Chpt. 16 Leadership

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Chpt. 16 Leadership
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2013-05-08 13:29:03
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  1. Leadership
    • -Process between leaders and followers
    • -involves social influence
    • -occurs at multiple levels in an org.
    • -focuses on goal accomplishment
  2. Leader Trait
    • physical or personality characteristic that can be used to differentiate leaders from
    • followers.
  3. Core Leader Traits (5)
    • 1)Intelligence
    • 2)Dominance
    • 3)Self-Confidence
    • 4)Level of Energy+Activity
    • 5)Task-Relevant Knowledge
  4. Implicit Leadership Theory
    • based on the idea that people have beliefs about how leaders should behave and what
    • they should do for their followers.
  5. Leadership Prototype
    • mental representations of the traits and behaviors that people believe are possessed
    • by leaders.
  6. Bad Leader Traits
    • 1)Incompetent
    • 2)Rigid
    • 3)Intemperate
    • 4)Callous
    • 5)Corrupt
    • 6)Insular
    • 7)Evil
  7. Trait Theory Takeaways
    • 1)Orgs. may want to include personality+trait assessments into selection/promotion processes
    • 2)Mgmt. development programs can be used to build a pipeline of leadership talent.
  8. Ohio State Studies: Consideration
    creating mutual respect and trust with followers
  9. Ohio State Studies: Initiating Structure
    organizing and defining what group members should be doing
  10. Behavioral Styles Takeaways
    • 1)Leader behaviors can be systematically improved/developed
    • 2)No 1 best style of leadership
    • 3)Effectiveness of particular leadership style depends on situation at hand
  11. Situational Theories
    • propose that the effectiveness of a particular style of leader behavior depends on the
    • situation.
  12. Fiedler's Contingency Theory
    • based on the premise that a leader’s effectiveness is contingent on the extent to
    • which a leader’s style fits or matches characteristics of the situation at
    • hand.
  13. Fiedler's Situational Control
    • refers to the amount of control and influence the leader has in his immediate work
    • environment
  14. 3 Dimensions of Situational Control
    • 1)Leader-Member Relations
    • 2)Task Structure
    • 3)Position Power
  15. Leader-Member Relations
    extent to which the leader has the support, loyalty, and trust of work group
  16. Task Structure
    concerned with the amount of structure contained within tasks performed by the work group
  17. Position Power
    • the degree to which the leader has formal power to reward, punish, or otherwise
    • obtain compliance from employees
  18. Path-Goal Theory
    • Describes how leadership effectiveness is
    • influenced by the interaction between four leadership styles – directive,
    • supportive, participative, achievement-oriented
  19. Contingency Factors
    Situational variables that cause one style of leadership to be more effective than another
  20. Reformulated Theory
    • 1)Leadership is more complex and involves greater variety of leader behavior
    • 2)Role of intrinsic motivation and empowerment in influencing leadership effectiveness
    • 3)Shared Leadership
  21. Transactional Leadership
    • focuses on clarifying employees’ role and task requirements and providing followers
    • with positive and negative rewards contingent on performance.
  22. Transformational Leaders
    • engender trust, seek to develop leadership in others, exhibit self-sacrifice and serve
    • as moral agents, focusing themselves and followers on objectives that transcend
    • the more immediate needs of the work group.
  23. Leader-Member Exchange Model (LMX)
    • Focuses on the quality of relationships
    • between managers and subordinates as opposed to the behaviors or traits of
    • either leaders or followers.

    • Assumes that leaders develop unique
    • one-on-one relationships with direct reports.
  24. In-Group Exchange
    • leaders and followers develop a partnership characterized by reciprocal influence,
    • mutual trust, respect and liking, and a sense of common fates.
  25. Out-Group Exchange
    • Leaders are characterized as overseers who fail to create a sense of mutual trust,
    • respect, or common fate
  26. Shared Leadership
    • dynamic, interactive influence process among individuals in groups for which the
    • objective is to lead one another to the achievement of group or organizational
    • goals or both
  27. Servant Leadership
    focuses on increasing services to others rather than to oneself less likely to engage in self-serving behaviors that hurt others

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