UNIT 1- management and leadership Flashcards
(34 cards)
Exercising leadership
transmitting vision, purpose and certainty in a language that motivates, inspires trust and generates credibility by the coherence between what is said and what is done.
Increasing self-knowledge
Finding your strengths and areas for improvement. Know how to listen to understand the position of others, and respond to their concerns and needs
Great leaders start with self leadership
- Self-awareness
- Self-reflection
- Self-regulation
Only three things happened naturally in organizations - Peter Drucker
Friction, confusion, and underperformance. Everything else requires leadership.
Leadership problems=
TLT (too little time) x People x Power
Leadership definition
Leadership as the art or the process of influencing people, to get them to work voluntarily and enthusiastically in the fulfillment of the group’s goals.
Traditional leadership approaches
- Traits approach (personal characteristics)
- Behavioral approach (actions)
- autocratic leaders
- democratic leaders
- laissez-faire leaders - Contingency approach
- Power and influence theories
- French and Raven
- Transactional - Transformational
Traits approach (Personal characteristics)
- argue that effective leaders share a number of common traits/skills
- examples: integrity, empathy, assertiveness, good decision-making skills ++)
- none of these traits/ combination of them will guarantee that someone is a great leader
Autocratic leader
- makes decisions without consulting their team
- considered appropriate when decisions need to be made quickly and there is no need fro input
- when team agreements isn’t necessary for a successful outcome
Democratic leader
- allows the team to provide input before making a decision
- the degree of input can vary from leader to leader
- important when team agreement matters
- can be difficult to manage when there are many ideas and perspectives
Laissez-faire leaders
- dont interfere- let the people within the team make many of the decisions
- works when the team is highly capable and motivated- don’t need close supervision
- will fail when I appears because the leader is lazy or distracted
Contingency Theories – How Does the Situation Influence Good Leadership?
The realization that there is no one correct type of leader led to theories that the best leadership style depends on the situation. These theories try to predict which style is best in which circumstance.
The best leaders use:
The best leaders are those who can use many different behavioral styles, and choose the right style for each situation.
Power and Influence Theories – What Is the Source of the Leader’s Power?
Power and influence theories of leadership take an entirely different approach – these are based on the different ways that leaders use power and influence to get things done, and they look at the leadership styles that emerge as a result.
- French and Raven’s Five Forms of Power
- Transactional
French and Raven’s Five Forms of Power
This model highlights three types of positional power – legitimate, reward, and coercive – and two sources of personal power – expert and referent (your personal appeal and charm). The model suggests that using personal power is the better alternative, and that you should work on building expert power (the power that comes with being a real expert in the job) because this is the most legitimate source of personal power.
Transactional
This approach assumes that people do things for reward and for no other reason. Therefore, it focuses on designing tasks and reward structures. While this may not be the most appealing leadership strategy in terms of building relationships and developing a highly motivating work environment, it often works, and leaders in most organizations use it on a daily basis to get things done.
Transformational leadership style
Is often the best leadership style to use in business.
Transformational leaders show integrity, and they know how to develop a robust and inspiring vision of the future. They motivate people to achieve this vision, they manage its delivery, and they build ever stronger and more successful teams.
Path-goal theory of leadership
- Based on these factors:
Subordinate characteristics:
- need for affiliation
- preference for structure
- desire for control
- self-perceived level of task ability
Environmental factors:
- task structure
- formal authority systems
- primary work group
- A leader will select:
Leadership style:
- directive
- supportive
- participative
- achievement-oriented
- And then focus on:
Motivation factors:
1. Ensure goals are clear and rewards desirable
2. Make the path to the goal clear
3. Remove roadblocks
4. Provide support and coaching
Path-goal theory of leadership belongs to:
Contingency leadership models
The Fiedlers contingency model
- mid 19602- Fred Fiedlers
- there is no best style of leadership, a leaders effectiveness is based on the situation
- The result of two factors:
1. Leadership style
2. Situational Favorableness (leader-member relationship, task structure, and leader´s position power) - use the LPC leadership scale to generate a cumulative score based on your perception of your co-workers character, traits and attitude
> 57 LPC = low score = task oriented
58-63 = middle score = task oriented or relationship oriented
<63 = high score = relationship oriented
Leadership theories
- Blake Mouton (people vs task oriented)
- Goleman (six emotional leadership styles)
- Flamholtz and Randle´s (matrix)
- Hersey and Blanchard (Situational leadership model)
- Transformational Leadership
Blake Mouton
Concern for people vs concern for results
- Impoverished management (low people, low results)
- Produce-or-Perish management (low people, high results)
- Middle-of-the-Road management (status quo manager, balance the two)
- Country-Club management (high people, low results)
- Team management (high people, high results)
Goleman
Six emotional leadership styles- each has a different emotional effect on the people you are leading
- Authoritative
- Coaching
- Affiliative
- Democratic
- Pacesetting
- Coercive
Flamholtz and Randle´s Matrix
Programmability vs Capability for Autonomy
4 quadrants:
- High programmability, low job autonomy- autocratic/ benevolent autocratic
- High programmability, high job autonomy- consultative/participative
- Low programmability, low job autonomy- consultative/participative
- Low programmability, high job autonomy- consensus/ Laisses-Faire
