FBLA Organizational Leadership – Flashcards
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Leadership Definition
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influencing process of leaders & followers to achieve organizational objectives through change
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5 Elements of Leadership
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1. leaders, followers 2. influence 3. organizational objectives 4. People 5. Change
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Leaders- Followers
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leadership is shared
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Influence
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leader communicating ideas, granting acceptance of them, & motivating followers to support and implement ideas through change
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Organizational Objectives
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effective leaders influence followers to accomplish SHARED OBJECTIVES
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Change
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influencing and setting objectives is about change
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People
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leadership is about leading people through relationships
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3 Managerial Leadership Skills
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Technical Skills Interpersonal Skills Decision Making Skills **Need based on managment level
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Technical Skills
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ability use methods and techniques to perform a task
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Interpersonal Skills
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ability understand, communicate, and work well w/ individuals and groups developing effective realtionships
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Decision Making Skills
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ability conceptualize situations & select alternatives to solving problems and take advantage of opportunities
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Managerial Role Categories
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Interpersonal Informational Decisional
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Interpersonal Leadership Roles
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leader, figurehead, liaison (close relationship w/ others)
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Informational Leadership Roles
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Monitor Spokesperson Desseminator (gathering info before spreading it)
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Decisional Leadership Roles
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Entrepreneur Negotiator Disturbance-handler Resource-allocator
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Levels of Analysis of Leadership Theory
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Individual Level Group Level Organizational Level
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Individual Level Analysis
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aka Dyadic Process ; group and organizational performances based on INDIVIDUAL PERFORMANCE
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Group Level Analysis
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aka Group Process ; productive groups means productive individuals and organizations
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Organizational Level Analysis
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aka Organizational Process ; focus on organization; working for winning organizations motivates individuals to perform at their best to stay on top
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Leadership Theory
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explanation of aspect of leadership; theories have practical value bc used to better understand, predict, and control successful leadership
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Leadership Theory Classifications
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Trait, behavioral, contingency, integrative
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Leadership Paradigm (model)
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shared mindset that represents fundamental way of thinking about, perceiving, studying, researching, and understanding leadership
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Leadership Trait Theories
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explain distinctive characteristics accounting for leadership effectiveness
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Behavioral Leadership Theories
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explain distinctive styles used by effective leaders or to define the nature of their work
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Contingency Leadership Theories
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explain appropriate leadership style based on leader, followers, & situation
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Management to Leadership theory paradigm (model)
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shift from autocratic management style to newer participative leadership style of managment
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EMB - Evidence-Based Management
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decisions and organizational practices based on best available SCIENTIFIC EVIDENCE
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Traits
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distinguishing personal characteristics
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Personality
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combination of traits that classifies an individual's behavior -help explain and predict others behavior or job performance
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Personality Profiles
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identify individuals' stronger and weaker traits -use increase self awareness
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Big 5 Model of Personality
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categorizes traits into dimensions of 1. surgency, 2. agreeableness, 3. adjustment, 4. conscientiousness, 5. openness to experience
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Agreeableness Personality Dimension
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traits of sociability & emotional intelligence
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Adjustment Personality Dimension
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traits of stability & self-confidence
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Surgency Personality Dimension
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dominance, extraversion, & high energy with determination
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Conscientiousness Personality Dimension
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traits dependability & integrity
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Openness-to-Experience Personality Dimension
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traits of flexibility, intelligence, & internal locus of control ( he/she can influence events & their outcomes)
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Achievement Motivation Theory
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explain & predict BEHAVIOR and PERFORMANCE based on person's need for achievement power and affiliation (Conscientiousness, Surgency, Agreeableness)
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Leader Motive Profile Theory
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explain & predict leadership SUCCESS based on person's need for achievement, power, affiliation
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Leader Motive Profile (LMP)
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??a motivational configuration found to contribute to leader performance in traditional bureaucratic organizations
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Attitudes
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-positive & negative feelings about people things & issues -being pos or neg = CHOICE
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Douglas McGregor
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Theory X & Theory Y classified assumptions/belief systems
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Theory X & Theory Y
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explain and predict leadership behavior & performance based on leader's attitude about followers
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Pygmalion Effect
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leaders' attitudes towards and expectations of followers, & treatment of them, explain and predict followers' behavior and performance -expectations states as objectives and standards
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Self-Concept
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positive and negative attitudes people have about themselves
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Self-Efficacy
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belief in own capability to perform in specific situation
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Ethics
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-standards of right and wrong that influence behavior -leaders set ethical climate & responsible for employee behavior
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Ethical Behavior
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- direct link to performance and being effective leader - Unethical --> big fines, reputation damage, imprisonment, financial damage
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Moral Development
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understanding right from worn and choosing to do right thing
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3 Levels Moral Development
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Postconventional Conventional Preconventional
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Moral Justification
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- thinking process rationalizing unethical behavior
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Golden Rule
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Lead others as you want to be led
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4-Way Test
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Is it the truth? Is it fair to all concerned? Will it build goodwill & better friendship? Will it be benefited to all concerns? ***CODE OF ETHICS/CONDUCT***
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Leadership Behavior Research
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from trait theory paradigm to BEHAVIORAL THEORY paradigm -what leader says and does ****NO 'one' best style
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Leadership Style
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combo of traits, skills, behaviors leaders use when interact w/ followers
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Autocratic Leadership Style
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makes decisions, tells employees what to do and closely supervises workers
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Democratic Leadership Style
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participation in decisions, allows group determine tasks, not closely supervise
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University Michigan Leadership Model
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2 Leadership styles: Job-centered & Employee-Centered
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Job-Centered Leadership Style
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scales measuring goal emphasis and work facilitation
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Employee-Centered Leadership Style
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scales measuring supportive leadership and interaction facilitation
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Ohio State University Leadership Model
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FOCUS ON TASK & FOCUS PEOPLE 4 leadership styles: 1. low structure high consideration 2. high structure high consideration 3. low structure low consideration 4. high structure low consideration
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Motivation
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anything affects behavior in pursuing a certain outcome
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Motivation Process
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people go from need to motivate to behavior to consequence to satisfaction or dissatisfaciton
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Process Motivation Theories
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focus on understanding how people choose behavior to fulfill their needs ***How employees choose behavior to fulfill needs?**
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Content Motivation Theories
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focus on explaining and predicting behavior based on people's needs ***What needs do employees have that should be met at job?***
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Reinforcement Theory
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proposes that though consequences for behavior, people will be motivated to behave in predetermined ways
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Hierarchy of Needs Theory
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people are motivated through 5 levels of needs: 1. Physiological Needs- basic needs 2. Safety Needs - safety and security 3. Belongingness Needs - social needs 4. Esteem Needs - focus on ego, status, self respect 5. Self-Actualization - reach one's full potential
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2 Factor Theory
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people are motivated by motivators rather than maintenance factors
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Maintenance Factors
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extrinsic motivators (driven by external motivation) & include: pay, job security, working conditions, realtionships
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Motivators
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intrinsic motivators (internal rewards) & include: achievement, recognition, challenge, advancement **better motivators
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Acquired Needs Theory
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people are motivated by their need for achievement, power & affiliation
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Motivating Employees (based acquired needs theory)
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high n Ach --> (achievement) give challenging tasks w/ clear objectives high n Pow -->(power) let plan and control their jobs as much as possible high n Aff --> (affiliation) let work as a team
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Equity Theory
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-people are motivated when their perceives inputs = outputs -when inequity employee attempt correct balance - equity is based perception -reward equitably -reward high performance
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Expectancy Theory
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people motivated when believe can accomplish the task, will get reward, & reward are worth the effort --> MOTIVATION
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Goal-Setting Theory
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specific difficult goals motivate people
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Writing Objectives Model
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To + action verb + singular, specific measurable result to be achieved + target date
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Objectives criteria
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-singular result -specific -measurable -target date -difficult but achievable -participateively set -Commitment
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Reinforcement Theory
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B.F. Skinner managers must understand relationship between behaviors and consequences & arrange the possibility that reinforce the desired behaviors **What can managers do get employees to behave in ways that meet organizational objectives?*
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Types Reinforcement
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**Positive --> attractive consequences **Avoidance --> aka negative; employee avoid neg consequence **Extinction--> withhold reinforcement when behavior occurs **Punishment --> undesirable consequence
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Guidelines for Using Reinforcement
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-set clear objectives -select appropriate reinforcement - select appropriate reinforcement schedule - don't reward poor or mediocre work - look for positives and give praise - give sincere praise daily - do things for employees instead of to them
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Giving Praise Model
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1. tell exactly what was done correctly 2. tell why behavior important 3. stop for moment silence 4. encourage repeat performance
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Leadership Model
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example for emulation or use in a given situation
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Contingency Leadership Model
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determine if person's style is task-or relationship-oriented, & if situation matches leader's style to maximize performance -Fred E Fiedler--> reflection of personality and behavior and styles are consistent
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Task- Motivated Leadership
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gain satisfaction from task completion
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Relationship Motivated Leadership
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gain satisfaction through forming and maintaining relationships with followers
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Situational Favorableness
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degree to which situation allows leader to exert influence over followers 1. leader-member relation -> better relations more favorable 2. task structure --> structured jobs favorable 3. Position Power --> more power more favorable
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Boss
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based on personality and behavior some autocrats, some participative
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Subordinates
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the more willing/able followers are to participate, the more particiaption should be used - vica versa
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Situation (time)
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size, etc of organization is considered, time is needed for participation
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Leadership Continuum Model
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determine which of the 7 styles to select, based on the use of boss-centered versus subordinate-centered leadership, to meet the situation (boss, subordinates, situation/time) to maximize performance
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Path-Goal Leadership Model
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used to select leadership style (directive, supportive, participative, or achievement-oriented) appropriate to situation (subordinate, environment) to maximize both performance and job satisfaction.
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Situational Factors---Subordinate
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1. Authoritarianism --> extent employees defer to others 2. Locus of control --> (point of control) employees believe they control goal achievement (internal) or its controlled by others (external) 3. Ability --> extent employees' ability to perform tasks to achieve goals
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Environmental Situational Factors
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1. Task Structure -- extent of job repetitiveness 2. Formal Authority --extent of leader's position power 3. Work Group -- extent coworkers contribution to job satisfaction or relationship between followers
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Path-Goal Leadership Styles
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1. Directive (high structure) 2. Supportive (high consideration) 3. Participative (include employee) 4. Achievement-Oriented (set achievable but difficult goals)
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Normative Leadership Model
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time driven, development-driven decision tree enables user select 1/5 styles
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Leadership Participation Styles
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1. Decide --make decision and announce it 2. Consult Individually --individually tells followers prob and gets suggestions and decides 3. Consult Group -- hold group meeting gets suggestions and decides 4. Facilitate -- group meeting seeking participation without pushing his/her ideas 5. Delegate -- lets group diagnose and make decision
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Power
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leader's POTENTIAL influence over followers -delegated -derived **7 Powers**
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Legitimate Power
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user's position power given by organization - participative management & empowering employees -rational persuasion
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Reward Power
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user's ability to influence others w/ something of value to them -employees rewarded for doing something
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Coercive Power
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involves punishment & withholdings of rewards to influence COMPLIANCE - pressure influencing tactic -maintaining discipline and enforcing rules -be persistent; don't make rash threats; gain authority to use punishment and withhold rewards
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Referent Power
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user's personal relationships w/ others **Personal appeals influencing tactic** - appropriate toward people w/ weak or no position power - develop people skills; work at relationships w/ managers and peers
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Expert Power
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user's skill and knowledge **Rational Persuasion Influencing Tactic** - new managers rely on employees' expertise - increase training; keep up w/ tech; attend trade meetings
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Information Power
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user's data desired by others **making rational persuasion or inspirational appeals** - info flow through; know what going in organization; develop network info sources
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Connection Power
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user's relationships w/ influence people **coalition influencing tactic when persuading -political strategy** - Looking for job or promotion - expand network; join "in-crowd"; get people KNOW YOU
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Politics
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process gaining and using power -neither good nor bad -
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Networking
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developing relationships for purpose of socializing and politicking
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Reciprocity
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creating obligations and developing alliances & using them to accomplish objectives **use coalition and get others to join you
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Networking Process
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1. self assessment and set goals 2. create 1 min SELF SELL (summarize history and career plan and asks question) 3. develop network 4. conduct networking interviews 5. maintain Network
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Oral Message-Sending Process
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1. develop rapport (understanding) 2. state objective 3. transmit message 4. check receiver's understanding 5. get commitment/follow up
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Communication
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process of conveying info and meaning - true comm. = all parties understand message(info) from same perspective (meaning)
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Message-Receiving Process
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LISTENING, analyzing, checking understanding (giving feedback)
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Feedback
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verifying messages and determining if objectives are met -Use paraphrasing -open to feedback
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Coaching
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giving motivational feedback to maintain & improve performance
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Job Instructional Training ( JIT )
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1. Trainee receives preparation 2. trainer presents task 3. trainee performs task 4. trainer follows up
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Coaching feedback
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good supportive relationship, specific and descriptive, not judgmental criticism ***not criticism
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Attribution Theory
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process managers use in determining reasons for effective or ineffective performance and deciding what to do
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Performance Theory
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Performance = Ability + Motivation + Resouces
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Mentoring
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form coaching; experienced manager helps less experienced protege - provide good advice and develop leadership skills
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Conflict
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people in DISAGREEMENT & OPPOSITION
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Psychological Contract
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unwritten expectations of each party in relationship - unaware until unmet Broken --> Conflict arises
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Avoiding Conflict Style
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passively ignore not resolves it KEEPS RELATIONSHIP NO RESOLUTION - trivial conflict; stake nor high; would damage relationship; time is short and emotions high
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Accommodating Conflict Style
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Passively gives in to other party KEEPS RELATIONSHIP COUNTERPRODUCTIVE - enjoys following; keeping relationship is priority ; changes not important; time limited
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Forcing Conflict Style
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Aggressive behavior to get their way BETTER DECISIONS IF FORCER CORRECT OVERUSE --> HOSTILITY - unpopular action used; commitment not crucial ; maintaining relationship not critical; conflict resolution URGENT
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Negotiating Conflict Style
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attempts assertive, GIVE-TAKE concessions COMPROMISING CONFLICT RESOLVED QUICKLY SUBPAR DECISIONS -issues complex and critical; equal power and diff solutions; solution be temporary ; time short
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Collaborating Conflict Style
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seeks joint resolution w/ best solution for all PROBLEM SOLVING LEAD BEST SOLUTION TIME CONSUMING - sub-optimization; group goal comes first and members collaborate; maintaining relationships important; time available; peer conflict
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BCF Model
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describes conflict in terms BEHAVIOR CONSEQUENCES FEELINGS ***try compromise
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Mediator
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neutral 3rd party helps resolve conflict
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Arbitrator
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neutral 3rd party makes binding decision to resolve conflict
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Dyad
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individualized relationship between leader and each follower in work unit
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Dyadic Theory
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exchange relationship which develops bw leader and follower over time during role-making activities
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In- Group
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followers w/ strong social ties to leader in supportive relationship characterized by high MUTUAL TRUST, RESPECT, LOYALTY, INFLUENCE
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Out-Group
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Followers w/ few/no social ties ; strictly TASK CENTERED RELATIONSHIP by low exchange and top-down influence
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Leader-Member Exchange (LMX)
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quality of exchange relationship b/w leader and follower - quality varies (depends interpersonal relationship) ***BIAS TOWARD FOLLOWERS
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Organizational Citizenship Behavior (OCB)
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discretionary individual behavior, not recognized by forma reward system; promotes effective functioning of organiation
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Social Identity
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degree which members form close social ties w/ group and how it influences interactions w/in and b/w group members
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Impression Management
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follower's effort to project favorable image to GAIN immediate BENEFIT or IMPROVE long-term RELATIONSHIP w/ leaders -performance driven motive - Impressions driven motive
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Ingratiation
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effort appear: supportive, appreciative, respectful
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Self Promotion
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effort appear: competent and dependable
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Social Capital
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set resources that help structure of relations b/w members of group ; HELP GET AHEAD
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Followership
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behavior of followers as result of leader-follower mutual relationship ****follower = under DIRECT INFLUENCE & AUTHORITY of leader
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Alienated Follower
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low involvement & high critical thinking (cheated of exemplary work)
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Conformist Follower
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high involvement & low critical thinking *** "YES PEOPLE" ***
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Passive Follower
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neither high on critical thinking nor involvement ***DON'T GET INVOLVED***
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Effective Follower
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High Critical Thinking & Involvement ***Courage take risks for organization ***
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Pragmatic Follower
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little all 4 style DEPENDS which style fits SITUATION ** work the system to get things done ** **disadvantage "playing political games" ***
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Effective Follower
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-execute leader's decisions -raise issues about unethical decisions - High Self-Efficiency (belief in capabilities)
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Locus of Control
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b/w external (fate) & internal (master of own destiny) belief over who has control of own destiny
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Delegation
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assigning responsibility & authority for accomplishing objectives -consider task, time, requirement, follower's characteristics -short time; followers desire; task match skills - ALLOWS PROSPER
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Group
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collection individuals interact to share info & make decisions that enable each member perform in each area of responsibility
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Team
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unit of interdependent individuals w/ complementary skills who committed to COMMON PURPOSE and set of performance goals and expectations -INCREASE PRODUCTIVITY & PROFITS (more output) - EMPOWERMENT
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Teamwork
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understanding and commitment to common goal on part of all team members
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Social Loafing
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conscious (& un-) tendency of some to avoid responsibility by w/holding effort toward team goals when not individually accountable for their work #LAZY
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Groupthink
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members of group agree on decision not on basis of merit but bc LESS willing RISK REJECTION for questioning majority views or presenting dissenting opinion #FITTING IN
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Benefits Teamwork
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-Synergistic benefits (working together) -help avoid errors - more opportunities new ideas - feel empowered -feel job satisfaction
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Teamwork Limitations
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-pressure to CONFORM -social loafing -groupthink -highly cohesive groups--> CONFLICT
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Team-Member Exchange (TMX)
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team member's social exchanges w/ peers of mutual exchange of ideas, support, camaraderie, feedback
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Team Effectivness
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1. Task Performance (output meets expectations) 2. Group Process (degree interact to work well) 3. Individual Satisfaction (group experience > frustrating members)
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Team Learning
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collective acquisition, combination, creation, sharing knowledge
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Team Norms
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acceptable standards of behavior shared by members
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Team Cohesion
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extent to members band together and remain committed to goal
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Functional Team
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employees in same functional department who have COMMON OBJECTIVE
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Cross-Functional Team
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members different departments who together to perform tasks to create new or non-routine products/services
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Virtual Team
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members geographically dispersed, making work through electronic means (minimal face to face)
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Self-Managed Teams (SMTs)
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autonomous teams whose members share/rotate leadership responsibilities and hold mutually responsible for performance set by top management -team not individual accountability -DISTRIBUTED LEADERSHIP (according to expertise or interest)
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Advantage Team-Centered Decision Making
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-improve decision quality -improve individual quality -shifts decision making away leader -higher commitment in memebers
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Disadvantages of Team-Centered Decision Making
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-time consuming -self-serving -decision= poor compromise and not whats optimal - leaders may want keep decision power -members resist taking responsibility
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SMT Facilitator
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external leader, create optimal working condition so team members take responsibilities to work productivity and solve complex probs on own
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Max Weber
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socialist; charismatic leaders = vision that spurred followers to action
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Vision
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ability imagine different and better conditions and ways to acheive
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Charisma
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social construct bw leader and follower -- leader offers transformative vision/ideal which exceeds status quo and CONVINCES FOLLOWERS to accept not bc rational likelihood of success but bc implicit BELIEF in EXTRAORDINARY QUALITIES of LEADER **pos or neg lies in values and motives of leaders***
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Effects Charismatic Leaders on Followers
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-sense trust and bond -unconditional acceptance - self confidence and self efficiency -increase organizational citizenship empowerment -assume greater risk -loyalty and obedience to leader -set/aim higher goals -align beliefs values etc w/ leader's
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Socialized Charismatic Leader (SCL)
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possesses egalitarian (believe ALL are EQUAL), self-transcendent, empowering personality; uses charisma for BENEFIT OTHERS
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Personalized Charismatic Leader (PCL)
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dominant, SELF-CENTERED, self aggrandizing, NARCISSISTIC personality; use charisma SELF-GLORIFICATION
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Transformational Leadership
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seek change status quo by articulating followers the probs in current system and compelling vision of what new organization could be -COLLECTIVE INTERESTS -IMPROVE CREATIVITY and QUALITY decision -VISION ORIENTED
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Transactional Leadership
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MAINTAIN STABILITY w/in organization through regular economic and social exchanges that achieve specific goals for both leaders and followers -VALUES STABILTIY -TASK-REWARD oriented
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Qualities Effective Charismatic and Transformational Leadershop
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-vision -superb communication skills -self confidence &moral conviction -ability inspire trust -high risk orientation -high energy & action orientation -achievement orientation -ability empower followers -self promoting personality
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" 4 I's " of leadership behavior dimensions
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1. Idealized Influence (infuse followers w/ idealism) 2. Inspiration Motivation 3. Individual Consideration (mentors) 4. Intellectual Stimulation (inspire to solve creatively)
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Value Based Leadership
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1. Stewardship 2. Servant Leadership
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Stewardship
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EMPLOYEE_FOCUSED empowers followers make DECISION and have CONTROL over their jobs ***EQUALITY*** *coach followers to lead*
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Servant Leadership
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SELF-INTEREST to SERVE NEEDS of OTHERS by help grow professionally and personally **TRUST, LISTENING** ***MORAL & SERVICE***
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Culture
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aggregate beleifs, norms, attitudes, values, assumptions, ways of doing things that is shared by members and taught to new ones -CREATION & SUSTAINABILITY -created by Default or Design 1. INTERNAL UNITY 2. HELPS ADAPT EXTERNAL CHANGES
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Weak Culture
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lack agreement or shared mindset on key values and norms -lack trust -closed mindedness -low expectation -absence accountability and integrity
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Strong Culture
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compete agreement on key values and norms Leaders= key role -trust -responsibility -accountability and integrity
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Substantive Actions (influencing culture tool)
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explicit highly visible indicative of management's commitment to new way of doing things
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Symbolic Actions (influencing culture tool)
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valuable for signals they send about kinds of behavior and expectations leaders wish encourage
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Types of Culture
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1. Cooperative 2. Adaptive 3. Competitive 4. Bureaucratic **not exclusive**
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Hofstede's Value Dimensions
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5 values that distinguish nations culture from others -individualism -collectivism -High0uncertainty-avoidance culture -Low-uncertainty-avoidance culture -high-power-distance culture -low-power-distance culture -long term orientation -short term orientation -Masculinity -Femininity
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Ethics
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standards of right and wrong that influence behavior -ethics ombudsperson--> one person entrusted w/ responsibility of acting as conscience -Whistle Blowing--> employee disclosure of illegal unethical practices on part organization
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Strategic Leadership
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ability to anticipate, envision, maintain flexibility, think strategically, and work w/ others to initiate CHANGES that will create VIABLE FUTURE -revolve around, vision, change, people, and performance ****WHAT IS OUR VISION/MISSION? ****
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Strategic Management Process
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set decisions and actions used formulate and implement strategies aligned w/ CAPABILITIES and its ENVIRONMENT to achieve goals
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Strategic Vision
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ambitious view of future that everyone can believe in and not readily attainable, but offers a BETTER FUTURE than the current
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Mission Statement
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statement of purpose that distinguishes 1 organization from other similar ones
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Values Statement
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set beliefs, traits, behavioral norms that should guide the pursuit of its vision/mission
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3 Generic Core Strageies
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1. broad or niche differentiation strategy 2. broad or niche low cost strategy 3. Best-Cost or Value-based strategy
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Customer Value
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perceived benefits received to perceived price paid by the customer
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Policies & Procedures
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regulate behavior & SET TONE of climate -insure consistency -standardize way certain tasks performed -insure quality and reliability
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Distinctive Core Competence
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allows to PERFORM extremely well in comparison to competitors & is BASIS for COMPETITIVE ADVANTAGE
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Resistance to Change
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-Cognitive (rational calculations from both sides) -Emotional (fear LOSS and unknown drive resistance -Behavioral (sabotage and intentional wok slowdowns
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5-P's (change agents)
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Purpose Priorities People Process Proof
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Crisis
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low probability & high impact event- threatens viability; caused by ambiguity of cause, effect and means resolution -natural disasters, shootings, product failures, error, system failires
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Organizational Knowledge
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tacit and explicit know-how that individuals possess about products, services, systems, and processes -intellectual or human capital
