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| A type of leadership that is genuine and created through a reciprocal process involving leaders and followers |
Authentic Leadership
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| The 3 Authentic Leadership Characteristics |
1. Genuine leadership 2. Leads from conviction 3. ALs are originals, not copies
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| 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)
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| 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
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| This type of leadership fulfills society's expressed need for trustworthy leadership and can be measured using an established instrument |
Authentic Leadership
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| A major criticism of Authentic Leadership |
Unclear whether is is sufficient to achieve organizational goals
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| 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
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| The antecedent conditions of the Servant Leadership model are (3): |
1. Context and Culture 2. Leader Attributes 3. Follower Receptivity
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| In order for Servant Leadership to be effective, this antecedent condition must be high |
Follower receptivity
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| 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
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| The 3 outcomes of the Servant Leadership model |
1. Follower performance and growth 2. Organizational performance 3. Societal impact
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| This leadership approach makes altruism the central component of the leadership process |
Servant Leadership
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| 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
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| Problems that are not clearly defined or easy to identify, and which do not have a clear solution |
Adaptive challenges
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| 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
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| 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
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| 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
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| 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
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| 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
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| The 'Clinical Paradigm' is apart of which leadership theory approach? |
Psychodynamic Approach
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| 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
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| These individuals linked the failure of managers to contain anxieties of workers to employee depression and low productivity |
Menninger and Levinson
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| 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
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| 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)
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| 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
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| 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
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| 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
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| A consequence of leaders' conduct that results in high concern for self-interest and low concern for interest of others |
Ethical egoism
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| 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
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| 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
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| 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)
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| The 2 broad domains of leadership ethics |
1. Conduct 2. Character
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| Known as the "dark side of leadership" because it is characterized by destructive behaviors, poor personal characteristics and negative workplace outcomes |
Pseudo Transformational Leadership
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| The "Toxic Triangle" is composed of: |
1. Destructive leaders 2. Susceptible followers 3. Conductive environments
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| 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
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| 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
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| 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
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| 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
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| 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
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| A group of organizational members who are interdependent, share common goals and coordinate activities to accomplish those goals |
Team
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| 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
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| When members of a team take on leadership behaviors to influence the team and maximize team effectiveness |
Shared or Distributed Leadership
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| 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?
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| The global phenomenon where women are disproportionately concentrated in lower-level and lower-authority leadership positions than men | Gender Gap in Leadership
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| 3 explanations for the Gender Gap in Leadership | 1. Human capital differences
2. Gender differences in leadership
3. Prejudice
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| 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
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| This gender is more likely to lead in a participative manner and use a transformational approach | Women
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| Women are less likely to be effective leaders when what happens? | The role is masculinized
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| This gender is less likely to promote themselves for leadership positions and ask for what they want | Women
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| Men are stereotyped with ______ characteristics while women are stereotyped with _________ characteristics | Agentic; Communal
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| The tendency for a group to reproduce it's own self-image, which ultimately leads to hiring individuals of a similar sex | Homosocial reproduction
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| How can women reach top leadership positions earlier? | 1. Understand obstacles made up by the labyrinth
2. Initiating tactics to eradicate inequality
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| Shared qualities of a group that make them unique | Culture
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| 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
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Created by:
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