WOP Lecture 12 Leadership Flashcards
(84 cards)
1
Q
leader follower relationships development?
A
naturally, evolutionary
2
Q
leaders benefits
A
group cohesion
managing conflict
coordinating group actions against threats
3
Q
leadership =
A
the ability to influence, motivate and enable others to contribute toward the effectiveness of the organizations of which they are member
4
Q
shared leadership
A
leadership is broadly distributed across team members rather than assigned to one person. it supplements formal leadership
5
Q
leadership is a…
A
role, not position!!!! can change
6
Q
shared leadership works well when…
A
- formal leaders are willing to delegate power
- collaborative (not competitve) culture
- employees develop effective influence skills
7
Q
4 perspectives on leadership
A
- personal attributes
- managerial
- transformational
- implicit
8
Q
which personal characteristics lead to superior performance in leadership
A
geen evidence voor
9
Q
eight leadership attributes
A
personality
self-concept
drive
integrity
leadership motivation
knowledge of the business
cognitive/practical intelligence
emotional intelligence
10
Q
emerging view
A
several attributes now identified as key influences on leadership potential and of effective leaders
11
Q
personality
A
- extraversion
- conscientiousness
12
Q
self-concept
A
- positive self-evaluationi
- high self-esteem
- high self-efficacy
- complex
- internally consistent self-concept
- internal locus of control
13
Q
drive
A
- inner motivation to persue goals
- inquisitiveness/nieuwschierig
- action oriented
- bold
14
Q
integrity
A
- truthfulness
- strong moral principles
- consistency in words and action
15
Q
leadership motivation
A
high need for socialized power to achieve org. goals
16
Q
knowledge of the business
A
understands external environment
aids intuitive decision making
17
Q
cognitive or practical intelligence
A
- above average cognitive ability
- able to solve real world problems
18
Q
emotional intelligence
A
recognizing and regulating emotions in self and others
19
Q
authentic leadership
A
- know yourself
- be yourself
20
Q
know yourself
A
- engage in self-reflection
- feedback from trusted sources
- know your life story
21
Q
be yourself
A
- develop your own style
- apply your values
- maintain a positive core self evaluation
22
Q
personal attributes perspective limitations
A
- assumes all effective leaders have the same personality (want complex en kan combi zijn van vanalles)
- assumes leadership is within the person
- attributes refer to leadership potential not necessarily performance
23
Q
some personal characteristics may only affect our perception of a leader..
A
not whether they are actually effective
24
Q
managerial leadership
A
daily activities that support the performance and wellbeing of employees and the work unit to support current objectives and practices
25
difference transformational and managerial leadership
managerial -> stable environment, no need for change. ook microfocused (ipv macrofocused) -> specific individuals or units
26
people oriented behaviour that is effective
- concern for employees
- pleasant workplace maker
- recognize their contributions
- listen
27
task oriented behaviours that are effective
- assign specific tasks
- clarify duties
- set goals and deadlines
- establish work procedures
28
which one is better: task or people oriented
both are important! usually very high or low levels is where differences are seen
29
high person oriented leader =
less:
absenteeism
turnover
job dissatisfaction
less stress
30
high task oriented leader =
job performance omhoog
31
students like:
task oriented teachers
32
problem with managerial leadership model
it depends on the situation whether you want high task and high people or not
33
contingency theories
relationship between situation and leader, depends on what the situation is
34
path goal theory
effectiveness of leader depends on how well the leader complements the environment in which subordinates work
35
path-goal leadership styles
1. directive
2. supportive
3. participative
4. achievement oriented
36
directive =
provide structure
task oriented
37
supportive
people oriented
38
participative
encourage employee to involve in decisions beyond normal work activities
39
achievement oriented
encourage performance through challenging goals
seek improvement
40
path-goal leadership style globaal
effective leaders select the most appropriate style for each situation
41
3 factoren van leader effectiveness
employee motivation
employee satisfaction
acceptance of leader
42
contingency betekenis
eventueelheid, iets wat misschien kan gebeuren
43
pathgoal employee contingencies: skill/experience bij de 4 formen van leader behaviour
bij directive & supportive = low skill/experience needed
bij participative & achievement = high skill/experience needed
44
locus of control bij 4 leader behaviours
directive & supportive = external
participative & achievement = internal
45
environmental contingencies bij 3 leadership behaviours:
task structure
directive = nonroutine
supportive = routine
participative = nonroutine
46
environmental contingencies bij 3 leadership behaviours:
team dynamics
directive = negative norms
supportive = low cohesion
participative = positive norms
47
cohesion =
group members commitment to work together to complete their shared tasks and accomplish their collective goals
48
Leadership substitutes theory
situation either limits the leaders ability to influence employees or makes a particular leadership style unnecessary
dus situation bepaald leadership style
49
task oriented style: substitutes
performance based rewards
employee is skilled and experienced guidance from coworkers
team norms reinforce task objectives
intrinsically motivating work
employee applies self leadership
50
people oriented substitutions
supportive coworkers
employee is skilled and experienced
enjoyable work
employee uses stress coping strategies
51
transformational leadership
Communicate and model a shared vision for the team or organization and inspire followers to strive
for that vision
-> inspire followers to strive for better performance
52
leading =
change the organization to fit the environment
53
transformational leaders: change agents, inspire and motivate their followers
oke
54
managerial leaders
Managing: achieving current objectives more efficiently
- Focus is on improving efficiency, ‘get things done’
55
3 factoren van managerial leadership
- link job performance to rewards
- ensure employees have necessary resources
- support employees and guide their performance & wellbeing
56
elements (4) of transformational leadership
- build commitment to the vision
- develop and communicate a strategic vision
- model the vision
- encourage experimentation
57
create a strategic vision
- energizes the workers
- abstract future state, enable vision to remain stable
58
develop communicate the vision
frame message around purpose
shared mental model
symbols, methaphors stories (artefacts)
59
model the vision
gewoon laten zien aan employees
60
transformational leadership leidt tot...
meer:
satisfaction
performance
oorganizational citizenship behaviour
creativity
61
transformational leadership limitations
- transformational leaders are defined by success, behaviour cannot really predict that.
- universal theory: we need a contingency oriented theory, and a culturually relevant one
62
charisma and transformational leadership
is niet hetzelfde.
maar... charisma zit onder umbrella van transformational leadership
63
charisma leidt tot
attractiveness
influential and inspirational
briliant
effective communicators
64
charismatic leaders have...
emotional expressiveness
communication skills
self confidence
65
wanneer een grotere attribution van charisma?
during a crisis!!!
66
2 sides of charismatic leaders
- socialized charismatic leaders: care about followers interests
- personalized charismatic leaders: care about own interest.
67
personalized charismatic leaders doen:
- use others as a source of self-aggrandizement
- cerate dependence of their followers
68
implicit leadership theory
individuals create cognitive representations of the world, and use these preconceived notions to interpret their surroundings and control their behavior, it suggests that group members have implicit expectations and assumptions about the personal characteristics, traits, and qualities that are inherent in a leader.
dus gaat er om wat voor ideeen followers hebben over goede eigenschappen van een leader
what quacks like a duck....
69
why does the implicit theory make sense
because it is easier for us: simplifies the organization of one’s
expectations about the behavior of others
70
dominance =
given more power and influence due to perceived competence
71
leader prototype
- confidence
- dominance
- high self esteem
generalized self efficacy
- intelligence
- extraversion
- empathy
72
narcissistic leaders
overconfidence, charisma, uniqueness, dominance, high self esteem, extraversion, egocentrisim, risk taking, arrogance, exaggerates dense of self importance
lack of empathy
exploitativeness
73
leadership is a psychologically attractive account
of success and failure (even if biased)
oke
74
romance of leadership
Our tendency to attribute great successes and great failures to our leaders
75
why do we romance leadership
1. to help explain the complex and ambiguous environment (simplication)
2. to satisfy illusion of control (rational actions instead of uncontrollable natural forces)
76
fundamental attribution error
give credit or blame to a leader, rather than an external factor zoals economy
77
culture on leadership
shapes values and norms
influences decisions and actions
shapes followers prototype of effective leaders
78
some leadership styles are universal, others differ across cultures
oke
79
what is a universal leadership style
charismatic visionary
80
waar werkt participative leadership beter
in low power distance cultures
81
wie gebruiken participative leadership meer
women
82
evaluating female leaders
Still receive less positive evaluations as leader due to
prototypes and gender stereotypes
But evidence that they are good at emerging leadership
styles (coaching, teamwork, empowering)
60
83
glass ceiling
= actual and/or
perceived barrier in place within
occupational or organizational settings
that limits the upward mobility of
women with respect to pay and
promotions.
84
glass cliff
= tendency for women
to be more likely than men to be
appointed to leadership positions
that are risky and precarious.
