Chapter 15-Leadership - Flashcards

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Leadership

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the ability to influence people towards the attainment of goals

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Leadership evolves as the needs of the ___________________ change.

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organization

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4 approaches for today's turbulent times

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level 5 leadership, servant leadership, authentic leadership, interactive leadership

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Key characteristic of Level 5 leaders

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an almost complete lack of ego coupled with a fierce resolve to do what is best for the organization

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Humility

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being unpretentious and modest rather than arrogant and prideful

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The type of leader who builds organizations based on solid values that go far beyond just making money, with an unwavering resolve to do whatever is needed to make the company successful over the long term

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level 5 leader

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Servant leader

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transcends self-interest to serve others, the organization, and society

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In servant leadership, work exists for the development of the __________.

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worker

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What type of leader would agree with the quote "any time you are managing people, your job is not about you, it's about them"?

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servant leader

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This type of leader often work in the non profit world?

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servant leader

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This type of leader gives things away, like power, ideas, information, recognition, credit for accomplishments, even money.

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servant leader

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Authentic leadership

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individuals who know and understand themselves, who espouse and act consistent with higher-order ethical values, and who empower and inspire others with their openness and authenticity

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This type of leader respects diverse viewpoints, encourages collaboration, and helps others learn, grow, and develop as leaders.

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authentic leader

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Key characteristics of authentic leaders

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purse their purpose with passion, practice solid values, lead with their hearts as well as their heads, establish connected relationships, demonstrate self-discipline

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Interactive leadership

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the leader favors a consensual and collaborative process, and influence derives from relationships rather than position power and formal authority

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Which 2 leadership types are associated with interactive leadership?

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level 5 leadership and female leaders

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__________________ promotes stability and order within the existing organizational structure

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management

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__________________ motivates toward vision and change

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leadership

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Traits

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the distinguished personal characteristics of a leader, such as intelligence, honesty, self-confidence, and even appearance.

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What was the Great Man approach to leadership?

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find out what made these people great, and select future leaders who already exhibited the same traits or could learn to develop them

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Strengths

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natural talents and abilities that have been supported and reinforced with learned knowledge and skills and provide each individual with his or her best tools for accomplishment and satisfaction

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Two types of behaviors that have been identified as important for leadership are what?

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task-oriented behavior and people-oriented behavior

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Consideration falls into the category of ______________ oriented behavior

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people-oriented

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Consideration

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the extent to which the leader is mindful of subordinates, respects their ideas and feelings, and establishes mutual trust

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Initiating structure is the degree of _____________ oriented behavior

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task-oriented

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Initiating structure

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the extent to which the leader is task-oriented and directs subordinate work activities toward goal attainment

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Ohio State studies (1940's) were responsible for what study?

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identifying two major behaviors, consideration and initiating structure

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Michigan Studies (1950's) were responsible for what study?

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compared the behavior of effective and ineffective supervisors

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Employee-centered leaders

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established high performance goals and displayed supportive behavior towards subordinates

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Job-centered leaders

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less concerned with goal achievement/human needs and focused on meeting schedules, cost-management, and efficiency

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Which is more effective, employee-centered leaders or job-centered leaders?

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employee-centered leaders

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5 locations on a leadership grid (managerial grid)

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country club management, team management, impoverished management, authority compliance, and middle-of-the-road management

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How does the leadership/managerial grid work?

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places managers in one of five locations based on the extent to which they use a person- or employee-centered or a production- or task-centered approach to management

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One of the most important things about the leadership/managerial grid

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it suggests that leaders can be both people focused and task focused at the same time

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Country club management

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thoughtful attention to the needs of people for satisfying relationships leads to a comfortable, friendly organization atmosphere and work tempo

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Team management

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work accomplishment is from committed people; interdependence through a common stake in organization purpose leads to relationships of trust and respect

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Middle-of-the-road management

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adequate organization performance is possible through balancing the necessity to get out work with maintaining morale of people at a satisfactory level

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Impoverished management

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exertion of minimum effort to get required work done is appropriate to sustain organization membership

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Authority-compliance

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Efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimum degree

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High concern for people, low concern for production

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country club management

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High concern for people, high concern for production

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team management

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Low concern for people, low concern for production

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impoverished management

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Low concern for people, high concern for production

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authority-compliance

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Middle of the leadership/managerial grid

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Middle-of-the-road management

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Contingency approaches

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explore how the organizational situation influences leader effectiveness

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How can two people with widely different styles both be effective leaders?

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by understanding contingency approaches to leadership

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Contingency approaches include....

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situational model of leadership, leadership model, and substitutes for leadership concept

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Situational model of leadership

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a leader can adopt one of four leadership styles based on a combination of relationship (concern for people) and task (concern for production) behaviors

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What is the point of the situational model?

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that subordinates vary in readiness

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According to the situational model of leadership, a follower's readiness is determined by the degree of ___________ and __________ that a subordinate demonstrates while performing a specific task

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willingness and ability

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Refers to a combination of confidence, commitment, and motivation

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willingness

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Refers to the amount of knowledge, experience, and demonstrated skill that a subordinate brings to the task.

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ability

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4 leadership styles a leader can adopt according to the situational model

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telling, selling, participating, and delegating

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High follower readiness, low task behaviors, low relationship behaviors

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delegating style

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Moderately high follower readiness, low task behaviors, high relationship behaviors

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participating (supporting) style

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Moderately low follower readiness, high task behaviors, high relationship behaviors

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selling (coaching) style

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Low follower readiness, high task behaviors, low relationship behaviors

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telling (directing) style

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Fiedler's Contingency Theory

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leader's style is task oriented or relationship (people) oriented

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Fiedler found that, in very favorable or very unfavorable situations, ______________ leaders were more successful.

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task-oriented

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Fiedler found that in moderately favorable situations, ______________________ leaders were more successful.

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relationship-oriented (people-oriented)

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According to Fiedler the favorableness of a situation depends on what three variables?

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leader-member relations, task structure, and leader position power

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Substitutes for leadership

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suggests that situational variables can be so powerful that they actually substitute for or neutralize the need for leadership

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In substitutes for leadership, there are situations where leader style is ___________

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unimportant

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Neutralizer

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counteracts the leadership style and prevents the leader from displaying certain behaviors

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Charismatic leader

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has the ability to inspire and motivate people to do more than they would normally do, despite obstacles and personal sacrifice

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Vision

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an attractive, ideal future that is credible yet not readily attainable

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Transformational leaders

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distinguished by their special ability to bring about innovation and change by recognizing followers' needs and concerns, providing meaning, challenging people to look at old problems in new ways, and acting as role models for the new values and behaviors

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Transactional leaders

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clarify the role and task requirements of subordinates, initiate structure, provide appropriate rewards, and try to be considerate and meet the social needs of subordinates

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Critical thinking

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independent

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Uncritical thinking

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dependent

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Critical thinkers are......

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mindful of the effects of their own and others' behavior on achieving organizational goals

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This independent type of thinker can weigh the impact of their boss's and their own decisions and offer constructive criticism, creativity, and innovation.

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critical thinkers

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This dependent type of thinker does not consider possibilities beyond what he or she is told, does not contribute to the cultivation of the organization, and accepts the supervisor's ideas without thinking.

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Uncritical thinker

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First dimension of follower style

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quality of critical thinkers versus uncritical thinkers

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Second dimension of follower style

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active versus passive behavior

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This type of follower participates fully in the organization, engages in behavior that is beyond the limits of the job, demonstrates a sense of ownership, and initiates problem solving and decision making.

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active follower

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This type of follower, is characterized by a need for constant supervision and prodding by superiors.

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passive follower

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The extent to which an individual is active or passive and is an critical thinker or a uncritical thinker determines whether the person will be....

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alienated follower, a passive follower, a conformist, a pragmatic survivor, or an effective follower

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Alienated follower

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a passive yet critical thinker

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Often effective followers who have experienced setbacks and obstacles— perhaps promises broken by their superiors.

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alienated follower

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This style follower are able to think independently, but they do not participate in developing solutions to the problems or deficiencies that they see. These people waste valuable time complaining about their boss without offering constructive feedback.

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alienated follower

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Conformist

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participates actively in a relationship with the boss but doesn't use critical-thinking skills.

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Participates willingly, but without considering the consequences of what he or she is being asked to do—even at the risk of contributing to a harmful endeavor.

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conformist

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A conformist is concerned only with avoiding ____________.

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conflict

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This follower style might reflect an individual's overdependent attitude toward authority, yet it can also result from rigid rules and authoritarian environments that create a culture of conformity.

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conformist

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The pragmatic survivor....

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has qualities of all four extremes—depending on which style fits with the prevalent situation.

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This type of person uses whatever style best benefits his or her own position and minimizes risk.

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pragmatic survivor

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Often emerge when an organization is going through desperate times, and individuals find themselves doing whatever is needed to get through the difficulty.

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pragmatic survivor

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A passive follower

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exhibits neither critical thinking nor active participation

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Passive followers....

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show neither initiative nor a sense of responsibility. Their activity is limited to what they are told to do, and they accomplish things only with a great deal of supervision

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Often, this style is the result of a micromanaging boss who encourages this behavior. People learn that to show initiative, accept responsibility, or think creatively is not rewarded, and may even be punished by the boss.

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passive follower

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The effective follower is

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both a critical thinker and active in the organization.

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An effective follower will...

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behave the same toward everyone, regardless of their position in the organization.

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These people are capable of self-management, they discern strengths and weaknesses in themselves and their bosses, they are committed to something bigger than themselves, and they work toward competency, solutions, and positive impact.

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effective follower

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Power

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the potential ability to influence the behavior of others

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Influence

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the effect that a person's actions have on the attitudes, values, beliefs, or behavior of others

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Legitimate power

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power coming from a formal management position in an organization and the authority granted to it

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Reward power

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stems from the authority to bestow rewards on other people

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The opposite of reward power

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coercive power

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Coercive power refers to

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the authority to punish or recommend punishment

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Expert power

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power resulting from a person's special knowledge or skill regarding the tasks being performed

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Referent power

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comes from an individual's personal characteristics that command others' identification, respect, and admiration so that they wish to emulate that individual

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__________ leadership refers to individuals who know and understand themselves, who espouse and act consistent with higher order ethical values, and who empower and inspire others with their openness.

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authentic

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Maya is the store manager for a popular fast food chain. Having taken several courses in leadership development and managing teams, she is committed to ensuring that her staff work in a nurturing environment that promotes growth, acknowledgement, and reward. She wants her employees to be content because she believes that it is the only way they will provide quality customer service. Maya's behavior can be described as:

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consideration

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It has been determined that the appropriateness of a trait or set of traits for leaders depends on:

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the leadership situation

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Somaya has been working at Think Pink, a clothing company for girls, for about five years. Her supervisor trusts her to make decisions and to come up with brilliant marketing ideas at the beginning of every season. Somaya's ideas are quite ingenious, and she always manages to develop a socially relevant theme to go along with the brand. Somaya is most likely a(n):

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independent critical thinker

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Expert power is one of the five sources of power. (T/F)

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true

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Imani is the team leader for women's shoes at a local department store. Her team members trust her judgment and respect her because she is an authentic leader who leads by example. Imani is also goal-oriented and keeps an organized chart so everyone on the schedules knows exact what he or she is responsible for and how to contribute to the overall team dynamic. Which of the following statements are true about Imani's leadership situation?

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The situation is highly favorable because the leader and her team members have positive relationships and tasks are highly structured

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Jaime is a potato farmer from Idaho. He has been asked by a local school district to help develop a curriculum on sustainable development and community gardens. Even though he has never taught students in schools, Jaime has children and understands that he needs to break down farming process in a way that elementary school students can understand. Based on this scenario, one could infer that Jaime has a strength in:

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adapting knowledge to fit different audiences.

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David works as an orchestra director for a small company in Sao Paolo, Brazil. At the end of one of the company's elaborate performances, they receive a standing ovation, and David is asked to say a few words. As a Level 5 leader, David will probably

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Thank the members of the orchestra and credit them for their hard work

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Faith, the ED of a youth serving organization in Portland, Oregon, is extremely nurturing and gives her staff enough latitude so they can think creatively about problems. As an interactive leader, Faith mostly likely:

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collaborates with her staff to come up with new strategies for youth recruitment.

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Dakota runs Soul Earth, a holistic care center committed to alternative healing modalities such as acupuncture and meditation. As the organization transforms its vision to incorporate all types of wellness, Dakota must figure out how to get her staff on the same page. As a transformational leader, Dakota should:

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call on her staff to be agents of change and to live the philosophies that they teach their clients.

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The Leadership Grid uses two leader behaviors, known as:

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concern for people and concern for production.

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All of the following are essential parts of any definition of leadership except:

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coercive power.

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Asia is the captain of her soccer team. Her teammates believe in her and look up to her because she leads by example and is not afraid to do the things she asks the others to do. Asia decides to sign her team up for a benefit soccer game aimed at raising funds for a recreational facility for underserved youth in a neighboring community. The majority of her teammates, however, tell her that they are not interested in participating in the fundraiser. Which of the following most likely explains Asia's teammates' decision not to play?

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She made a decision without consulting the team first.

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W.L. Gore is the company that created Gore-Tex among other innovative products. Gore employees, referred to as associates, don't have titles or bosses in the traditional sense. Instead, associates commit to projects that they believe are worth their time. At Gore, few leaders are appointed; leaders simply emerge as needed. Gore more than likely adheres to the __________ theory of leadership.

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visionary

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__________ generates awareness and acceptance of a group's purpose and mission and gets employees to see beyond their own needs and self-interest for the good of the group.

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Charismatic leadership

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A __________ is a situational variable that counteracts a leadership style and prevents the leader from displaying certain behaviors.

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neutralizer

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The __________ is a passive, yet independent critical thinker.

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alienated follower

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Mr. Choy manages a group of telemarketers who sell weight-loss products. The members of his team range from those who have been in the telemarketing business for decades to those who have only been working for a few months. If Mr. Choy is a situational leader, how might he ensure that the employees for whom he is responsible are performing well?

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Mr. Choy might develop a buddy system so more experienced staff help the novices.

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Which of the following characteristics is not generally classified as a feminine trait associated with interactive leadership?

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Exclusiveness

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Abraham is the kind of supervisor who enjoys being the boss because he likes to dictate what others can do and say. Although they are all fairly unhappy, Abraham's staff persons have not complained about his behavior because they fear him. As a leader who enjoys coercive power, Abraham would probably:

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withhold compensation or dismiss his staff if they did not follow his directions.

Chapter 15-Leadership – Flashcards

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