OB 12
28 flashcards · Other · by Daniel F.
leadership
The act of influencing a group toward the achievement of a vision or set of goals.sdfdfsdf
Trait theories of leadership
Theories that consider personal qualities and characteristics that differentiate leaders from non-leaders. eg biological characteristics, personality, intelligence
behavioural theories of leadership
Theories proposing that specific behaviors differentiate leaders from non-leaders.
Behavioral theories of leadership: Initiating structure
The extent to which leaders define and structure their roles and those of their subordinates in pursuit of goal attainment.
Behavioral theories of leadership: consideration
The extent to which a leader is likely to have job relationships characterized by mutual trust, respect for subordinates’ ideas, and regard for their feelings.
Fiedler contingency model
The theory that effective groups depend on a proper match between a leader’s style of interacting with subordinates and the degree to which the situation gives control and influence to the leader First step: least preferred coworker questionnaire (LCP) an instrument that measures whether a person is the task or relationship oriented. Second step: asses the situation in terms of three contingency or situational dimensions leader member relations - the degree of confidence, trust, and respect sub…
Situational leadership theory SLT
contingency theory that focuses on followers readiness, or the extent to which they are willing and able to accomplish a specific task.
Path goal theory
the theory that states that it is the leaders job to assist followers by providing the necessary resources to achieve their goals, to ensure that the path to accomplishing these goals is understandable or clear, and to reduce any roadblocks that may be making goal accomplishments difficult. Directive leadership yields greater employee satisfaction when tasks are ambiguous or stressful than when they are highly structured and well laid out. Supportive leadership results in high employee performa…
Leader participation model
a leadership theory that provides a set of rules to determine the form and amount of participative decision-making in different situations. Does not cover all behaviours are recommending what types of decisions might be best to make.
Leader member exchange (LMX) theory
a theory that suggests leaders and followers have unique relationships that vary in quality these followers comprise ingroups and outgroups. Subordinates with ingroup status will likely have a higher performance rating, less turnover, and greater job satisfaction.
Charismatic leadership theory
a leadership theory that states that followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviours. Leaders have a vision are willing to take personal risk to achieve a vision are sensitive to followers needs are extroverted agreeable Stress enhances charismatic leadership
Vision
A long-term strategy for attaining a goal or goals.
Vision statement
a formal articulation of an organisations vision and mission.
Transactional leaders
Leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements, allocating rewards and punishment where needed, and (passively or actively) intervening when the situation calls for it
Transactional leaders and Transformational leaders
Full range of leadership model
A model that depicts seven leadership styles on a continuum:
transformational leadership is, in general, effective for five reasons
TRANSFORMATIONAL VERSUS TRANSACTIONAL LEADERSHIP
Transformational leadership builds on transactional leadership. Transformational leadership is more important for group performance, OCB, where is transactional leadership is more important for a leader effectiveness , follower performance, and follower job satisfaction
TRANSFORMATIONAL VERSUS CHARISMATIC LEADERSHIP
Charismatic leadership plays a somewhat more emphasis on the way leaders communicate while transformational leadership focuses more on what they are communicating
EVALUATION OF TRANSFORMATIONAL LEADERSHIP
In general organisations perform better than they have transformational leaders. But transformational leaders are often manipulative, surveys are not accurate
Authentic leaders
Leaders who are self- aware and anchored by their mission, consider others' opinions and all relevant information before acting, and display their true selves when interacting with employees. Authentic leadership strongly projects outcomes such as group performance ,OCB, LMX... also authentic leaders can inspire their employees to do better. Transformational and authentic leadership are extremely similar in practice but authentic leadership is more important for explaining team performance
(Un)ethical leadership
The idea that leaders serve as ethical role models to followers, and thus demonstrate appropriate (or inappropriate) behavior by using their power in (un)ethical ways and/or by treating others fairly (or unfairly).
Servant leadership
A leadership style marked by going beyond the leader's own self-interest and instead focusing on opportunities to help followers grow and develop.
Trust
A psychological state of mutual positive expectations between people—both depend on each other and are genuinely concerned for each other’s welfare. Trust encourages taking risks trust facilitates information sharing trusting groups are more effective trust enhances productivity.
Characteristics that lead us to believe a leader is trustworthy
integrity - honesty and truthfulness benevolence - the trustees person has your interest at heart even if your interests are not necessarily in line with theirs ability - encompasses an individuals technical and interpersonal knowledge and skills
Trust propensity
how likely an employee is to trust a leader
Mentor
A senior employee who sponsors and supports a less-experienced employee, called a protégé.
Neutralizers
Attributes that make it impossible for leader behavior to make any difference to follower outcomes