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71 Cards in this Set
- Front
- Back
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Trait Approach -
BASIC PREMIS OF TRAIT APPROACH |
This takes into account the fact that there are basic personality traits
(e. g. intelligence or achievement motivation) which have a demonstrable causal link with professional success. Integrity tests are an example of a selection process designed according to this approach. |
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Trait Approach -
THE 5 CENTRAL TRAITS ACCORDING TO NORTHHOUSE |
Intelligence
Self- confidence integrity determination sociability |
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Trait Approach
The Big 5 Personality Traits |
Openness
Conscienciousness extraversion agreeableness neuroticism |
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Openness
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BIG 5
Change agent - lioness When i go to a new restaurant, i order foods i haven't tried |
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Conscioentiousness
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BIG 5
Credibile and conrorming I am dependable: when i say i will do something it is done well and on time I come through for people |
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Extraversion
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BIG 5
Dominant / want to be in charger I step forward and take charge in leadership situations I enjoy competing and winning |
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Agreeableness
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BIG 5
Easy Going / Compassionate / Friendly I try to see things from other peoples views I enjoy working with others |
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Neuroticism
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BIG 5
Calm and stable under pressure I have good self control I don't get emotional and angry and yell I am an OPTIMSITIC person LOVE NEUROTICISIM |
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OCEAN
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Openneess
Conscientious Extraversion Agreeableness Neuroticism |
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Skills Approach
Basic Premise of the Skills Approach |
What the leader is capable of:
3 skills |
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Trait theory
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all about who the leader is
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Skills Approach
Katz's 3 Skill Approach, what are they!? |
Technical Skills:
Human Skills: Conceptual Skills: |
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Skills Approach
Katz 3 Skills: Technical Skills: |
Methods, Processes, Procedures
ability to use tools ability to operate equipment who can fix my computer |
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Skills Approach
Katz 3 Skills: Human Skills: |
interpersonal preocessess
members attitudes memgers motives communication skills cooperation who was the leader in the discussion |
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Skills Approach
Katz 3 Skills: Conceptual Skills: |
Analyze situation
think logically combine concepts and ideas into workable relationships who lives to solve puzzles |
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Skills Approach
Most important at lower levels?? Most important at higher levels?? Remain Relatively constant?? |
Most important at lower levels??
Technical Skills Most important at higher levels?? Conceptual skills Human Skills remain relatively constant |
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SEE CHART
MUMFORDS SKILLS MODEL OF LEADERSHIP |
SEE CHART
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Style Approach
Basic premise of Style Approach??? |
Style Approach emphaizes the behavior of the leader.
Focus's exclusively on what leaders do and how they act |
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Style Approach
2 foundational leadership behaviors?? |
Task Behaviors: Task behaviors facilitate goal accomplishment
Relationship Behaviors: Relationship behaviors help subordinates feel comfortable with themselves, with each other, and with the situation in which they finds themselves. |
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Style Approach
What are the 5 leadership styles included in Blake and Mouton's Leadership Grid. |
Authority Compliance (9,1)
Country-Club Management (1,9) Impoverished Management (1,1) Middle of the road Management (5,5) Team Management (9,9) |
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Style Approach
Blake and Mouton's Leadership Grid. Country Club Management |
1,9
Thoughtful attention to the needs of the people for satisfying relationships leads to comfortable, friendly orgnazition atmosphere and work tempo |
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Style Approach
Blake and Mouton's Leadership Grid. Impoverished Management |
1,1
Exertion of minimum effort to get required work cones as appropriate to sustain organization membership |
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Style Approach
Blake and Mouton's Leadership Grid. Team Management |
9,9
Work accomplishment is from committed people, interdependence through common stake in organization purpose leads to relationships of trust and respect |
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Style Approach
Blake and Mouton's Leadership Grid. Middle of the road management |
5,5
Adequate organization performance is possible through balancing the necessity to get work out while maintaing morale of people at a satisfactory level |
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Style Approach
Blake and Mouton's Leadership Grid. Authority compliance Management |
9,1
Efficiency in operations results from arranging conditions of work in sun a way to human elements interfere to a minimum degree |
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Leader Continuum
The 5 leadership styles within Tannenbauen and Schmidts leadership continuum |
Authoritative - TELLS - leader knows the problem, knows all the solutions, leader tells the group what when and how to do the project
Political - Sells - Leaders knows the problem, the solution, MOTIVATES the group to do what the leader wants, Still making decision seen as teem player EVALUATE - Tests - knows problems, solutions, asked the group what they think about the solutions , leader picks the solutions Participate - Consults - leader knows problem, asks group what ideas are for solution, leader makes decision. Lassez-Faire - Joins- leader doesn't know the problem, members define the problem, members cease solutions, members decide what to do |
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Leader Continuum
The 5 leadership styles within Tannenbauen and Schmidts leadership continuum /// Which are most LEADER-CENTERED?! Which are most GROUP-CENTERED?! |
LEADER CENTERED?! - Authoritative
GROUP CENTERED?! - Laissez Faire |
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Servant Leadership
What is Servant Leadership |
servant leadership is a paradox - an approach to leadership that runs counter to common sense /
SERVANT LEADERSHIP IS AN APPROACH FOCUSING ON LEADERSHIP FROM THE POINT OF VIEW OF THE LEADER AND HIS OR HER BEHAVIORS. |
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Servant Leadership
The four components of Green leafs servant leadership model Personal Outcomes: |
Healthier
Wiser Freer, more autonomous Service Orientation |
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Servant Leadership
Describe the 10 Characteristics of Servant leaders |
1. Listening - Communication between leaders and followers is an interactive process that includes sending and receiving messages
2. Empathy - Standing in the shoes of another person and attempting to see the world front hat persons point of view 3.Healing - to make whole. servant leaders care about the personal wellbeing of their followers 4. Awareness - makes leaders acutely attuned and receptive to their physical social and political environments 5. Persuasion - is clear and persistent communication that convinces others to change 6. Coceptualization - refers to an individuals ability to be a visionary for an organization providing a clear sense of its goals and direction. 7. Foresight - Encompasses a servant leaders ability to know the future 8. Stewardship - taking responsibility or the leadership role entrusted to the leader 9. Commitment to the growth of the people - treating each follower as a unique person with intrinsic value that goes beyond his or her tangible contributions to the organization 10. Building Community - servant leadership fosters the development of community |
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Servant Leadership
Describe the 5 steps to becoming a servant leader |
Conceptualizing
EMotional healing putting followers first helping followers grow and succeed behaving ethically empowering creating value for the community |
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LOOOOK IN THE BOOKKKKKK
servant leadership model |
LOOOOK IN THE BOOKKKKKK
servant leadership model |
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Culture and Global Leadership Skills
Define Culture: |
Culture consists of the beliefs, behaviors, objects, and other characteristics common to the members of a particular group or society.
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Culture and Global Leadership Skills
Define Ethnocentrism : |
belief in the superiority of one's own ethnic group.
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Culture and Global Leadership Skills
Define Prejudice: |
Preconceived opinion not based on reason or experience.
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Culture and Global Leadership Skills
9 Dimensions of Culture Uncertainty Avoidance |
This dimensions refers to the extent to which a society, an organization, or a group relies on established social norms, rituals, and procedures to avoid uncertainty
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Culture and Global Leadership Skills
9 Dimensions of Culture Power Distance |
This refers to the degree to which members of a group elect and agree that power should be shared unequally
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Culture and Global Leadership Skills
9 Dimensions of Culture Institutional Collectivism |
this describes the degree to which an organization or a society encourages institutional or societal collective action.
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Culture and Global Leadership Skills
9 Dimensions of Culture In-Group Collectivism |
This refers to the degree to which people express pride, loyalty, and cohesiveness in their organizations or families
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Culture and Global Leadership Skills
9 Dimensions of Culture Gender Egalitarianism |
This measures the degree to which an organization or a society minimizes gender role differences and promotes gender equality
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Culture and Global Leadership Skills
9 Dimensions of Culture Assertiveness |
This refers to the degree to which people in a culture are determined, assertive, confrontational, and aggressive in their social relationships
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Culture and Global Leadership Skills
9 Dimensions of Culture Future Orientation |
This refers to the extent to which people engage in future - orientated behaviors such as planning, incrusting in the future, and delaying gratification
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Culture and Global Leadership Skills
9 Dimensions of Culture performance orientation |
This describes the extent to which an organization or a society encourages and rewards group members for improved performance and excellence
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Culture and Global Leadership Skills
9 Dimensions of Culture Humane Orientation |
This refers to the egree to which a culture encourages and rewards people for being fair, altruistic, generous, caring and kind to others.
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Culture and Global Leadership Skills
9 Dimensions of Culture |
SHANFMNAE
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Culture and Global Leadership Skills
Universally desirable attributes and universally undesirable attributes out of GLOBE PROJECT |
Charismatic/value based leadership - ability to motivate
Team - orientated leadership - team building, common purpose Participative leadership - Leaders involve others making decisions Humane - Orientated leadership - being supportive, considerate, compassionate Autonomous leadership - Being independent and individualist leadership Self-Protective Leadership - ensure safety |
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Team Leadership
What is a Team?! Characteristics of an Effective Team? |
Teams have an applied function within an organizational context. a team has specified roles for its member with exquisite knowledge and skills to perform these roles
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Team Leadership
Groups VS teams |
All teams are groups / not all groups are teams
Effective team has Accountability / has a specific purpose Team why ? Productivity and Efficiency 50% of all and 80% of companies with 100+ employees have teams |
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Team Leadership
What are the Internal and ExternalLeadership actions identified in the Hill Model INTERNAL |
Goal focusing
structuring for results facilitating decisions training maintaining standard //////////////////////////////// Coaching collaborating Managing conflict building commitment satisfying needs modeling principles |
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Team Leadership
What are the Internal and ExternalLeadership actions identified in the Hill Model EXTERNAL |
EXTERNAL
Networking advocating negotiating support buffering assessing sharing information |
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Team Leadership
What are the 3 leadership decisions identified in the hill model? |
1. Monitor or take action
2. Task or Relational 3. Internal or External |
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Team Leadership
What are the 2 determining factors to team effectiveness within the Hill Model? |
Performance
and Development |
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Team Leadership
READ MOREE |
Team Leadership
READ MOREE |
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Theory X / Theory Y Perspectives
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THEORY X
The average human has an inherent dislike of work because of this most people must be controlled or ___what? The average human prefers to be dire red wants to avoid responsibility THEORY Y Expenditure of physical work and mental is natural as play People seek responsibility Demanding - requires employees to have large responsibility |
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Path Goal Theory
What is the goal of the leader? |
the goal of the leader is to enhance employee performance and employee satisfaction by focusing on employee motivation
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Path Goal Theory
What are the 4 leader behaviors |
Directive
Supportive Participative Achievement oriented |
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Path Goal Theory
What are the 4 subordinate characteristics |
needs for affiliation
preferences for structure desires for control and self-perceived level of task ability |
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Path Goal Theory
what are the three task characteristics |
the design of the subordinates task
the formal authority system of the organization and the primary work group of subordinates |
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Path Goal Theory
what leader style best matches different subordinate and task characteristics |
Directive - ambiguous, unclear rules, complex
supportive - repetitive, unchallenging, mundane participative - ambiguous, unclear, unstructured Achievement orientated - ambiguous, challenging, complex |
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Sources of Power
What are two types of power? |
Personal
and Position |
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Sources of Power
What are the seven power bases we discussed |
Referent
expert legitimate reward coercive information correction |
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Sources of Power
Which bases belong to Personal Power |
Referent
expert |
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Sources of Power
Which bases belong to Position Power |
legitimate
reward coercive information correction |
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Sources of Power
Which bases belong to both Personal and Positional Power |
Information and Correction
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Sources of Power
What are the 3 outcomes of power |
Commitment
Compliance resistance |
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Leader-Member Exchange LMX
What is the basis of LMX |
LMX conceptualizes leadership as a process that is centered on the interactions between leaders and followers.
Makes the dyadic relationship between leaders and followers the focal point of the leadership process |
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Leader-Member Exchange LMX
How did researchers treat leaderships prior to LMX? |
researches focused on the naure of the vertical linkages eaters formed with each of their followers. A leads relationship to the work unit as a whole was viewed as a series of vertical dyads VDL
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Leader-Member Exchange LMX
What is an In Group? What is an Out Group? |
In Group - Subordinates who are interested in negotiating with the leader what they are willing to do for the group can become a part of the ungroup.
Out-group - if subordinates are not interested in taking on new and different job responsibilities they become part of the out group |
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Leader-Member Exchange LMX
What are the 3 phases in leadership making? |
1. The stranger phase - Interactions are generally rule bound. Rely on contractual relationships
2. the acquaintance phase - begins with off by leader for improved career oriented social exchanges. Sharing more personal or work info. 3. the mature partnership phase - Marked by high quality leader member exchanges. High degree of mutual trust, respect and obligation toward each other |
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Transactional and Transformational Leadership
What is Transformational leadership? |
a process that changes and transforms people
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Transaction and Transformational Leadership
\ \CHPTER 9 |
Transaction and Transformational Leadership
\ \CHPTER 9 |
