement, passion is needed, less likely for fraud, you can switch to extrinsic, cheaper but time costs, team collaboration
50
which motivation is better?
they achieve different goals and have appropriate situations for either
51
Power
an agents potential to influence attitudes/behaviours among target people and events
52
capability to influence
may or may not be exercised (teachers)
53
formal/informal
target power is dependent on the power holder
54
bidirectional
leader is as good as their team, leader is dependent on the team performance-team members have power over leader
55
power applies to
individuals and groups
56
scarcity
limited availability of resources, authority, or control that are needed influence and achieve goals
57
Office Snack Attack example
a company's snack budget is under threat
58
Six bases of power
legitimate, reward, coercive, expert, referent and informational
59
Coercive power
based on fear, threatening someone ex. bullies
60
Reward power
the person is able to give special benefits/rewards to people ex. pay raise
61
Legitimate power
any superior in official hierarchy ex. boss
62
Information power
the person and data/knowledge that you need ex. witness to a crime
63
Negative to informational power
organized detrimentally (imploded relationships) ex. gossip
64
Negative to bases of power
Coercive, reward and legitimate are the least effective because they are the easiest to implement
65
which one don't last long term
resistent and compliance
66
Soft tactics
methods that rely on subtlety, collaboration, and personal connection rather than force or authority
67
hard tactics
Influence methods that rely on authority, pressure, or coercion to achieve compliance
68
Expert power
person has experience and knowledge to earn your respect and defer your judgement in some matters ex. doctor
69
Referent Power
You like the person and enjoy doing things for them ex. your mom
70
Rational persuasion
involves the use of explanations, logical arguments and factual evidence that a proposal/request will provide the team
71
types of power related to rational persuasion
expert, information and referent
72
when does rational persuasion work best?
when you have supporting evidence and target and agent have similar objectives
73
Inspirational appeals
attempt the develop enthusiasm and commitment by arousing strong emotions and linking a proposal to targets values
74
types of power related to inspirational appeals
referent power
75
when does inspirational appeals work best?
with excellent communication and the ability to use imagery and metophors
76
Collaboration
an offer by the agent to provide resources needed by the target to carry out a request or assignment.
77
what types of power are need for collaboration
expert, information and maybe legitimate power
78
when does collaboration work best?
when target needs additional support
79
Consultation
attempt to increase the targets commitment to carry a request or support a proposal by involving the person in determine how it will be done
80
what power does consultation need?
expert and referent power
81
when does consultation work best?
when a target agrees objective is worthwhile
82
Apprising
explaining why a request or proposal will benefit the target as an individual
83
what power do you need for apprising
expert, information and referent power
84
when does apprising work best?
when target doesn't realize the personal benefits
85
Ingratiation
behaviour that makes the target feel accepted and appreciated
86
what power do you need for ingratiation
referent power
87
when does ingratiation work best
when it seems sincere
88
Personal appeals
asking someone to do a favour based on friendship or loyalty
89
what power do you need for personal appeals
referent power
90
what works best for personal appeals
works best when the agent has a friendship with the target
91
Exchange tactics
an offer by the agent to reward the target
92
power needed for exchange tactics
reward power
93
when does exchange power work best
when target is indifferent or reluctant to the task
94
Legitimating
attempts to establish the authority to make a task-related request
95
what power does legitimating need
legitimating power
96
when does legitimating work best
when authority is ambiguous or the legitimacy of request isn't clear
97
Coalition
the assistance of other people in effort to influence target person
98
What types of power for coalition
referent, expert and information
99
what works best for coalition
when combined with other types of proactive influence tactics
100
Pressure
threats, warnings, demands and repeated checking with target to see if request has been done
101
type of power with pressure
coercive power
102
when does pressure work best
when you can undermine relationships and lead to resistance (Last resort!)
103
Which one should you use? Article
How do I get my way? The Leadership Quarterly
104
Positive relationship with task and relationship outcomes
rational persuasion, inspirational appeal and collaboration
105
Negative relationship with tasks
pressure and legitimating
106
negative relationship with relationships
pressure
107
upward influence tactics
rational persuasion
108
downward influence
rational persuasion, inspirational appeal and ingratiation
109
conclusion about influence tactics
more is not necessarily better. positive tactics worked better on their own and ended with no effect when mixed
110
How to choose?
consider goals, sources of power, efficacy of influence tactics, intrinsic vs extrinsic, timeline
111
Most powerful management tools
listening and questioning
112
meta-analysis with 18 studies
people loved to be coached, helps improve soft skills
113
Listening
experts say 10%, it can keep focus on the employee and prevent manager from giving too much advice
114
Types of questions
1. open ended (90%) 2. closed ended (9%) 3. why questions (1%)
115
Goal
what do we want to achieve by the end of this meeting?
116
Reality
What is happening now? What resources do we have or need?
117
Will
What can we commit to, who will do it by when?
118
Options
What ides can we come up with to achieve our goal?

LPO Test 2 (2 decks)

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