Brainscape's Knowledge GenomeTM


Top Flashcards (Certified)
All Flashcards

People Management and Organization > Week 11 - Leadership > Flashcards

Week 11 - Leadership Flashcards

(63 cards)

Start Studying
1
Q

Manager

A
  • Upholds the status quo
  • Reactive
  • Managers promote stability.
  • Managers implement the vision and strategy provided by leaders.
  • Managers also coordinate staff and handle day-to-day problems.
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

Leader

A
  • New approaches to problems
  • Proactive
  • Leaders press for change
  • Leaders establish direction by developing a vision for the future and inspiring workers to overcome hurdles.
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

Footsteps and Shadows

A

Leader uses position to guide and develop followers in the right direction

Leader uses position to satisfy own needs leaving followers in the “dark”

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

What is leadership

A

The influence that particular individualsexert on the goal achievement of others in an organizational context.

Effective leadership exerts influence in a way that achieves organizational goals by enhancing the productivity, innovation, satisfaction, and commitment of the workforce.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

What is leadership (continued)

A

Leadership is intention
Leadership needs people/follower
Leadership is about using power
Leadership needs an aim

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

Leadership theories

A

Trait theories
Behavioral theories
Situational/Contingency Theories
Transformational/Transactional Leadership

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

Trait theories

A
  • Characteristics; leaders are born

* Personality traits, social traits, physical characteristics

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

Behavioral theories

A
  • Actions; leaders are made
  • Initiating structure & consideration
  • Examples: Ohio Studies, Michigan Studies
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

Situational/Contingency Theories

A
  • Conditions affect leadership
  • House’s Path-Goal Theory
  • Examples: Feidler’sContingency Theory, Hersey & Blanchard’s SLT
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

Transformational/Transactional Leadership:

A

•Leading with vision

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

Emerging theories

A

•Authentic, Ethical, Servant, Empowering.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

Are leaders born? The trait theory of leadership?

A

➢Leadership depends on the personal qualities or traits of the leader.
➢Based on the assumption that those who become leaders and do a good job of it possess a special set of traits that distinguish them from the masses of followers.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

Leadership Traits

A

➢“Big Five” dimensions of personality are related to leadership emergence and success.

➢Extraversion and conscientiousness most consistent predictors of leadership effectiveness.

"Personality Trait" -- Variance%
Neroticism -- 6%
Extraversion -- 10%
Openness -- 6%
Agreeableness -- 1%
Conscientiosness -- 8%
Total Variance -- 23%
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

Limitations of the trait approach

A

It is difficult to determine whether traits make the leader or whether the opportunity for leadership produces the traits.

➢Traits don’t:
Tell us what leaders do to influence others successfully.
Take in to account the situationin which leadership occurs.
Lead to successfulleadership.
Avoid discrimination when evaluating leader effectiveness and making promoting decisions

Leader behaviourshave a greater impact on leadership effectiveness than leader traits.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

Transactional Leadership

A

➢Managing based on an exchange relationship with employees.

➢Leaders clarify the link between employee goals and performance.

How is this connected to transformational leadership?

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

Transformational Leadership

A

1) Increase subordinates’ awareness of the importance of tasks and performing well;
2) Make aware of their needs for personal growth, development, and accomplishment;
3) Motivate their subordinates to work for the good of the organization rather than exclusively for their own personal gain or benefit

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

What are the four dimensions of Transformational leadership?

A

Idealized Influence
Individualized Consideration
Inspirational motivation
Intellectual Stimulation

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

Idealized Influence

A

Based largely on referent power, provides role model

Desire to identify with (be like) the leader

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

Individualized Consideration

A

Caring about individual needs

Shows concern for others/empathy

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

Inspirational Motivation

A

Ability to articulate a vision that is appealing to others

Create intrinsic motivation

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

Intellectual Stimulation

A

Challenging assumptions, taking risks, and nurturing creativity and independent thinking

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

Transformational Leadership: Research

A

The most consistent predictor of effective leadership.

Research indicates CEO transformational leadership is positively related to firm performance.

Effective during times of change and for obtaining employees’ commitment to change.

Why are transformational leaders so effective?
—Transformational leaders are instrumental in developing high-quality leader and member (follower) relationships, identification with one’s work unit, self-efficacy, and person-organization value congruence.

Overall, the best leaders are both transformational and transactional.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

Contingency or situational Leadership Theories

A

There is not single best practice or style
Stresses the importance of considering the context when examining leadership

Fiedler Contingency Model - effectiveness of leadship is based on how favorable the situation is (are you working with an engaged person or unengaged person)

Hersey and Blanchard’s Situational Theory - Task and the relationship play a role

House’s Path-Goal Theory

Leader-member exchange theory

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

House’s Path Goal Theory

A

A leader’s job is to help employees achieve their work goalsand in so doing achieve organizational goals.

Refer’sback to goal setting theory!

A leader should:

Determine the outcomes (goals) employees want

Make these desired outcomes contingent on performance

Inform employees of required performance to receive outcomes

  • -Clarify path required to achieve goal
  • -Remove barriers that could impede performance

Care about the employees and their goals too

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Path-Goal Styles
Directive Supportive Participative Achievement oriented
26
Directive
Informs subordinates of expectations, gives guidance, shows how to do tasks (when individuals have difficulty doing tasks; tasks are ambiguous and ill-structured)
27
Supportive
Friendly and approachable, shows concern for status, well-being and needs of subordinates (when individuals are under stress or otherwise show that they need to be supported; for dissatisfying/frustrating/routine tasks)
28
Participative
Consults with subordinates, solicits suggestions, takes suggestions into consideration (when individuals need to buy into decisions; non-routine; high level employees)
29
Achievement Oriented
Sets challenging goals, expects subordinates to perform at highest level, continuously seeks improvement in performance, has confidence in employees (when individuals like challenges
30
Leaders need to...
1.Assess their followers’ needs •Requires perspective-taking and empathy 2.Assess their followers attributes •Requires knowledge of requirements 3.Assess the context •Requires expertise and information, political skill doesn’t hurt! 4.Use appropriate behaviors to guide followers to actions that lead to need satisfaction •Establish effort-performance-reward link
31
Things to keep in mind when leading!
Leadership is very flexible process that requires adapting to the consistently shifting emotions and actions of your employees!
32
Emerging Theories of Leadership
Empowering Servant Ethical Authentic
33
Four parts of Authentic Leadership
Self Awareness Relational Transparency Balanced processing Internalized moral perspective
34
Self Awareness
``` Understanding of strengths and weaknesses and awareness of impact ```
35
Relational Transparency
``` Presenting true authentic self to others and sharing of information/ thoughts/feelings ```
36
Balanced Processing
``` Objective analysis of relevant information before making decisions ```
37
Internalized moral perspective
``` Internal moral standards and values guide behaviour and decision making ```
38
Authentic Leadership (Continued)
Team leader authenticity has also been found to be related to team members’ authenticity which was related to higher quality teamwork behaviour and team productivity.
39
Empowering Leaderships
Implementing conditions that enable power to be shared with employees Empowering leaders value participation and autonomy in decision making Provide participation and autonomy in decision making to followers
40
Psychological empowerment
Meaning, Competence, Self determination, and Impact
41
Structural Empowerment
Resources, Support, Information, and Opportunity
42
Servant Leadership
Going beyond self interests and having a genuine concern to serve others and a motivation to lead A servant leader is somebody who wants to serve first and lead second.
43
What are the six characteristics of servant leaders
``` Empowering and developing people Humility Authenticity Interpersonal acceptance Providing direction Stewardship ```
44
Aboriginal Leadership as a ype of servant leadership
see slide 34 or pic
45
Ethical Leadership Behaviours
Modeled on normative behaviour Set & follow ethical standards Bear onus of rewarding & disciplining others for adherence Consider the ethical consequences of decisions Care about others Seek to do the right thing personally and professionally
46
What does an Ethical Leader's behaviour lead to?
Demonstration or proper conduct: •Personal actions •Interpersonal relationships Promotion of conduct: •Using two way communication, •Reinforcement, •Decision making
47
What are the positive and Behavioural effects of Ethical Leadership?
Significant influence on the ethical culture of an organization Immediate supervisors have greatest effect ``` Positive Effects: • Job performance • Fewer counterproductive behaviours • Perceptions of: Honesty Fairness Effectiveness ``` ``` Behavioural effects: •Extra effort (Related to direct supervisor) •Citizenship behaviours •Report problems to management ```
48
Ethical Leader Values
``` Integrity Altruism Humility Empathy & Healing Personal Growth Authenticity Empowerment Fairness and Justice ```
49
Why are values important to Ethical leaders?
1. Woven into the inner life of leaders 2. Shape the way leaders see and behave 3. Operate ifdependently of the situation 4. Help leaders live better lives
50
Followers of Emerging Leaders have higher:
``` Organizational commitment Job satisfaction Satisfaction with their supervisor Organizational citizenship behaviour Work engagement Ethical and pro social behaviours ```
51
Take away 1
Leaders are guided by their values which inform their behaviours
52
Take away 2
Followers learn through seeing their leaders make decisions and take action
53
Dark Side of Leadership
Pseudo-Transformational Abusive Unethical
54
Unethical Leadership
‘‘behaviors conducted and decisions made by organizational leaders that are illegal and/or violate moral standards, and those that impose processes and structures that promote unethical conduct by followers.’’ (Brown and Mitchell, 2010, p.
55
Unethical Leader's Typical Vice
``` Self serving Deception, Lies, & Cheating Hypocrisy Arrogance Lack of social inhibition High Self-Monitoring Malevolence Masked intentions ```
56
Pseudo Transformational Leadership
Self centered & they manipulate followers for their own goals Idealized Influence Individualized Consideration Inspirational Motivation Intellectual Stimulation
57
Idealized Influence
Very self interested & desire to be idolized Not well respected
58
Indicidualized Consideration
``` Caring about own needs primarily, and value followers if there is a direct benefit ``` Shows fleeting interest in followers’ needs
59
Inspirational Motivation
Able to articulate a vision that is appealing to others Create intrinsic motivation
60
Intellectual Stimulation
``` Discourage/ censor followers from engaging in independent thought & action ```
61
Abusive Leadership
“The sustained display of hostile and nonverbal behaviors, excluding physical contact” ( Tepper , 2000, p. - - Lasts as long as employment relationship - - Rooted in power dynamic Why would leaders engage in such behavior?  Cyclic one supervisors that were abused, abuse “chip off the old block” - - Leader’s experience of injustice - - Target those that are: Weak, vulnerable, unable/willing to defend themselves
62
Take Away 3
Unethical leaders can be | motivated by self interest
63
Take Away 4
Unethical leaders don’t always | appear to be such

People Management and Organization (11 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2025 Bold Learning Solutions. Terms and Conditions