BU288 > Final Exam - Chapter 9 > Flashcards

Final Exam - Chapter 9 Flashcards

(52 cards)

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1
Q

Leadership

A

occurs when particular individuals exert influence on the goal achievement of others in an organizational context

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2
Q

Strategic leadership

A

leader’s ability to anticipate, envision, maintain flexibility, think strategically, and work with others to initiate changes that will create a viable future for the organization

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3
Q

Formal leadership

A

Assigned roles in which an individual is expected to influence others and has been given specific authority to direct employees

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4
Q

Emergent leadership

A

the degree to which an individual with no formal status or authority is perceived by one or more team members as exhibiting leaderlike influence.

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5
Q

Shared leadership

A

emergent and dynamic team phenomenon whereby leadership roles and influence are distributed among team members

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6
Q

Trait theory of leadership

A

leadership depends on the personal qualities or traits of the leader

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7
Q

Traits

A

personal characteristics of individuals, such as physical characteristics, intellectual ability, and personality

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8
Q

Motivation to lead (MTL)

A

the desire to attain leadership roles and to expand effort to fulfill leader role requirements

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9
Q

Leadership categorization theory

A

people are more likely to view somebody as a leader and to evaluate them as a more effective leader when they possess prototypical characteristics of leadership

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10
Q

Consideration

A

extent to which a leader is approachable and shows personal concern and respect for employees

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11
Q

Initiating structure

A

the degree to which a leader concentrates on group goal attainment.

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12
Q

Leader reward behaviour

A

provides employees with compliments, tangible benefits, and deserved special treatment

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13
Q

Contingent reward behaviour

A

Rewarding employees for meeting performance goals and expectations

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14
Q

Leader punishment behaviour

A

The leader’s use of reprimands or unfavourable task assignments and the active withholding of rewards

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15
Q

Fiedler’s Contingency Theory

A

States that the association between leadership orientation and group effectiveness is contingent on how favourable the situation is for exerting influence

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16
Q

Least preferred co-worker (LPC)

A

A current or past co-worker with whom a leader has had a difficult time accomplishing a task

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17
Q

House’s Path Goal Theory

A

A situational theory of leadership that is concerned with the situations under which various leader behaviours are most effective
(leader behaviour -> situational factors -> employee outcomes)

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18
Q

Leader Behaviour

A

Directive behaviour
Supportive behaviour
Participative behaviour
Achievement-oriented behaviour

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19
Q

Situation factors

A

employee characteristics
environmental factors

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20
Q

employee outcomes

A

job satisfaction
acceptance of leader
effort

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21
Q

participative leadership

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A

involving employees in making work-related decisions

22
Q

Advantages of Participative Leadership

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A

motivation and performance
quality
acceptance

23
Q

Problems of Participative Leadership

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A

Time and energy
loss of power
lack of receptivity or knowledge

24
Q

Leader-Member Exchange (LMX) Theory

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A

the relationship that develops between a leader and an employee

25
LMX differentiation
the variability in the quality of LMX relationships between members of the same workgrou
26
Social exchange theory
individuals who are treated favourably by others feel obliged to reciprocate by responding positively and returning that favourable treatment in some manner
27
Transactional Leadership Theory
leadership that is based on a straightforward exchange relationship between the leader and the followers—leaders set goals and provide direction and support, employees perform well, and the leader rewards them; the leader uses a participatory style, and the employees come up with good ideas.
28
Management by exception
the degree to which leaders take corrective action on the basis of results of leader–follower transactions
29
Management by exception–active
involves routinely monitoring the behaviour of followers and actively searching for and correcting deviations from the norm as they happen
30
Management by exception–passive
involves correcting mistakes only after they have occurred.
31
Transformational Leadership Theory
Leadership that provides followers with a new vision that instills true commitment
32
Positive leadership
leader behaviours and interpersonal dynamics that increase followers’ confidence and result in positive outcomes, beyond task compliance, such as motivating followers to go beyond expectations, positive self-development, and prosocial behaviours.
33
Empowering leadership
involves implementing conditions that enable power to be shared with employees.
34
psychological empowerment
consists of a feeling that their work is personally important (meaning), a belief in their ability to successfully perform work tasks (competence), the freedom to choose how to initiate and carry out their tasks (self-determination), and a belief that their behaviour is making a difference (impact).
35
Ethical leadership
involves the demonstration of normatively appropriate conduct through personal actions and interpersonal relationships, and the promotion of such conduct to followers through two-way communication, reinforcement, and decision making
36
promotion-focused ethical leadership behaviour
involves the encouragement of normatively appropriate behaviour
37
prevention-focused ethical leadership behaviour
involves the discouragement of normatively inappropriate behaviour, has been found to be negatively related to trust and work outcomes
38
ethical organizational climate
shared perceptions that employees have about ethical policies, practices, and procedures in formal organizational systems
39
Authentic leadership
positive form of leadership that involves being true to oneself. includes: Self-awareness. Relational transparency. Balanced processing Internalized moral perspective
40
Servant leadership
leadership that involves going beyond one’s own self-interests and having a genuine concern to serve others and a motivation to lead.
41
6 characteristics of servant leaders
Empowering and developing people Humility Authenticity Interpersonal acceptance Providing direction Stewardship
42
laissez-faire leadership
passive form of leadership that involves the avoidance or absence of leadership and is negatively related to leader effectiveness
43
Glass ceiling
the invisible barrier that prevents women from advancing to senior leadership positions in organizations
44
Role congruity theory (RCT)
prejudice against female leaders is the result of an incongruity between the perceived characteristics of women and the perceived requirements of leadership roles and gender stereotypes about leadership.
45
Agentic traits of leadership
dedicated charismatic intelligent determined aggressive
46
Communal traits in leadership
caring sensitive honest understanding compassionate
47
leadership potential
an individual’s capacity to serve as an effective leader when given the opportunity
48
Universal–non-universal mindsets
people’s beliefs about the universality of leadership potential
49
implicit leadership theory
individuals hold a set of beliefs about the kinds of attributes, personality characteristics, skills, and behaviours that contribute to or impede outstanding leadership
50
6 global leadership dimensions
Charismatic/Value-Based Team-Oriented Participative Humane-Oriented Autonomous Self-Protective
51
Global leadership
involves having leadership capabilities to function effectively in different cultures and being able to cross language, social, economic, and political borders
52
4 needed characteristics of global leadership
Unbridled inquisitiveness Personal character Duality Savvy.
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