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Leadership Midterm
| Question | Answer |
|---|---|
| Trait Theory Question | what traits do leaders have? |
| Trait Theory: 5 Traits | intelligence, self confidence, determination, sociability, integrity |
| Trait Theory: most predictive of leadership effectiveness | extraversion |
| Five Factor Personality Model and Leadership | Neuroticism, Extraversion, Openness, agreeableness, conscientiousness |
| Assumption of trait theory | leaders are born not made |
| Weakness of trait theory | fails to take situations into account, doesn't recognize members, subjective |
| Strength of trait theory | good benchmark to look for things in leaders, recognizes that leaders are different from others in some of the traits they have, has research to back it up |
| Skills theory emphasizes | skills and abilities that can be learned and developed |
| Definition of skills approach | leadership skills are the ability to use one's knowledge and competencies to accomplish a set of goals and objectives |
| Kat'z Three Skills Approach | leaders need to have technical, conceptual and human. relative to level of management. |
| Kat'z Three Skills Approach: Human | knowledge about and ability to work with people |
| Kat'z Three Skills Approach: Conceptual | ability to work with ideas and concepts |
| Kat'z Three Skills Approach: technical | knowledge about and proficiency in specific type of work or activity |
| Mumford's capability model examines the | relationship between leader's knowledge and skills and leader's performance (many ppl have potential for leadership) |
| The skills approach frames leadership as... | the capabilities (knowledge and skills) make effective leadership possible |
| Three component of skills model (mumford) | individual attributes, competencies, leadership outcomes |
| weakness of skills model | we all have to develop skills, doesn't distinguish leaders from anyone else |
| strength of skills model | everyone can have potential to be leader |
| self awareness: lake wobegon effect | everyone thinks that they are "above average" |
| Johari Window: Expand open area by | soliciting feedback, self disclosure |
| Johari Window: Decrease blind spot by | asking "what if" feedback is true |
| dimensions of self analysis | motivation, modes of thinking, modes of action, personality |
| style / behavior emphasizes | Focuses exclusively on what leaders do and how they act |
| style/behavior describes two general kinds of leadership behaviors | task behaviors, relationship behaviors |
| style/behavior leadership: task behavior | facilitate goal accomplishment, help group members achieve objectives |
| style/behavior leadership: relationship behavior | help group members feel comfortable with themselves, each other, and situation |
| Blake & Mouton’s Managerial (Leadership) Grid | concern for people, concern for production. |
| style approach | assessing the general way that leaders behave |
| strengths of style approach | broad range of studies; task and relationships; major shift in leadership studies from trait |
| criticisms of style approach | no universal leadership behavior that can be effective in every situation; high task high relationship is not always best |
| team leadership approach: leaders must start out with a high mental model that consists of | components of the problem, environmental and organizational contingencies |
| functional leadership claim that leader's job is to monitor the team and then take whatever action is necessary to ensure team effectiveness | hill's model for team leadership |
| team leadership focus | Model provides a cognitive map to identify group needs and offers suggestions on appropriate corrective actions; Model assists leader in making sense of the complexity of groups and provides suggested actions to improve group effectiveness |
| three decisions in team leadership | should i monitor or take action ; should i focus on task or maintence accomplishments ; should i intervene internally or externally |
| effectiveness as a team | performance and development. if you don't perform up to team standards, you won't be able to develop as a team |
| what is unique about team leadership? | brings into account the environment; leadership is something that we all take part in |
| active perspective taking occurs when | observer tries to understand (in non judgmental way) the thoughts, motives, and/or feelings of a target, and why they think/feel the way that they do |
| trying to unbiased-ly understand the "other" | perspective taking |
| perspective taking: how can you help someone? | by actively taking their perspective, more likely to help that target. |
| perspective taking can result in.. | reduced stereotyping, prejudice, and discrimination |
| basic empathy processes | once we begin to do more self awareness, we tend to do have more awareness of others |
| What are some key perspective taking questions? | how does other person see this situation? what assumptions might other person be taking? what constraints might other person be under? how might that person be perfectly genius? |
| four components of the real EQ | awareness of own emotions, using emotions in constructive way, regulation of emotion, others' emotion awareness |
| leadership member exchange theory | conceptualizes leadership as a dyadic process that is centered on the interactions between a leader and subordinates |
| assumption of LMX Theory | LMX theory challenges the assumption that leaders treat followers in a collective way, as a group; directed attention at differences between leader and each of his/her followers |
| LMX - in group is based on | when member takes on more responsibilities, gets assigned more, mutual trust & liking, receives more information, confidence and concern |
| LMX - out group based on | Based on formal communication based on job description, only does what job says they have to |
| what are in/out groups determined upon? | how much leader involves them self to take on more, how extra they do, |
| problem with social networks | tend to cluster into non diversity |
| how to improve social networks | look for similarity in activities; shared activity principle |
| Three phases of leadership making which develops over time: | stranger, acquaintence, mature |
| LMX Theory works in two ways... | it prescribes leadership and describes leadership |
| LMX Theory describes leadership: | leaders should recognize presence of in group and out groups; differences in how goals are accomplished |
| LMX Theory prescribes leadership: | leaders should develop high quality LMX with all subordinates. leader should offer all subordinates opportunity for more responsibility. should work on making everyone in-group |
| interactionist view of conflict | it is essential for effective performance. should be accepted and more. |
| low-level conflict that supports the goals of a group and improves performance | functional conflict (task and conflict) |
| conflict that hinders group performance | dysfunctional conflict |
| Conflict can be functional by… | increasing learning, getting things done better, focusing more, |
| Conflict Management: The three conversations in one include: | What happened (how did you both contribute to problem) feelings (acknowledge and understand feelings) identity (what does this conversation say about you?) |
| ways to better improve learning conversations | instead of how did this happen say "how can we make this better" and use "I" instead of you |
| conflict handling intentions we want collaborating which is.. | high for self concern/assertiveness, and high for concern for other/cooperativeness |
| ideal communication patterns | high inquiry and high advocacy |
| examples of recommended advocacy, | in my experience, i've seen that |
| inquiry examples | better help me understand, how did you arrive at that, im curious about |
| in learning conversations, balance ___ and ____ | advocacy and inquiry |
| situational approach | leaders must use an adaptive style; dif situations demand dif leadership styles |
| what can we do as subordinates to create higher LMX | take initiative, participate in events, ask for help |
Created by:
cl579544