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Leadership Theory
Final
| Question | Answer |
|---|---|
| A type of leadership that is genuine and created through a reciprocal process involving leaders and followers | Authentic Leadership |
| The 3 Authentic Leadership Characteristics | 1. Genuine leadership 2. Leads from conviction 3. ALs are originals, not copies |
| 5 characteristics of authentic leaders according to Bill George | 1. Understand their purpose 2. Strong values 3. Trusting relationships 4. Self-discipline 5. Act from the heart (mission) |
| The 4 components involved with the basic model of Authentic Leadership | 1. Self-awareness (personal insights) 2. Internalized moral perspective 3. Balanced processing 4. Relational transparency |
| This type of leadership fulfills society's expressed need for trustworthy leadership and can be measured using an established instrument | Authentic Leadership |
| A major criticism of Authentic Leadership | Unclear whether is is sufficient to achieve organizational goals |
| Leadership approach defined as going out of one's way to ensure their followers are benefiting and becoming healthier, wiser, freer, more autonomous, etc. | Servant Leadership |
| The antecedent conditions of the Servant Leadership model are (3): | 1. Context and Culture 2. Leader Attributes 3. Follower Receptivity |
| In order for Servant Leadership to be effective, this antecedent condition must be high | Follower receptivity |
| The 7 Servant Leader behaviors according to the Servant Leadership Model | 1. Conceptualizing 2. Emotional healing 3. Putting followers first 4. Helping followers grow and succeed 5. Behaving ethically 6. Empowering 7. Creating value in community |
| The 3 outcomes of the Servant Leadership model | 1. Follower performance and growth 2. Organizational performance 3. Societal impact |
| This leadership approach makes altruism the central component of the leadership process | Servant Leadership |
| This leadership approach focuses on the adaptations required of people in response to changing environments and encourages change across multiple levels: self, organizational, community and societal | Adaptive Leadership |
| Problems that are not clearly defined or easy to identify, and which do not have a clear solution | Adaptive challenges |
| 4 archetypes of adaptive change according to the Adaptive Leadership theory | 1. Gap between espoused values and behavior 2. Competing commitments 3. Speaking the unspeakable 4. Work avoidance |
| 6 Leader behaviors according to the Adaptive Leadership theory | 1. Get on the Balcony 2. Identify adaptive challenges 3. Regulate distress 4. Maintain disciplined attention 5. Give the work back to the people 6. Protect leadership voices from below |
| In contrast to other leadership theories, this leadership approach takes a process approach which shows leadership as a complex transaction between leaders and followers | Adaptive Leadership |
| This leadership approach recognizes people are complex, unique and inconsistent beings w/ rich and numerous motivational drivers which helps orgs understand why leaders act the way they do | Psychodynamic Approach |
| The 4 basic premises of the Clinical Paradigm | 1. There is a rationale behind every human act 2. Great deal of mental life lies outside of conscious awareness 3. Most central part of a person is the way he or she regulates and expresses emotions 4. We are all products of our past experiences |
| The 'Clinical Paradigm' is apart of which leadership theory approach? | Psychodynamic Approach |
| This institution was one of the first to apply psychoanalytics to organizational life when they studied the unconscious functioning of the group as a whole rather than individuals | London Tavistock Institute |
| These individuals linked the failure of managers to contain anxieties of workers to employee depression and low productivity | Menninger and Levinson |
| A key concept of the psychodynamic approach which is defined as a stage filled w/ people who have influenced our lives for better or worse | Inner Theater |
| Part of the inner theater of the psychodynamic approach that develops over time and carrys into adulthood which helps us understand the motivation behind behavior and key relationship conflicts | Core Conflictual Relationship Themes (CCRT) |
| The 3 key concepts of the psychodynamic approach | 1. Focus on the inner theater 2. Focus on leader-follower relationships 3. Focus on the Shadow Side of Leadership |
| Concerned w/ kinds of values and morals an individual or society ascribes as desirable or appropriate and focuses on the virtuousness of individuals and their motives | Ethics |
| Provides a system of rules or principles as a guide in making decisions about what is right/wrong and good/bad in a specific situation | Ethical Theory |
| A consequence of leaders' conduct that results in high concern for self-interest and low concern for interest of others | Ethical egoism |
| A consequence of leaders' conduct that creates the greatest good for the highest number of people by showing medium concern for self-interest and interest of others | Utilitarianism |
| A consequence of leaders' conduct that shows concern for best interest of others by showing low concern for self-interest and high concern for interest of others | Altruism |
| This focus on leadership ethics looks at whether the action itself is good and focuses on the leader's moral obligation and responsibilities to do the right thing | Duty (deontological theories) |
| The 2 broad domains of leadership ethics | 1. Conduct 2. Character |
| Known as the "dark side of leadership" because it is characterized by destructive behaviors, poor personal characteristics and negative workplace outcomes | Pseudo Transformational Leadership |
| The "Toxic Triangle" is composed of: | 1. Destructive leaders 2. Susceptible followers 3. Conductive environments |
| 3 reasons ethics is central to leadership: | 1. Process of influence 2. Need to engage followers to accomplish mutual goals 3. Impact leaders have on establishing org's values |
| The 6 principles of ethical leadership | 1. Respects others 2. Serves others 3. Shows justice 4. Manifests honesty 5. Builds community 6. Principles of Distributive justice |
| What is Kohlberg's 1st level of moral development and the 2 stages apart of it? | Preconventional: Based on self-interest, avoiding punishment and rewards - Obedience and Punishment - Individualism and Exchange |
| What is Kohlberg's 2nd level of moral development and the 2 stages apart of it? | Conventional Morality: Reasoning based on society's views and expectations - Interpersonal Accord and Conformity |
| What is Kohlberg's 3rd level of moral development and the 2 stages apart of it? | Postconventional: Reasoning based on conscience and creating a just society - Social contract and individual rights - Universal principles |
| A group of organizational members who are interdependent, share common goals and coordinate activities to accomplish those goals | Team |
| 5 outcomes of an effective team | 1. Greater productivity 2. More effective use of resources 3. Better decisions and problem-solving 4. Better quality products and services 5. Greater innovation and creativity |
| When members of a team take on leadership behaviors to influence the team and maximize team effectiveness | Shared or Distributed Leadership |
| What are the 3 leadership decisions a leader of a team may have to engage in? | 1. Should I monitor the team or take action? 2. Should I intervene or meet task or relational needs? 3. Should I intervene externally or internally? |
| The global phenomenon where women are disproportionately concentrated in lower-level and lower-authority leadership positions than men | Gender Gap in Leadership |
| 3 explanations for the Gender Gap in Leadership | 1. Human capital differences 2. Gender differences in leadership 3. Prejudice |
| The 3 Human Capital differences that explain the Gender Gap in Leadership | 1. Pipeline problem- Women have less education, training & work experience 2. Pipeline not empty but leaking- Women haven't been in manager positions long enough 3. Division of Labor- Women select "mommy tracks" that don't lead to leadership positions |
| This gender is more likely to lead in a participative manner and use a transformational approach | Women |
| Women are less likely to be effective leaders when what happens? | The role is masculinized |
| This gender is less likely to promote themselves for leadership positions and ask for what they want | Women |
| Men are stereotyped with ______ characteristics while women are stereotyped with _________ characteristics | Agentic; Communal |
| The tendency for a group to reproduce it's own self-image, which ultimately leads to hiring individuals of a similar sex | Homosocial reproduction |
| How can women reach top leadership positions earlier? | 1. Understand obstacles made up by the labyrinth 2. Initiating tactics to eradicate inequality |
| Shared qualities of a group that make them unique | Culture |
| The 6 most important leadership behaviors as identified by GLOBE research | 1. Charismatic/value-based leadership 2. Team-oriented leadership 3. Participative leadership 4. Humane-oriented leadership 5. Autonomous leadership 6. Self-protective leadership |
Created by:
hameister