management ch. 10 review – Flashcards
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Substitutes for leadership refer to
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factors in the workplace that can provide the same influence on people as leaders otherwise would have.
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Which of the following is an assumption of the trait approach to studying leadership?
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Leaders are born not made
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Which of the following is a characteristic of transactional leadership?
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unaffected by strong emotion or prejudice
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According to Kouzes and Posner, which of the following is an action of the best leaders?
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they motivate people to care about an important mission.
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The situational approach to leadership that emphasizes how leaders go about making decisions is called
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the vroom model
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Which of the following questions can be used to identify one's boss's level of group maintenance leadership?
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Do you think your superior trusts you?
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Reese has been working hard to achieve her performance goals. She received a positive performance review and a big pay raise from her manager. This illustrates her manager's ______ power.
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reward
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The best visions for an organization are both ideal and _____.
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unique
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_____ leadership is about creating better interpersonal processes for finding solutions.
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lateral
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Effective followers are capable of _____, yet at the same time are actively committed to organizational goals.
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thinking independently
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_____ refers to a form of leadership in which the leader makes decisions on his or her own and then announces those decisions to the group.
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Autocratic leadership
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the best leaders do what five things?
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challenge the process, inspire a shared vision, enable others to act, model the way, encourage the heart
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vision
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a mental image of a possible and desirable future state of the organization
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supervisory leadership
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behavior that provides guidance, support, and corrective feedback for day-to-day activities
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strategic leadership
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gives purpose and meaning to organizations by anticipating and envisioning a viable future for the organization and working with others to initiate changes that create such a future
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power
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the ability to influence other people
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legitimate power
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the leader has the right to tell other what to do and they have to comply
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example of legitimate power
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supervisor tells an employee to update a website and the employee does
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reward power
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the leader can influence others by giving out reward to those who comply
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example of reward power
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a manager who works well gets a big pay raise from boss
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coercive power
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leader has control over punishments
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example of coercive power
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sales director assigns you to the least profitable accounts
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referent power
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leader has personal characteristics that appeal to other, people comply because of admiration
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example of referent power
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boss is great person, so you're willing to work harder for them
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expert power
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a leader who has a certain expertise or knowledge
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example of expert power
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marketing team is very experienced so you listen
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trait approach
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the oldest leadership perspective, it focuses on individual leaders and tries to determine the personal traits that great leaders share
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what are the five traits that great leaders share?
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drive, leadership motivation, integrity, self confidence, knowledge of the business
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behavioral approach
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tries to identify what good leaders do
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task performance behaviors
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the leader's efforts to ensure that work unit reaches its goals
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task performance behaviors focuses mostly on what
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work speed, quality, accuracy, quantity of output and following the rules
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group maintenance behaviors
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leaders take action to ensure the satisfaction of group members and preserve the group's social stability
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group maintenance behaviors focuses mostly on what
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people's feelings and comfort, and stress reduction
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leaders-member exchange theory
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highlights the importance of leader behaviors not just toward the group as a whole but toward individuals on a personal basis.
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autocratic leadership
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makes decisions and then announces them to the group
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democratic leadership
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seeks input from others, uses majority vote to make final choice
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laissez faire style leadership
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the leader essentially makes no decisions
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situational approach
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effective leader behaviors vary from situation to situation, look before you lead
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vroom model
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emphasizes the participative dimension of leadership, how leaders go about making decisions
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fiedler's contingency model of leadership effectiveness
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effectiveness depends on two factors: the personal style of the leader and the degree which the leader has power over the situation
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what questions are used for Fielder's contingency model of leadership
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are leader-member relations good or poor? is the task structured or unstructured? is the leader's position power strong or weak
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task motivated leadership
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places primary emphasis on completing the task and is more likely exhibited by leaders with low LPC scores
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relationship motivated leadership
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places primary emphasis on completing the task and is more likely exhibited by leaders with low LPC scores
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hersey and blanchard's situational theory
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the key situational factor is the job and psychological maturity of the followers
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job maturity
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the level of the followers skills and technical knowledge
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psychological maturity
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the followers self-confidence and self respect
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the more mature the followers, _______ the leader needs to engage in task performance behaviors
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the less
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path - goal theory
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has two key situational factors: personal traits of followers and environmental pressures and demands which followers must cope with
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path goal theory identifies four pertinent leadership behaviors
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directive, supportive, partcipative, and achievement oriented leadership
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path goal theory identifies three key follower characteristics
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authoritarianism, locus of control, and ability
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path goal theory 3 environmental factors
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tasks, formal authority system, primary work group
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substitutes for leadership
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can provide the same influence as people as leaders otherwise would have.
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charismatic leaders
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are dominant and exceptionally self confident, and have a strong conviction in the moral righteousness of their beliefs
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transformational leaders
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get people to transcend their personal interest of the larger community. they generate excitement and revitalize organizations
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transactional leaders
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view management as a series of transactions in which they use their legitimate, coercive, and reward power to give commands and exchange rewards, it is dispassionate, does not excite
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what four skills contribute to transformational leadership?
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having a vision, communicating their vision, building trust, and having positive self -regard
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authentic leadership
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in your own leadership, you should strive for authenticity in the form of honesty, integrity, reliability.
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authentic leaders are willing to ______ their own interests for others
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sacrafice
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pseeudotransformational leaders
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are the opposite of authentic leaders, they ignore their followers real needs over their own self interests
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servant leader
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relationship with employees is more like that of serving customers
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bridge leaders
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relationship with employees is more like that of serving customers. they live, go to school , travel or work in other cultures
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shared leadership
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relationship with employees is more like that of serving customers. most important when tasks are interdependent and require creativity
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lateral leadership
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invites colleagues at the same level to solve problems together
