MODULE 1 - UNIT 4 Flashcards by Kathleen Evangelista

the process of influencing people to attain predetermined objectives.

Directing

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set of actions/ guiding beliefs that leaders can implement to move them toward success.

Leadership principles

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leader models excellent behavior & able to motivate & encourage people.

Lead by Example

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communicating & engaging w/ your team is essential

Leadership is About People

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transformation should be at the foundation of every leadership plan.

Focus on Change

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it can be beneficial for people to see leader acknowledge their mistakes as it can help them be more relatable

Be Human & Admit Mistakes

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leaders are great listeners, doesn’t mean they must agree w/ everything they hear, but they must try to make sense of it &understand.

Understand the Value of Listening

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you should recognize skills you need & work to develop

Develop Leadership Skills

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when everyone has same background & exp, it means there is a limited field of expertise, but when there’s diverse range, you may be able to approach things differently & find fresh perspectives

Promote Diversity

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cooperation & collaboration can happen between organizations w/o affecting healthy competition

Work Together to Achieve More

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leader must have clear vision & solid values so they can inspire their followers and motivate them

Have Solid Values

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take advantage of benefits that tech. can bring

Use Technology & Innovation

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make sure there’s someone else who can take over your role when necessary

Help to Develop Future Leaders

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4 FACTORS OF LEADERSHIP

LEADER
FOLLOWERS
COMMUNICATION
SITUATION

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GIVE ATLEAST FIVE LEADERSHIP TRAITS

PERCEPTIVE
PERSONALITY
PERSUASIVE
PERSISTENCE
PREPARED

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the traits and characteristics that make some effective as a leader.

LEADER BEHAVIOR

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supervised less closely while allowing workers more latitude in performing their duties

Employee-Oriented Leaders

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spent majority of their time on production-related problems

Production-Oriented Leaders

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emphasis on actively directing staff toward getting work done:

Initiating Structure Behavior

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managers’ effort to explain their action
treat workers as equals, listen to subordinates’ concerns

Consideration Behavior

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________is based on two behavioral dimensions:

BLAKE MOUTON MANAGERIAL GRID

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BLAKE MOUTON MANAGERIAL GRID TWO DIMENSIONS

Concern for People:
Concern for Results:

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degree to which leader considers team members’ needs, interests and areas of personal development when deciding how best to accomplish a task.

Concern for People

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degree to which leader emphasizes concrete objectives, organizational efficiency and high productivity when deciding how best to accomplish a task.

Concern for Results

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mostly ineffective leadership style

Impoverished Management

Impoverished Management aka

impoverished/"indifferent" (Low Result and Low People)

w/ low regard for creating systems & w/ little interest in creating satisfying/ motivating team environment, results are inevitably disorganization/ dissatisfaction/ disharmony.

impoverished management

- managers, people in this category believe that their team members are simply a means to an end. - drive impressive production results at first, but low team morale & motivation will ultimately affect people's performance, & this type of leader will struggle to retain high performers.

Produce-or-Perish Management

Produce-or-Perish Management aka

authoritarian" or "authority-compliance (High Results/ Low People)

manager tries to balance results and people, but this strategy is not as effective as it may sound.

Middle-of-the-Road Management

Middle-of-the-Road Management aka

middle-of-the-road/ "status quo" (Medium Results & Medium People)

- manager is most concerned about her team members' needs and feelings. - assumes, as long as happy & secure, they will work hard. - because there’s lack of direction and control.

Country Club Management

- manager is most concerned about her team members' needs and feelings. - assumes, as long as happy & secure, they will work hard. - because there’s lack of direction and control.

Country Club Management

Country Club Management aka

country club/ "accommodating" (High People & Low Results)

- most effective leadership style. - reflects leader who is passionate about work & does best he can for people he works with.

Team Management

Team Management aka

team or sound (high people & high results

2 added leadership style after Mouton's death

- Paternalistic Management - Opportunistic Management

Paternalistic Management jumps between

Country Club & Produce-to-Perish styles

place their own needs first, shifting around grid to adopt whichever style will benefit them

opportunistic management

manager’s attitude has an impact on employee motivation was originally proposed by

Douglas McGregor

_______, McGregor proposed 2 theories by which managers perceive and address employee motivation

The Human Side of Enterprise,

____ assumes that primary source of employee motivation is monetary, w/ security as a strong second

Theory X

_____ both implies soft & hard approach, while ____ does not imply a soft approach

Theory X; Theory Y

To McGregor, steady supply of motivation seemed more likely to occur under Theory ___ management

if Theory Y holds true, an org can apply the ff. principles of scientific management to improve employee motivation:

- decentralization & delegation - job enlargement - participative management - performance appraisals-

type of self-fulfilling prophecy (SFP) in which raising manager expectations regarding subordinate performance boosts subordinate performance.

PYGMALION EFFECT

one of the earliest situation-contingent leadership theories by Fiedler

CONTINGENCY MODEL

_____’s contingency theory of leadership effectiveness concentrated on relationship between leadership & organizational performance

FRED E. FIEDLER

if an org attempts to achieve group effectiveness thru leadership, then there’s need to assess leader according to an underlying trait, assess situation faced by leader, & construct proper match between the two.

CONTINGENCY MODEL

to assess attitudes of leader, Fiedler developed ______ (16 items) scale in which leaders are asked about the person w/ whom they least like to work

‘least preferred co-worker’ (LPC)

leaders w/ high LPC are _____-oriented, ones w/ low LPC are _____-oriented

relationship-; task-

(1) _______: derived satisfaction from interpersonal relationships, thus, evaluate their least preferred co-workers in fairly favorable terms (2) _____: derived satisfaction from performance of task & attainment of objectives

HIGH LPC LEADERS; LOW LPC LEADERS

leader’s behavior is dependent upon the favorability of leadership situation

SITUATIONAL FACTOR

three factors work together to determine how favorable situation is to leader. these are:

- LEADER-MEMBER RELATIONS - TASK STRUCTURE - POSITION POWER

leadership continuum originally written in 1958 by _____ & _____ & was later updated in 1973

Tannenbaum & Schmidt

presents range of action related to degree of authority used by manager & area of freedom available to non-managers in arriving at decisions.

CONTINUUM OF LEADERSHIP

range of leadership styles have been depicted on continuum between ____ & _____

autocratic & free rein

BOSS-CENTERED: _____; SUBORDINATE-CENTERED : _____

BOSS-CENTERED: AUTOCRATIC SUBORDINATE-CENTERED: FREE-REIN

Tannenbaum & Schmidt continuum can be related to McGregor’s supposition of Theory X and Theory Y: -BOSS-CENTERED LEADERSHIP: -SUBORDINATE-C. LEADERSHIP:

-BOSS-CENTERED LEADERSHIP: THEORY X -SUBORDINATE-C. LEADERSHIP: THEORY Y

manager is characterized acc. to degree of control maintained by him; 4 main styles of leadership:

- TELLS - SELLS - CONSULTS - JOINS

if one has to make choice of leadership style which is practicable & desirable, his answer will depend upon:

- Forces in the Manager - Forces in the Subordinate - Forces in the Situation

designed to help you to identify best decision-making approach & leadership style to take, based on your current situation

Vroom-Yetton model

Vroom-Yetton model is originally developed by ____ & ____ in their 1973 book, _____

Victor Vroom and Philip Yetton; "Leadership and Decision Making."

before you start using the model (Vroom-Yetton), consider these three factors:

- decision quality - team commitment - time constraints

ff. codes represent 5 decision-making processes by the model: use info that you already have to make decision, w/o requiring any further input from your team

Autocratic (A1)

ff. codes represent 5 decision-making processes by the model: consult your team to obtain specific info that you need, & then you make the final decision

Autocratic (A2)

ff. codes represent 5 decision-making processes by the model: inform your team of situation & ask for members' opinions individually, but don't bring group together for discussion; make the final decision

Consultative (C1)

ff. codes represent 5 decision-making processes by the model: work w/ your team to reach group consensus; your role is mostly facilitative, & help team members to reach a decision that they all agree on.

Collaborative (G2)

ff. codes represent 5 decision-making processes by the model: get your team together for group discussion about the issue & seek their suggestions, but still make the final decision by yourself

Consultative (C2):