Week 2: Leadership and Power Flashcards
(31 cards)
differences management and leadership
management
- day-to-day problem solver
- controlling organization’s operations efficiently
leadership
- developing new approaches for future
- inspire others to follow their vision
overlap management and leadership
managerial leadership
managerial leadership
adapting to situational demands
leadership approaches
1) trait approach
2) behavior approach
3) situational approach
4) LMX approach
5) transformational leadership
6) transactional leadership
7) moral approaches
1) trait approach
leaders are born with talents and abilities for leadership
select the “right” people, rather than train people
traits in trait approach
- drive
- leadership motivation
- honesty
- integrity
- extraversion
- self-confidence
- cognitive ability (IQ)
- knowledge of the business
2) behavior approach
study about leader behaviors, put them into 2 categories:
1: initiating structure (defining tasks, focusing on goals)
2: consideration (trust, respect, relational)
Blake-Moulon Managerial Grid
Blake-Moulon Managerial Grid
see paper: (1) concern for people x (2) concern for results
(1) high x (1) high: team management
(1) high x (2) low: country club management
(1) low x (2) high: produce or perish management
(1) low x (2) low: improverished management
in the middle: middle-of-the-road management
3) situational approach
leadership –> team performance
moderator: situation
- path-goal theory = leaders motivate followers to accomplish goals by establishing paths to the goals
PGT: Path-Goal Theory
leaders motivate followers to accomplish goals by establishing paths to the goals
- 4 leadership behaviors:
1) directive
2) supportive
3) participative
4) achievement-
4) LMX approach
Leader-Member Exchange = quality of working relationship that is developed with each follower
- difference in leader’s in-group and out-group
Leader-Member Exchange development
stage 1: role taking (leader offers extra work and determines follower’s commitment, and then determines in- and out-group)
stage 2: role making
stage 3: role routinization
follower’s reaction to authority
1: counterdependent
2: overdependent
3: interdependent
LMX and attributions
internal: due to themself
external: due to situation
relational: looking at oneself in relation to others
attribution biases
self-serving bias
fundamental attribution bias
avoiding attribution biases: leaders should consider different types of information
1: consensus information = degree to which other people would behave the same in a certain situation
2: dinstinctiveness information = extent to which people behave the same in different situations
3: consistency information = how people behave toward a certain stimuli across time and circumstances
calculus-based trust
based on keeping records of what one does for you and you for them
- expectations are likely contracts
knowledge-based trust
grounded in how predictable the other is
identification-based trust
leader and follower sharing same goals/objectives
5) transformational leadership
behaviors that mobilize extra effort from followers through emphasis on change through articulating a new vision for the organisation
- 4 I’s:
1) Idealized influence
2) Inspirational motivation
3) Intellectual stimulation
4) Individualized consideration
6) Transactional leadership
behaviors that motivate followers through rewards and corrective actions
types of transactional leadership
1: laissez-faire
2: management by exception
- active (MBEA): searching for errors and correcting them
- passive (MBEP): if you happen to come across an error, correct it (not very effective)
3: contingent reward
promising/delivering rewards
Judge & Piccolo, 2004: effect on leadership effectiveness
see paper
positive effect of transformational leadership on leadership performance/effectiveness
negative effect of laissez-faire and MBEP on leadership performance/effectiveness
power
potential of one person to influence another
- influence = power in use
