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- University of Tennessee - Knoxville
- Management
- Management 201
- Jacobs
- Ch. 12 - Leadership Notes
Ch. 12 - Leadership Notes
Management 201 with Jacobs at University of Tennessee - Knoxville
About this deck
By: Olivia Robbins
Created: 2012-03-27
Size: 62 flashcards
Views: 68
Created: 2012-03-27
Size: 62 flashcards
Views: 68
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Supervisory Leadership (Managing)
Behavior that provides guidance, support, and corrective feedback for day to day activities
Strategic Leadership (Leading)
behavior that gives purpose and meaning to organizations, envisioning and creating a positive future
5 Sources of power of leadership
- legitimate power
- reward power
- referent power
- coercive power
- expert power
Legitimate Power
The authority to tell others what to do, employees are obligated to comply with legitimate orders.
Useful Leadership Characteristics
- drive
- leadership motivation
- integrity
- self confidence
- knowledge of the business
Trait Approach
a leadership perspective that attempts to determine the personal characteristics that great leaders share
Reward Power
Power to influence others because of control over valued rewards
Task Performance Behaviors
actions taken to ensure that the work group or organization reaches its goals
Group Maintenance Behaviors
actions taken to ensure the satisfaction of group members, develop and maintain harmonious work relationships, and preserve the social stability of the group
Behavioral Approach
a leadership perspective that attempts to identify what good leaders do -- that is, what behaviors they exhibit
Referent Power
power based on identification with a person who has desirable resources or personal traits.
Expert Power
power that is based on special knowledge, skills and expertise that a leader possesses
Coercive Power
power that stems from the authority to punish or recommend punishment
Fiedler's contingency model of leadership effectiveness
a situational approach to leadership postulating that effectiveness depends on the personal style of the leader and the degree to which the situation gives the leader power, control, and influence over the situation
Hershey and Blanchard's Situational Theory
A life-cycle theory of leadership postulating that a manager should consider and employee’s psychological and job maturity before deciding whether task performance or maintenance behaviors are more important
job maturity
the level of the employee's skills and the technical knowledge relative to the task being performed
*Ability
Psychological Maturity
an employee's self-confidence and self-respect
*Readiness
4 kinds of leader behavior according to path-goal theory
- directive leadership
- supportive leadership
- participative leadership
- achievement-oriented leadership
2 situational factors according to Path-Goal theory
Personal Characteristics of Subordinates:
- perceived ability
- locus of control
Environmental Characteristics of the workplace:
- task structure
- authority system
- nature of the work group
Vroom Model
a situational model that focuses on the participative dimension of leadership
*assesses the situation before determining the best leadership style
Q: All leadership models suggest that the leader can change their behavior except for which one:
- Hershey & Blanchard's theory
- Fiedler's contingency theory
- path goal theory
- vroom model
Fiedler's Contingency Theory
Transactional Leader
Leaders who manage through transactions, using their legitimate, reward, and coercive powers to give commands and exchange rewards for services rendered
Transformational Leader
A leader who motivates people to transcend their personal interests for the good of the group
Leader-Member Exchange (LMX) Theory
highlights the importance of leader behaviors not just toward the group as a whole but toward individuals on a personal basis
Participation in Decision Making
leader behaviors that managers perform in involving their employees in making decisions
Autocratic Leadership
a form of leadership in which the leader makes decisions on his or her own and then announces those decisions to the group
Democratic Leadership
a form of leadership in which the leader solicits input from subordinates
laissez-faire
A leadership philosophy characterized by an absence of managerial decision making
Situational Approach
leadership perspective proposing that universally important traits and behaviors do not exist, and that effective leadership behavior varies from situation to situation
Task-motivated Leadership
leadership that places primary emphasis on completing a task
relationship-motivated leadership
leadership that places primary emphasis on maintaining good interpersonal relationships
Path-goal theory
A theory that concerns how leaders influence subordinates’ perceptions of their work goals and the paths they follow toward attainment of those goals.
substitutes for leadership
factors in the workplace that can exert the same influence on employees as leaders would provide
Charismatic leader
A person who is dominant, self-confident, convinced of the moral righteousness of his beliefs, and able to arouse a sense of excitement and adventure in followers
Level 5 Leadership
a combination of strong professional will (determination) and humility that builds enduring greatness
Authentic Leadership
a style in which the leader is true to himself or herself while leading
Pseudo-transformational leaders
Leaders who talk about positive change but allow their self-interest to take precedence over followers’ needs
Servant-leader
a leader who serves others needs while strengthening the organization
Bridge leaders
A leader who bridges conflicting value systems or different cultures.
Shared leadership
Rotating leadership, in which people rotate through the leadership role based on which person has the most relevant skills at a particular time.
Lateral Leadership
a style in which colleagues at the same hierarchical level are invited to collaborate and facilitate joint problem solving
vision
A mental image of a possible and desirable future state of the organization
power
the ability to influence others
Directive leadership
a form of task performance-oriented leadership behavior
Supportive leadership
a form of group maintenance-oriented leadership behavior
participative leadership
decision style leadership behavior
achievement-oriented leadership
leadership behaviors geared toward motivating people, such as setting challenging goals and rewarding good performance
Authoritarianism
the degree to which individuals respect, admire, and defer to authority
Locus of Control
the extent to which individuals see the environment as responsive to their own behavior
Ability
people's beliefs about their own abilities to do their assigned jobs
Internal locus of control
people's belief that what happens to them is their own doing
External locus of control
people's belief that what happens to them is just luck or fate
path-goal theory follower characteristics
- Authoritarianism
- Locus of control
- Ability
How do leaders "transform" followers?
- Motivate followers
- Acquire identification from followers
- Heighten follower self-esteem and self-efficacy
5 key leader behaviors
- Challenge the process
- Inspire a shared vision
- Enable others to act
- Model the way
- Encourage the heart
Transformational leadership: key sets of behaviors
- They have a vision
- They communicate their vision
- They build trust
- They have positive self-regard
Charismatic leadership: key sets of behaviors
- Dominant
- Self-confident
- Conviction
- Confidence in followers
- Satisfy others needs
Country club management (1, 9)
thoughtful attention to the needs of people for satisfying relationships leads to a comfortable, friendly organization atmosphere and work tempo
primary focus people, not work outputs
team management (9,9)
work accomplishment is from committed people; interdependence through a common stake in organization purpose leads to relationship and trust (often considered the most effective style)
middle of the road management (5, 5)
adequate organization performance is possible through balancing the necessity to get out work with maintaining morale of people at a satisfactory level
moderate concern for people and production
Impoverished Management (1, 1)
Exertion of minimum effort to get required work done is appropriate to sustain organization membership.
Authority-Compliance (9, 1)
Efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimum degree
About this deck
By: Olivia Robbins
Created: 2012-03-27
Size: 62 flashcards
Views: 68
Created: 2012-03-27
Size: 62 flashcards
Views: 68
About StudyBlue
STUDYBLUE makes things that make you better at school.
Things like online flashcards with photos and audio.
Things like personalized quizzes and friendly reminders about when (and what) to study next.
Think of it as a digital backpack™: access to all of your study materials online and on your phone.
STUDYBLUE exists to make studying efficient and effective for every student, for free. Join us.
“I have been getting MUCH better grades on all my tests for school. Flash cards, notes, and quizzes are great on here. Thanks!”
Kathy
Kathy