| Question |
Answer |
| Definition of Leadership |
The process of providing general direction and influencing individuals or groups to achieve goals. |
| Leadership Qualities |
-Focused on the future
-Promotes change and adaption
Skills:
-Strategic thinking
-Conceptual thinking
-Innovation/creativity
-Inspiring
-"Decides where the track should be placed." |
| Management Qualities |
-Focuses on the current
-Promotes stability and efficiency
Skills:
-Planning
-Organizing
-Analytical thinking
-Communicating/informing
-"Keeps the train running on time." |
| Great Person Theory |
(trait theory) leaders possess special traits that set them apart from others.
Traits:Drive, cognitive ablility, Honesty & integrity, Knowledge of Business, Leadership motivation, creativity, self-confidence, flexibility. |
| Charismatic Leaders Ethical |
(trait theory) Uses power to serve, aligns vision with followers aspirations/needs, learns from criticism, stim independent thinking, two-way communication, coaches, develops, internal moral standards satisfy org. and society, bonds, optimistic. |
| Charismatic Leaders Unethical |
(trait theory) Power for personal gain, Promotes personal vision, Censures criticism, Demands accept without question, Insensitive to follower needs, Uses self-serving external moral standards. |
| Job-centered Leadership Style |
(University of Michigan Studies)
A behavioral leadership style that emphasizes employee tasks and the methods used to accomplish them. |
| Employee-centered Leadership Style |
(University of Michigan Studies)
A behavioral leadership style that emphasizes employees' personal needs and the development of interpersonal relationships. |
| Consideration |
(The Ohio State University Studies)
A behavioral leadership style demonstrated by leaders who express friendship, develop mutual trust and respect, and have strong interpersonal relationships with those being led. |
| Initiating Structure |
(The Ohio State University Studies)
A behavioral leadership style demonstrated by leaders who establish well defined patterns of organization and communication, define procedures, and delineate their relationships with those being led. |
| U of M vs. OSU |
OSU studies allow for a combination rating for the two basic behavioral leadership styles while U of M studies do not. Initiating structure corresponds with job-centered style. Consideration corresponds with employee-centered style. |
| Contingency Theories of Leadership |
Studies of trait and behavioral leadership concepts hinted at the role of situational factors in the relationship between leaders' behavior and effectiveness. |
| Fiedler's Theory of Leadership Effectiveness |
(Contingency theory)
A theory of leadership that suggests the effectiveness of a leader depends on the interaction of his style of behavior with certain characteristics of the situation.
Leaders who rank high in LPC describe LPC more favorably. |
| Leader-member Relations |
(Fiedler's Contingency Theory)
The degree to wich a leader is respected. is accepted as a leader, and has friendly interpersonal relations. |
| Task Structure |
(Fiedler's Contingency Theory)
The degree to which tasks can be broken down into easily understood steps. |
| position power |
(Fiedler's Contingency Theory)
The degree to which a leader can reward, punish promote, or demote individuals in the unit or organization. |
| Favorable Situations |
(Fiedler's Contingency Theory)
Leader-member relations are good, tasks are highly structured, and leader has strong position power. |
| Unfavorable Situations |
(Fiedler's Contingency Theory)
Leader-member relationships are poor, tasks are unstructured, and leader position power is weak. |
| Rank of Characteristics for Fiedler's Theory |
1. Situational Favorableness
2. Leader-member Relations
3. Task Structure
4. Leader Position |
| Path-goal Leadership Theory |
(Contingency theory)
A theory of leadership based on expectancy concepts from the study of motivation, which suggests that leader effectiveness depends on the degree to which a leader enhances the performance expectancies and valences of his subordinates |
| Directive Leadership |
(Path-goal theory leadership type)
Leadership behavior characterized by implementing guidelines, providing information on what is expected, setting definite performance standards, and ensuing individuals follow rules. (Job-centered style.) |
| Supportive Leadership |
(Path-goal theory leadership type)
Leadership behavior characterized by friendliness and concern for individuals' well-being, welfare, and needs. (Employee-centerd style.) |
| Achievement-oriented Leadership |
(Path-goal theory leadership type)
Leadership behavior characterized by setting challenging goals and seeking to improve performance. (Job-centered style.) |
| Participative Leadership |
(Path-goal theory leadership type)
Leadership behavior characterized by sharing information, consulting with those who are led, and emphasizing group decision making. (Employee-centered style) |
| LMX- Leader-Member Exchange Model |
Leaders develop different relationships with different groups. Members are placed in either in or out-group based on little information. In-group naturally receives more resorces. |
| Laissez-faire Leadership |
Not assuming leadership responsibilities. NOT a way to lead. |
| Transactional Leadership |
Clarifying role requirements, task requirements, accountabilities, etc. Providing positive and negative performance rewards. (compliments transformational leadership) |
| Transformational Leadership |
Provides a transformational change in engagement of organizational members toward organizational goals. (compliments transactional leadership) |
| Leadership Competencies |
-collection of business related skills, behaviors, and abilities
-Can include areas of knowledge and/or expertise
-Can be developed over time
-Reflect your capabilites and effectiveness in specific areas
-Things you are good at |
| Leadership Passions |
-Are naturally recurring patterns of thought, feeling or generalized behavior
-Reflect your view of the world, your values and your personality
-Are generally stable over time
-Typically are areas of great interest
-“Things You Love To Do”
|
| Model of Leadership Excellence |
Excellence is a sweet spot where your passions, competencies, and needs of your organization combine. |
| Managerial grid
X: Concern for Production
Y: Concern for People |
http://i29.tinypic.com/wly5pc.jpg |
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