Mod6 Chpt12 Flashcards by Jacob Gillespie

Leadership defined

Ability to influence. Motivate. And enable others to contribute toward the effectiveness and success of the organizations in which they are members

-Leaders motivate and influence other

-Leaders are enablers

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Shared leadership

The view that leadership is a role. Not a position assigned to one person
-employees lead each other

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Shared leadership flourishes where

Formal leaders are willing to delegate power

Collaborative not competitive culture

Employees develop effective influence skills

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4 main Perspectives of leadership

Transformational

Managerial

Implicit leadership

Personal attributes of leaders

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Transformational leadership model

Model the vision

Develop/communicate a strategic vision

Build commitment to the vision

Encourage experimentation

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Features of a strategic vision

Linked to personal values

Challenging objective

Abstract future state

A unifying ideal

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Transformational leadership elements

Develop/communicate the vision
-use symbols. Metaphors
-frame the vision
-leaders communicate with humility. Sincerity and passion
Model the vision
-enact the vision (walk the talk)
-leaders own behaviour symbolizes, demonstrates the vision
-2 functions
——legitimizes and demonstrates the vision
——builds employees trust in leader
Encourage experimentation
-encourage employees to question current practices
-support a learning orientation
Build commitment to the vision
-commitment built from communicating. Modelling. And encouraging experimentation
-commitment also built through rewards. Recognition. Celebrations

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Charismatic leadership vs transformational leadership

Charismatic
1a) relies on a personal trait (referent power) to motivate

2A) applies referent power which produces dependent followers

Transformational leadership
1b) relies on behaviours that motivate followers toward a vision
2b) applies persuasion. And trust which empowers followers

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Risk of charismatic leaders

Intoxicated by their own charisma

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Transformational leaders have higher

Satisfaction. Commitment. Performance. OCBs. Decisions. Creativity

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Transformational leadership perspective limitations

Circular logic
Mixed models (mixes behaviour with attributes)
Universal theory

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Managerial leadership

Daily activities that support/guide the performance and well being of employees and work unit to support current objectives and practices

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Managerial vs transformative leadership

Assumes environment is stables (vs transformative is dynamic)

Micro focused (vs transform is macro focused)

They are interdependent

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Task oriented leadership style

Assign work. Clarify responsibilities

Set goals and deadlines. Provide feedback

Establish work procedures. Plan future work

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People oriented leadership style

Concern for employee needs

Make workplace pleasant

Recognize employee contributions

Listen to employees

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Servant leadership

Serving followed toward their goal with fulfillment. Personal development. And growth

Selfless. Egalitarian. Humble. Nurturing Empathetic. Ethical coaches

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Servant leader characteristics

Natural calling to serve others

Humble. Egalitarian. Accepting relationship

Ethical decisions and actions

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Path-goal leadership

Contingency model

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Best style depends on employee and situation

Path goal leadership

Leaders vary style to:

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Clarify P to O expectancies

Influence outcomes valences

Facilitate goal achievement

Four path goal leadership styles

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Directive.

Supportive

Participative

Achievement oriented

Path goal leadership model

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Leader behaviours
-directive
-supportive
-participative
-achievement oriented

Leads to

effectiveness
-employee motivation
-employee satisfaction
-leader acceptance

With 2 contingencies that will affect the path

Employee
-skills and experience
-locus of control

Environmental
-task structure
-team dynamics

Path goal leadership contingencies
Types

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Skill and expertise

Locus of control

Task structure

Team dynamics

Path goal leadership contingencies

Skill and experiences

Leadership behaviours

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Low: directive and supportive

Path goal leadership contingencies

Task structure

Leadership behaviours

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Non routine
-directive and or participative

Path goal leadership contingencies Locus of control Leadership behaviours

Internal- participative and achievement External -directive and supportive

Path goal leadership contingencies Team dynamics Leadership behaviours

Low cohesion - supportive Dysfunctional norms - directive

Leadership substitutes

Contingencies that limit a leaders influence or make a particular leadership style unnecessary Ex: training/experience replace task oriented leadership Ex. Cohesive team replaces supportive leadership SUBSTITUTES HELP HUT DONT CONPLETELY REPLACE REAL LEADERSHIP

Implicit leadership perspective Definition and Types

Follower perceptions relevant to leader effectiveness Leadership prototypes Romance of leadership effect

Implicit leadership perspective Leadership prototype

Preconceived beliefs about the features and behaviours of effective leaders Favorable evaluation to leaders who fit the prototype

Implicit leadership perspective Romance of leadership effect

Distort leaders perceived effect on firms success Due to need to simplify explanations Due to need for situational control

Personal attributes of effective leaders

Personality Self concept Leadership motivation Drive Integrity Knowledge of the business Cognitive and practical intelligence emotional intelligence

Personal attributes of effective leaders Personality

Extroversion. Consciousness. But other big 5 factors also predict

Personal attributes of effective leaders Self concept

Complex. Internally consistent. Clear self view as a leader Positive self evaluation

Personal attributes of effective leaders Leadership motivation

Wanna lead others Strong needs for socialized power

Personal attributes of effective leaders Drive

Moderately high achievement need Inquisitiveness. Action oriented. Boldness

Personal attributes of effective leaders Integrity

Truthfulness. Consistent words/actions Apply personal values

Personal attributes of effective leaders Knowledge of the business

Understand the firms environment Understand firms internal workings

Personal attributes of effective leaders Cognitive and practical intelligence

Above average cognitive ability Able to analyze choices/opportunities Practical intelligence

Personal attributes of effective leaders Emotional intelligence

Recognize/regulate emotions in self and others

Authentic leadership Know yourself: Be yourself:

Know yourself -engage in self reflection -receive feedback from trusted sources -understand inner purpose Be yourself -develop ur own style -self discipline (anchor around personal values) -maintain a strong positive self evaluation

Leader attributes perspective limitations

Assumes a universal approach Different combos of attributes may be equally good Biews leadership within person (whereas leadership is relational) Link btwn attributes and effective leadership is muddied by implicit leadership Attributes indicate only leadership potential. Not performance

Societal Cultural values and practices to do with leadership

Shape leaders values and norms Influence leaders decisions and actions Shape follower prototype of effective leadership

Gender issues in leadership

Similar task- and people- oriented leadership across genders Female leaders use more participative leadership Women perform better on emerging leadership but gender stereotypes affect followers evaluation of female leaders

Mod6 Chpt12 Flashcards

(43 cards)