MGMT 335 Test 1
Leadership Motives
- power - drive and achievement - strong work ethic - tenacity
Leadership Effectiveness
-Attaining desirable outcomes such as productivity, quality and satisfaction in a given situation (depends on leader characteristics/behavior/style, group member characteristics/style, and context) -Objective data and subjective data
Leadership in the Modern Era
-Focus on electronics -Recognition & praise
Transformational Leadership
-Focuses on what the leader accomplishes -Helps bring about major, positive changes
Importance of Leadership
-It all comes down to leadership -Success of any organization -Leaders are at all levels
Situational Leadership Model SLII
-Kenneth Blanchard -Matching leadership style to those characteristics -Competence, commitment and turnover
Fiedler's Contingency Theory
-Match the leaders style w/the situation most favorable for his/her success -Too complicated to have an impact on the majority of leaders
Path-Goal Theory
-Robert House's theory concerned with the situations under which various leader behaviours are most effective -Directive: unclear tasks -Supportive: frustrating/stressful tasks -Participative: capable/motivated -Achievement-Oriented: unique/entrepreneurial tasks
Basics of SLII
-Supporting and directing behaviors -S1: Directing, S2: Coaching, S3: Supporting, S4: Delegating
Least Preferred Coworker (LPC)
-a measure that assesses leaders' task or relationship orientation by having them rate their most difficult fellow worker -relationship motivated: favorable -task motivated: unfavorable
Leadership Grid
-country club management -team management -middle-of-the-road management -impoverished management -produce-or-perish management
Leadership matters when the leader
-is responsible/inspirational -are involved in decision making -changes and company performance changes
Leadership process elements
1. Leader 2. Group Members 3. Context of the Situation
Anti-Leadership Argument
1. Substitutes exist for leadership 2. Leaders can be irrelevant 3. Organizational systems are far too complex
Socialized Charismatic
A charismatic leader who restrains the use of power in order to benefit others
Trust
A person's confidence in another individuals intentions and motives and in the sincerity of that individuals word
Drive
A propensity to put forth high energy into achieving goals and persistence in applying that energy
Normative Decision Model
A view of leadership as a decision-making process in which the leader examines certain factors within the situation to determine which decision-making style will be the most effective
Vision
Ability to imagine different and better future condtions and ways to achieve them
Leadership (Textbook)
Ability to inspire confidence and support among the people who are needed to achieve organizational goals
Path Goal Theory
An explanation of leadership effectiveness that specifies what the leader must do to achieve high productivity and morale in a given situation
Authenticity
Being genuine and honest about your personality, values, beliefs and having integrity
Top Down Leadership
Clear chain of command
Leadership is all about people. It is not about organizations. It is not about plans. It is not about strategies. It is all about people, motivating people to get the job done. You have to be people-centered.
Collin Powell
Isolates
Completely detached, passive, no interest in the organization, requires coaching
Leadership is an action, not a position
Donald McGannon
Activists
Engage, invested, eager to demonstrate support/opposition, feel strongly about their leader, can be seen as whistleblowers
Assertiveness
Forthrightness in expressing demands, opinions, feelings, and attitudes
Bystanders
Free riders who are typically detached when it fits their self-interests
Emergent Leaders
Group members who significantly influence other group members even thought they have not been assigned formal authority
Proactive Personality
Having a relatively stable tendency to affect environmental change and self-initiated anticipatory action w/the intent of either changing the situation or one's own behavior/attitudes
Live a life to be imitated verse
Hebrews 13:7 Remember your leaders, who spoke the word of God to you. Consider the outcome of their way of life and imitate their faith.
Personal Brand
Identity as shown on the internet, including social networking sites
A leader is one who knows the way, goes the way, and shows the way
John Maxwell
88% of senior executives select forward looking, as do 68% of middle managers but only about 44% of college students consider it a preeminent leadership requirement
Leadership Challenge (Kouzes and Posner)
Be the change you wish to see in the world
Mahatma Gandhi
Autocratic Leaders
Make decisions confidently, assume group members will comply, and are not overly concerned w/group members attitudes towards decisions
Management vs. Leadership
Management: order, consistency, implement vision Leadership: change, transforming, create vision
There is a transition occurring from the old paradigm in which leadership resided in a person or role, to a new one in which leadership is a collective process that is spread throughout networks of people
Nick Petrie
Transformational Leader
One who brings positive, major changes in an organization
Effective Leader
One who helps group members attain productivity, including high quality and customer satisfaction, as well as job satisfaction
Leadership Styles
Participative (consultative, consensus, democratic), autocratic and entrepreneurial
Categories of Leadership Categories
Personality Traits, Motives, Cognitive Factors
Situational Leadership II
Primary focus is on the characteristics of group members and matching leadership style to those characteristics
Cognitive Factors
Problem solving and intellectual skills collectively
Servant Leader
Serves constituents by working on their behalf to help them achieve their goals, not the leader's own goals
Charisma
Special quality of leaders whose purposes, power, and extraordinary determination differentiate them from others.
Diehards
Super engaged to the point that they are willing to go down for their own cause or willing to oust the leader if they feel he or she is headed in the wrong direction
The most fundamental characteristic of leadership is the ability to manage oneself
Swart, Chisholm and Brown
Flexibility
The ability to adjust to different situations
Emotional Intelligence
The ability to do such things as understand one's feelings, have empathy for others, and regulate one's emotions to enhance one's quality of life.
Practical Intelligence
The ability to solve everyday problems by using experience-based knowledge to adapt to and shape the environment
Farsightedness
The ability to understand the long-range implications of actions and policies.
Leadership Polarity
The idea that leaders are often revered or vastly unpopular
Crisis Leadership
The process of leading group members through a sudden and largely unanticipated, intensively negative, and emotionally draining circumstance
Trait Based Leadership Perspective
When people evaluate managers in terms of their leadership effectiveness, they often scrutinize the manager's traits and personal characteristics.
Pygmalion Effect
When performance is measured against high standards, productivity is likely to increase, since people live up to the expectations of their superiors
85% of the leadership behaviors were focused on
consideration and initiating structure
Many leadership theorists and managers agree that the
leadership role within a team is seldom the responsibility of one person
Statistical analysis suggests the leader
might be responsible for between 15-45% of a firm's performance
Initiating Structure
the degree to which a leader structures the roles of followers by setting goals, giving directions, setting deadlines, and assigning tasks
Consideration
the extent to which a leader is friendly, approachable, and supportive and shows concern for employees
Theory X vs Y
theory X: authoritarianism, micromanage, Theory y: work for the challenge, hands off management, empowering
