ALS Chapter 4: Full Range Leadership Development – Flashcards
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Skills Theory
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focuses on leaders who are emotionally intelligent and can successfully solve problems and make logical decisions.
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Situational Leadership Theory
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Focused on a follower's competence and commitment, or development level in completing a specific task and the use of four different leadership styles to influence the follower's development.
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Contingency Theory
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Leaders cannot change behaviors. They are moved into and out of various situations based on three critical situational factors: leader-member relations, leader's position power, and the task structure.
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Trait Leadership Theory
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a person's ability to lead depends on their intellect, self-confidence, determination, integrity, and social skills.
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Laissez-Faire (the "none-leadership")
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view the development of their subordinates as someone else's problem, abandon or pass on their responsibilities to others.
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Management by Exception-Passive (MBE-P)
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If it isn't broke, don't fix it leadership approach. Elects to sit back and wait for things to go wrong before taking action.
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Management by Exception-Active (MBE-A)
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Corrective transaction between the leader and the follower. It exists in structured systems with detailed instructions, careful observation, and active supervision.
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Contingent Rewards
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involves the constructive transaction between the leader and the follower. The transaction becomes a contract or goal between the leader and the follower.
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Individualized Consideration (nurturing)
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Aim is to develop followers into leaders themselves. Treat others as individuals with different needs, abilities, and aspirations and not just a part of a group of subordinates.
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Intellectual Stimulation (Thinking)
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The degree to which leaders value their subordinates rationality and intellect, seeking different perspectives and considering opposing points of view.
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Inspirational Motivation (Charming)
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Involves developing and articulating visions that paint an optimistic and enthusiastic picture of the future that is appealing and inspiring to followers.
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Idealized Influence
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Are charismatic and act as positive role models that walk the walk. They hold themselves to the highest standards, personally and professionally; followers tend to trust and respect the leader and will emulate the leader's behavior.
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Contemporary Motivation
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Categorizes a member's commitment to the organization into three levels. These levels are membership, performance and involvement of commitment.
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Extrinsic
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type of motivation from recognition, pay raises, and other tangible rewards.
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Skinner's Theory
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based on the belief that one is motivated by favorable and unfavorable results.
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McClelland's Theory
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Theory argues that for a reward to be appropriate, accepted, and effective; it must fulfill a member's needs.
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Intrinsic
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Type of motivation that initiates from inside an individual.
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Positive Punishment
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Occurs when the leader applies or presents an unfavorable action or result to a follower who has demonstrated an undesirable behavior... adding something to stop a behavior from occurring.
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Negative Punishment
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Occurs when a leader removes something valued by the follower after they have demonstrated an undesirable or unacceptable behavior...taking something away to stop a behavior from occurring.
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Negative Reinforcement
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Includes the removal of unpleasant, unfavorable actions or event the follower is currently experiencing that occurs after they have displayed a desirable behavior, or taking something away that the follower thinks is bad in order to reinforce a behavior.
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Positive Reinforcement
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Involves favorable actions, results, or outcomes that a leader presents to a follower after the follower demonstrates a desired behavior.
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Membership Level
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Individuals only give the required time and effort to the organization.
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Performance Level
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Individuals understand and appreciate the rewards and benefits of doing more than those at the membership level.
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Involvement Level
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Individuals are personally satisfied with their work and feel their personal needs and desires are being met.
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Personal Rewards
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Rewards come from within us. When we fully enjoy our work, we strive to exceed every standard and reward ourselves for a job well done.
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System Level Rewards
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Receive rewards just for being a member of the organization. Rewards such as pay, leave, medical and dental benefits.
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Supervisory Rewards
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Given to those who go beyond the standard, they include such things as praise, public recognition, time-off, bonus pay, promotions, etc.
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Transactional Leadership
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Tends to have a here and now task related focus. Centers on the transaction between the leader and the follower.
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Transformational Leadership
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runs deeper and focuses on a fundamental change in your followers professional character.
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Need Theory
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For a reward to be appropriate, accepted, and effective, it must fulfill a members needs such as need for achievement, need for affiliation, and need for power.
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Operant Conditioning Theory
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associates a specific behavior and a consequence for that behavior. Operant- "any active behavior that operates upon the environment to generate consequences".
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Situational Leadership Theory
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Considers ones ability to complete a specific task and the use of four leadership styles to aid in his or her development.
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Trait Leadership Theory
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States that a person's ability to lead depends on their intellect, self-confidence, determination, integrity, and social skills.
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Skills Leadership Theory
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Focuses on the argument that a person's ability to lead depends on their emotional intelligence, awareness, and control.
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Contingency Leadership Theory
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Pairing a leader to a specific situation is the most effective method because leaders cannot adjust their behaviors.
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This leadership is missing something...the leader.
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Laissez-Faire
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With this behavior, a contract is established between the leader and the follower.
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Contingent Rewards
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This leader is reactive rather than proactive and waits for things to go wrong.
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Management by Exception-Passive
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Followers trust and respect leaders who demonstrate this behavior because they "walk the walk".
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Idealized Influence
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This behavior can be very effective if used appropriately and counterproductive if used excessively.
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Management by Exception-Active
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This attribute refers to a leader's ability to visualize an achievable future and assist followers in developing a sense of purpose.
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Inspirational Motivation
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Leaders demonstrate this by treating their followers as individuals and supporting each one's specific, developmental needs.
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Individualized Consideration
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This is what transformational leaders use to stimulate and encourage creativity and critical thought.
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Intellectual Stimulation
