PHASE 2 - CH. 12: LEADERSHIP IN ORGANIZATIONS Flashcards Preview

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Flashcards in PHASE 2 - CH. 12: LEADERSHIP IN ORGANIZATIONS Deck (32):
1

leadership

about bringing out best in oneself and others to achieve a collective goal - are leders born or made? is leadership univerasl or contingent?

2

great man theory

theory of leadership explaining leadership by examining traits and characteristics of individual conseidered to be historically great leaers, events of human history could be explained by leaderhship of people like eabraham lincoln, first believe leaders were born with extraordinary quialities and descenced from genetically sperior family lines

3

traits based leadership tehory

thoeory of leadership trying to reveal set of univerasal taits/skills relevant in all leadership situations - common trait: sef confidence, drive to take intiative

4

cognitive skills

enables leader to gather and process large amount of info, create suitable strategy, sove problems, mke correct decisions

5

technicial skills

leaders knowledge about an organizational and job relatied activites - expertiese in field/activity, knowledge about organization, industry

6

inpersonal capabilites

leaders ability to interact w/others

7

dominant leadership styles

pattern of behaviors leaders use in situations, stem from two categories - facilitate task achievement and forster productive relationship

8

focus on task

task oriented behavior - individual who focus on accomplish task in efficient/reliable way , short term planing, clarify role or objective

9

relations oriented behavior

characterize by concern for interpersonal relationships , value of workers as humans, strong commitment to unit and its mission

10

managerial grid

tired to recocile task orieted and relations orieted behaviors - leaders could exhibit diff levels of eah category of behaviors, producing different leadership styles

11

charasmatic leader

individual who arouses strong follwership thru inspiring visions and compelling personal attributes, source of power

12

transformational leadreship theory

set of behaviors leaders use to transfom/change their orgnaization for the better

13

transactianl leadership theory

more comon in memgt of orgnazaiotnla style of leadership where leader provides something to subord in return for something subord want relationship between leader and followers is form of exchange transaction in which each provides other something they want

14

contingetn reward

carrot and stick method, exchange process between leaders and followers in which leaders offer rewards to subord in exachange fr services

15

mgmt by exception MBE

active mbe, passive mbe

16

active mbe

constant monitoring employees to make sure the meet standards and avoid mistakes, reinforce or citicize

17

passive mbe

managers take conrrective ation only when subord falls below expecations, avoids micmanageing, allows subord to work more autonomlysy

18

transactional leaders

create order, amintain efficency, produce consistency results, suse exist networks to get results

19

transformational leaders

introduce an emotional elemtn, change framework to pursue new avoid crisis, better relation with subordinate sense

20

leader member exchange (LMX) theory

actual relationship between leader and followeer, leaders treat each member different - develop unique relationship with each follower

21

relationship life cycle - lmx

stranger, acquaintance,, mature parthernship phases

22

stranger phase

leaders / sub get to know each other, formal interaction, dominate by transactional leadership

23

acquaitaince phase leader

leader offers subordinate a chance to increase his/her resposnsbilite in group mutual trust, loyalty, respect develops personal and work level

24

mature partnership pahse

strong mutual trust, respect obligation, no longer formal / contractional mutual/influece, reciprocity, engage in transformational leadership

25

contingency theories

build on previous theories to address questions

26

fielder contingecy model who what

fred fielder
each situation is characterized by certain variables make each situation favoriable/unfair for leadrehsip, propsoe leaders are incapble of changing lifestyles to adapt to sitation, says situations should be changed to match leader or leader should be repalced to match sittuation

27

three variables making up faoriblit of leadership sitatuions in fielder's contingency model

leader member relations, task structure, positional power

28

leader member reltaions

quality of relationships between leaders/folowers and loyalty

29

task structure

extent to which std producedure in place to complete a task

30

positional power

extent to which leader has authority ot evaluate perform and adminster rewward/punish

31

hersey and blanchard's situational theory who what

paul hersey, kenneth blanhard, leaders have flexbility and ranege of skill to adapt behavior to maturity of suborid

32

path goal theory of leaderhship who what

robert house, most important aspect of leadership is follower''s beliefs they can complete task and upon compelting awill gain reward and satisfactifaction, identieifes situational variable w/sliding scale-followers belief in his/her ability to complete a task = as explaining of how leaders can invoke best performance from transactional relationship