Leadership Ch 11

1) initiating structure (set clear guidelines and procedures "detail orientated" distinct patterns) 2) consideration (mutual trust and respect building interpersonal relationships)

Ohio state

1) job-centered leadership style 2) employee-centered leadership style

U of M

Behavioral leadership perspective proposes that a. Behaviors and traits are the same thing b. Characteristics of a leader are not as important as behaviors c. Behaviors can be nurtured over time d. Specific behaviors distinguish leaders from non-leaders

d. Specific behaviors distinguish leaders from non-leaders

empowering leadership "Superleadership"

delegating power that motivates employees & inspires them to achieve goals e.g. Bill Gates lead by example showing concern informing

path-goal leadership theory

depends on degree to which leader enhances performance of followers by guiding them on track to reach goals

shared leadership

distributes influence among groups and individuals to achieve organizational or team goals

informal leader

does not receive a title but is perceived by others as a leader-do not have formal backing

4 dimensions of transformational leadership: idealized influence, inspirational motivation, individualized consideration, and empowering ideation

false

informal leaders must act in the best interests of the organization and have certain rights and privileges that allow them to reward or discipline employees

false

supportive leadership

friendliness and concern for the welfare of others

laisse-faire leadership

fully delegates responsibility to others

telling

giving clear instructions to followers (guidance)

inspirational motivation

leadership behaviors that promote commitment to a shared vision of the future

cross-cultural leadership

process of leading across cultures

situational leadership model does not include

talking

contingency leadership perspective

view that the effectiveness of the leader relates to the interaction of the leader's traits or behaviors with situational factors

participating

working together to share in decision making responsibilities

In today's world, to be a good leader, one is most likely to a. Tell employees what to do and how to do it b. Focus primarily on the big picture and be the visionaries for the organization c. Focus on the big picture and not worry about the people below them on the organizational chart d. Be both critical thinkers and inspirational visionaries to generate results

Be both critical thinkers and inspirational visionaries to generate results

4 leadership styles in the path-goal theory include directive, supportive, participative, and achievement oriented

False

Management and leadership mean the same thing. True False

False

explain importance of followership

Followership: capacity of individuals to cooperate w/ leaders- focuses on how followers view leaders and how they view themselves

How would you classify a leader who has certain rights and privileges that allow him or her to reward or discipline employees? a. Official b. Informal c. Authorized d. Formal

Formal

Leader emergence occurs when _________________. a. When several people collaborate to provide general direction for the organization b. The manager has risen to their highest functioning level c. Someone naturally becomes the leader of a leaderless group d. The leader performs an impromptu evaluation of subordinates

Someone naturally becomes the leader of a leaderless group

Trait leadership perspective theory assumes effective leaders are born, not made. True False

True

delegating

When the leader turns responsibility for key behaviors over to employees

situational leadership model

a leadership model that proposes leaders should adapt their leadership style based on the types of people they are leading and the requirements of the task

leader-exchange theory

a theory of leadership that focuses on the relationships between leaders and their group members

spiritual leadership

a values-based style of leadership that motivates employees through faith, hope, and vision and encourages positive social emotions such as forgiveness and gratitude

Which characteristics is not part of a directive leader? a. Motivate with rewards b. Set performance standards c. Implement guidelines d. Provide expectations

a) Motivate w/ rewards

Which item is not one of the main categories of self-leadership strategies? a. Authentic leader strategies b. Natural reward strategies c. Constructive thought pattern strategies d. Behavior-focused strategies

a. Authentic leader strategies

which follower type is high on critical thinking but low on participation?

alienated

least preferred coworker (LPC) questionaire

an instrument that purports to measure whether a person is task oriented or relationship oriented

leadership grid

approach that plots concern for production on the horizontal axis and concern for ppl on the vertical axis where 1 is the least concern and 9 is the greatest concern

Path-goal leadership theory does not include a. Achievement-oriented leadership b. Empowerment leadership c. Directive leadership d. Participative leadership

b. Empowerment leadership

What is meant when a leader leads others to lead themselves? a. Visionary leadership b. Superleadership c. Directive leadership d. Transactional leadership

b. Superleadership

3 main categories

behavior focused strategies (self-aware of how we manage conduct) *self cueing*- natural reward strategies (makes you feel better b/c your doing something)- constructive thought pattern strategies (mental imagery=boosts confidence)

idealized influence

behavior that gains the admiration, trust, and respect of followers, who in turn follow the leader's example with their own actions

transactional leadership

behavioral leadership style: employees r motivated by goals + equitable rewards

leadership prototypes

behaviors that people associate with leadership

participative leadership

consulting with followers and considering their input in decision making

visionary leadership

creates visions to motivate, inspire, stimulate employees

authentic leadership

honesty, practicality, and ethicality

implicit leadership theories

hypotheses that explore the extent to which we distinguish leaders and nonleaders based on underlying assumptions, stereotypes, and beliefs

followership

individuals' capacity to cooperate with leaders

ethical leadership

influencing others through personal values, beliefs, and morals

in-group exchange

interaction that occurs when leaders and followers develop good working relationships based on mutual trust, respect, and a sense of sharing common fates

out-group exchange

interaction that occurs when leaders and followers fail to create a sense of mutual trust, respect, or common fate

individualized consideration

leader behavior associated with creating mutual respect or trust and a genuine concern for the needs and desires of others

production-oriented leader

leader who focuses more on technical or task aspect of job

initiating structure

leaders who define roles of the employees, set clear guidelines and procedures, and est distinct patterns of org and communication

consideration

leaders who develop mutual trust and respect and actively build interpersonal relationships w/ their followers

directive leadership

leadership style: -implement guidelines -manage expectations -set performance standards -ensure follow rules

autocratic style

leadership style: -make decisions w/o asking suggestions of others

Leadership vs. Management

leadership: create vision managers: maintain status quo *NOT ALL MANAGERS ARE LEADERS* Leader:visionary, long-term goals, big picture, role model Manager:short-term goals, trains and develops, promotes stability BOTH:work w/ ppl, set goals, influence followers

the general idea of leading versus managing is that

leading consists of creating a vision and influencing others to achieve goals

formal leader

officially designated by organization e.g. CEO-reward/discipline employees

self-leadership

people intentionally influence their thinking + behavior to achieve obj.

servant leadership

places emphasis on employees and the community rather than on the leader

Self-leadership

ppl intentionally influence their thinking and behavior to achieve their objectives

implicit followership theories

preconceived notions about the types of behaviors that characterize followers and nonfollowers

leadership

providing general direction from position of influence toward individuals towards goals e.g. bias of all male leader list

trait leadership perspective

relationship b/w leaders and personal qualities + characteristics and how they differentiate leaders and non-leaders

________ process where ppl intentionally influence their thinking and behaviors to achieve their objectives

self leadership

Achievement-oriented leadership

setting challenging goals, improving performance, and assisting training

task characteristics

situational contingencies outside the follower's control, such as team dynamics, authority systems, and task structure

subordinate characteristics

situational contingencies such as anxiety, inflexibility, perceived ability, locus of control, and close-mindedness

behavioral leadership perspective

specific behaviors distinguish leaders from nonleaders

intellectual stimulation

stimuli that encourage people to think and promote intelligence, logic, and problem solving

substitutes for leadership model

suggests that certain characteristics of the situation can constrain the influence of the leader (making it more difficult for the leader to influence employee performance)

compliance

targets of influence who readily agree to carry out requests of leader

charismatic leadership

the ability of a leader to use his or her personality or charm to inspire, motivate, and acquire loyalty and commitment from employees e.g. Hitler

leader-member relations

the degree to which followers respect, trust, and like their leaders

task structure

the degree to which the job assignments are assigned

leader's position power

the level of power a leader possesses to reward or punish, or promote and demote

neutralizing

the substitution of leadership attributes that do not affect follower outcomes

what are the 3 early leadership perspectives that focus on diff ways in which a great leader is created?

trait, behavioral, contingency theories