Chapter 9 – Leadership Test Questions – Flashcards
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3 aspects of leadership:
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-Occurs among people. -Involves the use of influence (the relationship among people is not passive). -Is used to attain goals.
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Leadership
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-the ability to influence people toward the attainment of goals. -Is reciprocal, occurring among people. -Involves use of power to influence people and get things done.
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Post-heroic approach
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focuses on subtle, unseen, and often unrewarded acts that good leaders perform every day. Major characteristic = humility - being unpretentious and modest (not arrogant and prideful).
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2 post-heroic approaches:
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Level 5 leadership Interactive leadership.
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Leadership Vs. Management
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"A manager takes care of where you are; a leader takes you to a new place."
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Traits
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distinguishing personal characteristics, such as intelligence, values, self-confidence, and appearance. Generally have found only a weak relationship between personal traits and leader success. More recent years - interest in examining leadership traits has reemerged. -Now physical, social, and work-related characteristics of leader in addition to personality traits.
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Behavioral Approaches
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Basic leadership behaviors identified as important for leadership: task-oriented behavior and people-oriented behavior. Includes: -Ohio State Studies. -Michigan Studies. -The Leadership Grid.
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Ohio State Studies- considerations
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extent to which the leader is mindful of subordinates, respects their ideas and feelings, and establishes mutual trust. -Friendly, provide open communication, develop teamwork, and are oriented toward their subordinates' welfare (people-oriented).
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Ohio state studies- initiating structure
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-extent to which the leader is task oriented and directs subordinate work activities toward goal attainment. --Typically give instructions, spend time planning, emphasize deadlines, and provide explicit schedules of work activities. -Consideration and initiating structure are independent. --High consideration—high initiating structure achieved better performance and greater satisfaction than the other leader styles.
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Michigan Studies
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Behavior of effective versus ineffective supervisors. Most effective: those who focused on subordinates' human needs.
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Employee-centered leaders
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leaders who established high performance goals and displayed supportive behavior.
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Job-centered leaders
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leaders who tended to be less concerned with goal achievement and human needs in favor of meeting schedules, keeping costs low, and achieving production efficiency. -Were generally less effective leaders.
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Contingency approach
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-a model of leadership that describes the relationship between leadership styles and specific organizational situations. Includes: -Situational theory of leadership (Hersey & Blanchard). -Contingency theory (Fiedler). -Substitutes for leadership concept.
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Hersey & Blanchard's Situational Theory
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Situational theory - links the leader's behavioral style with the task readiness of subordinates. -Primary focus is on the characteristics of followers in determining appropriate leadership behavior. -Logic: subordinates vary in readiness level. --Those low in task readiness need a different leadership style than those who are high in readiness. -Leader can adopt 1 of 4 leadership styles based on combination of relationship (concern for people) and task (concern for production) behavior.
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Hersey & Blanchard's Situational Theory
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Telling style Selling style Participating style Delegating style
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Telling style
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-High concern for tasks; low concern for people and relationships. -Involves giving explicit directions about how tasks should be carried out.
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Selling style
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-Based on a high concern for people and tasks. -Leader explains decisions and gives subordinates a chance to ask questions/gain clarity and understanding about work tasks.
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Participating style
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-High concern for people and relationships and low concern for production tasks. -Leader shares ideas with subordinates, gives them a chance to participate & facilitates decision making
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Delegating style
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-low concern for both relationships and tasks. -Leader provides little direction and little support because the leader turns over responsibility for decisions and their implementation to subordinates
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To apply Hersey & Blanchard's Situational Theory
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To apply the model, the leader diagnoses the readiness level of followers and then adopts the appropriate style.
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Fiedler's Contingency Theory
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-idea: match the leader's style with the situation most favorable for that person's effectiveness. -situation: favorable or unfavorable? --Favorability of leadership situation can be analyzed in terms of: ---Quality of relationships between leader and followers. ---Degree of task structure. ---Extent to which the leader has formal authority over followers. highly favorable: positive leader-member relationships, highly structured tasks, formal authority over followers. highly unfavorable: poor leader-member relationships, highly unstructured tasks, little formal authority.
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2 leadership types with a substantial impact:
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1. Charismatic. 2. Transformational. Best understood in comparison to transactional leadership.
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Transactional leader
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leader who clarifies subordinates' role and task requirements, initiates structure, provides rewards, and displays consideration for subordinates. -Excel at management functions - are hardworking, tolerant, and fair-minded. -Take pride in keeping things running smoothly and efficiently. -Often stress the impersonal aspects of performance (plans, schedules, budgets, etc.). -Important to all organizations, but leading change requires a different approach.
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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 sacrifices. Impact is normally from: -Stating a lofty vision of an imagined future that employees identify with. -Displaying ability to understand and empathize with followers. -Empowering and trusting subordinates to accomplish results. Creates an atmosphere of change, and may be obsessed by visionary ideas that excite, stimulate, and drive other people to work hard.
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Charismatic leaders are often skilled in art of
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visionary leadership.
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Vision
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an attractive, ideal future that is credible yet not readily attainable. -Important to both charismatic & transformational leadership. -Visionary leaders speak to the hearts of employees. --See possibility & hope where others see obstacles and failures. Famous charismatic leaders: Mother Theresa, Ronald Reagan, Martin Luther King, Jr., Hitler.
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Transformational leader (TFL)
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distinguished by a special ability to bring about innovation and change. -Similar to charismatic leaders but distinguished by their ability to bring about innovation and change by: --Recognizing followers' needs and concerns. --Helping followers look at old problems in new ways. --Encouraging followers to question the status quo. -Ability to lead changes in the organization's mission, strategy, structure, and culture and to promote innovation in products and technologies.
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Transformational Leadership (TFL) focus on
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intangible qualities (examples: vision, shared values, ideas to build relationships, etc.). Has a positive impact on follower development and performance.
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TFL skills can be learned - are not ingrained personality characteristics. Some personality traits make it easier:
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-Agreeableness. - Emotional stability. -Strong ability to recognize and understand others' emotions (emotional intelligence).
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Servant Leadership
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a leadership approach that defines the leader's role as serving the needs of others. -Mission of the leader is to help other achieve their goals -Puts the employees first -Encourage participation, share power, enhance others' self-worth
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Authentic Leadership-
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embraces the idea that effective leaders stay true to themselves. -Leadership style is shaped by past experiences -Example: Howard Schultz, CEO Starbucks
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Power
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potential ability to influence behavior of others. -Results from an interaction of leader and followers.
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Influence
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the effect a person's actions have on the attitudes, values, beliefs, or behaviors of others
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Within organizations, 5 sources of power are typical:
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Position Power 1.Legitimate power 2. Reward power 3. Coercive power Personal Power 4. Expert power 5. Referent power
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Position Power
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power that comes from the organization. Legitimate, reward, coercive
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Legitimate power
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power that stems from a formal management position in an organization and the authority granted to it.
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Reward power
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power that results from the authority to bestow rewards on other people. -Managers can use rewards to influence subordinates' behavior.
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Coercive power
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power that stems from the authority to punish or recommend punishment.
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Personal Power
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comes from internal sources Expert, referent
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Expert power
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power that stems from a leader's special knowledge or skill regarding the tasks performed by followers. -Subordinates go along with recommendations because of leader's superior knowledge.
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Referent power
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power that results from a leader's personal characteristics that command followers' identification, respect, and admiration so they want to emulate the leader. -Does not depend on a formal title or position. -Most visible in area of charismatic leadership.
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Interpersonal Influence Tactics
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1. Use rational persuasion. 2. Make people like you. 3. Rely on the rule of reciprocity. 4. Develop allies. 5. Be assertive - ask for what you want. 6. Make use of higher authority. 7. Reward the behaviors you want.
