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27 Cards in this Set
- Front
- Back
Leadership
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Ability of an individual to influence, motivate, & enable others to contribute toward the effectiveness & success of the organizations of which they are members
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Emergence
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focus on how leaders are accepted/emerge
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Effectiveness
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focus on how individuals become successful leaders
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Positional Power
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legitimate power afforded to job
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Leadership Traits
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(1) Physical
(2) Social Background (3) Intelligence (4) Personality (5) Task-related (6) Social character |
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Behavioral Approach
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a conception that leadership is best understood in terms of the actions taken by an individual in the conduct of leading a group
(Ohio State University) |
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Two Categories of Leader Behavior (Behavioral Approach)
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(1) Task-oriented Behavior
> initiating structure > organizing & defining tasks (2) People-oriented Behavior > consideration > behaviors related to trust and respect |
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M-LBDQ
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Michigan - Leader Behavior Description Questionnaire
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Influence Tactics
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attempts to influence others
> soft & hard |
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Soft Influence Tactics
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Less pressure on follower
** more effective > Consultation > Rational persuasion > Legitimating > Inspirational appeal > Ingratiation |
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Hard Influence Tactics
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More pressure on follower
>>> less effective > Coalitions > Upward appeal > Exchange > Personal appeals |
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Leader-Member-Exchange Theory
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LMX Theory
> different relationship with each follower based on (1) competence (2) extent can be trusted (3) motivation to assume greater responsibility |
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Quality of Relationship in LMX Theory is defined by Four (4) Dimensions
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(1) personal contribution: the amount and quality of work each member contributes to goals
(2) loyalty: public support for other member (3) affect: mutual interpersonal affection (4) professional respect: acknowledging a reputation of excellence in work HIGH LMXs = in-group (beyond formal) LOW LMXs = out-group (formal) |
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Attribution Theory + LMX
Tactics |
Tactics view differenctly depending on LMX quality level
(1) Legitimization (2) Sanctions (3) Ingratiation |
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Situational Approach
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leadership is most effective when adjusted for situation & followers
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Fiedler’s Contingency Model
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The leader's ability to lead is contingent upon various situational factors, including the leader's preferred style, the capabilities and behaviors of followers and situational factors
LPC (Least Preferred Coworker) Scale HIGH = people-oriented (Moderately) LOW = task-oriented (Un/Favorable) Contingencies > Leader's Behavior > Employee's Behavior |
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Path-Goal Theory
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> leader behavior supplemental
> leader behavior hinders or facilitates the employee striving for a goal |
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Leader Behaviors (Path-Goal Theory)
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(1) supportive: expresses concern for subordinates well-being
(2) directive: leader provides standards for performance (3) participative: involve employees in decision-making (4) achievement: challenging followers, emphasizing improvements |
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Characteristics for Leaders (Path-Goal Theory)
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Task Behavior: degree of engagement in defining roles- e.g., directing, organizing, etc.
Relationship Behavior: degree of engagement with followers- e.g., communication, support, etc. |
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Characteristics of Followers (Path-Goal Theory)
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Ability: necessary KSAOs to complete task
Willingness: necessary confidence, commitment, motivation |
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Leadership Styles (Path-Goal Theory)
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(1) Delegating: followers receive responsibility for decision-making
(2) Participating: leaders share ideas & facilitate in decision-making (3) Selling: explain decisions & provide opportunity for clarification (4) Telling: specific instructions & close supervision |
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Implicit Leadership Theory
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ILT
The process… > Followers evaluate individuals > Recognize attributes in these people > Evaluate leadership on this basis |
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ILT Dimensions
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Prototypical: characteristics that fit prototype
> Sensitivity-understanding, sincere, helpful > Intelligence-educated, knowledgeable > Dedication-motivated, hard-working > Dynamism-energetic, dynamic, strong Antitypical: characteristics that go against prototype > Tyranny-pushy, manipulative > Masculinity-masculine, male |
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Substitutes for Leadership
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> job
> technology > work unity > leader |
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Transactional Leadership
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style in which leaders and followers engage in transactions
> use of promises & contingent rewards |
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Transformational Leadership
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leader tries to alter the follower's self-interest
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GLOBE Studies
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Global Leadership & Organizational Effectiveness
Universally ACCEPTED aspects of leaders: Integrity Charisma Team-oriented Excellence-oriented Universally REJECTED aspects of leaders: Loner, noncooperative Ruthless, nonexplicit, irritable, dictatorial Culture-SPECIFIC: Cunning, sensitivity Ambitious, status conscious |