Week 9 Flashcards
(39 cards)
What is Leadership?
The influence that particular individuals exert on the goal achievement of others in an organizational context.
- “The art of mobilizing others to want to struggle for shared aspirations”
(Kouzes & Posner)
- “There are three things required for success; integrity, intelligence and energy. If you are missing the first, the other two will kill you” (Warren Buffet)
What is Implicit leadership?
individuals hold a set off beliefs about kinds of attributes, personality characteristics, skills and behaviours that contribute or impede outstanding leadership.
Explain the difference between formal vs Informal leadership
Formal:
- Legitimacy
- Role/position
Informal:
- Role/position
- Positive power always
- Critical knowledge and experience
Explain more deeply Formal leadership
Simply bc of the role they hold, they are considered leaders: CEO, CFO, CMO.
1. They occupy assigned leadership goals
2. You are expected to influence (but do they?)
3. Given specific authority to direct people
Explain more deeply Informal Leadership
This seemingly lower level participants always use positive power. They are leaders because of something they have. No formal authority. Rely on being ‘’well liked’’ (respect) and perceived as holding something
Explain leaders vs Managers
Managing is doing things right (correctly), true leadership is doing the right thing (character driven, purpose driven)
The role of the leader and the role of the manager are not the same
(Managing versus Leading)
Explain Transactional vs Transformational
Transactional:
- Motivate by exchanging rewards for services. Manager-like role
- Very managerial liked, takes care of working conditions, compensations schemes, work design.
Transformational:
Take people to higher levels, motivate people to do more than what they tought they could to, belive in self
- Arouse intense feelings
- Intellectual stimulation
- Inspirational motivation
- Rely on personal sources of power
- Individualized consideration
- Charisma
What is Strategic leadership?
Ability to anticipate, envision, maintain flexibility, think strategically and work with other to initiate changes that will create a viable future for the organization.
What is the trait theory of leadership?
Leadership depends on the personal qualities or traits of the leader.
However, it is difficult to determine whether traits make the leader or whether the opportunity for leadership produces the traits.
What are some traits that are found to be relayed to leadership?
- Intelligence
- Energy and drive
- Self-confidence
- Dominance
- Motivation to lead
- Emotional stability
- Honesty and integrity
- Need for achievement
- Sociability
What is consideration?
The extent to which a leader is approachable and shows personal concern and respect for employees.
What is Initiating structure?
The degree to which a leader concentrates on group goal attainment.
Explain Leader reward behavior and Leader punishment behavior
Leader rewards behaviour provides employees with compliments, tangible benefits and deserved special treatment.
Leader punishment behaviour involves the use of reprimands or unfavorable task assignments and the active withholding of raises.
Explain Fiefler’s contigency theory
The association between leadership orientation and group effectiveness depends on the extent to which the situation is favorable for the exertion of influence.
Leadership orientation is measured by having leaders describe their last preferred co-worker (LPC)
What is LPC?
Stands for the Least preferred worker
- high LPC is relationship oriented: that the person was difficult to work with, but leader can still find positive qualities in him or her.
- Low LPC is task oriented: allows the low task competence to color his or her views of the personal qualities of the LPC.
How can LPC score reveal a personality trait that reflects the leader’s motivational structure.
High-LPC leaders are motivates to maintain interpersonal relations
Low-LPC leaders are motivates to accomplish the task.
What is situational favourableness?
The ‘‘contigency’’ part of the contingency theory. It specifies when a particular LPC orientation should contribute most to group effectiveness.
A situation is considered to be most favourable when the relationship between the leader and the group members is good (leader-member relationship), the task at hand is slightly structured 9task structure, and when the leader has been granted formal authority by the organization to tell others what to do (position power).
What is House’s Path-Goal Theory?
This model is concerned with the situations under which various leader behaviors are most effective
- Leader behavior
- Situational factors
What are the 4 specific kinds of leader behavior that Path -Goal Theory is concerned with?
Leadeshipbehaviour
- Directive behaviour:
- Letting subordinates know what’s expected of them
- providing guidance on what and how to do job
- Setting stricts levels of performance
- Doing scheduling work
- Supportive behaviour: Leaders show regular concern for the well being of their people. Approachable, supporting, guiding.
- Participative behaviour: Consultative, joined decision making, join problem solving, allowing people to participate
- Achievement-oriented behaviour: Helping people set challenging goals and achieving high levelks of performance. All about excellence
What are the 2 situational factors of Path Goal Theory?
*look at exhibit 9.3
Employee Characteristics:
- Level of authoritarianism: Level of current decision-making power
- Locus of control: Internal drive vs wait until they are told what to do
- Level of ability: Veterants or newbies. They could know more than leaders
Environmental Factors:
- Nature of Task: I am walking in a situation that is a mess ambiguous, or a situation that is clear?
- Formal authority: Is the chain of command structures or not?
What is Participative Leadership?
Involving employees in making work-related decisions
What are the advantages of participative leadership?
Motivation
Quality
Acceptance
What are some problems of participative leadership?
Time and energy
Loss of power
Lack of receptivity or knowledge
Vroom and Jago’s Situational Model of Participative Leadership
Specifies when leaders should use participation and to what extent they should use it.
Model suggests various degrees of participation that a leader can exhibit.
Range: AI, AII, CI, CII, GII (A for autocratic; C for consultative; G for group
- Al: solve problem or make decision yourself
- AII: obtain necessary information form employees
- CI: You share the problem with the relevant employees individually
- CII: You share the problem with your employees as a group.
