Organizational Leadership Exam Flash Cards PDF

https://quizlet.com/839690124/ilad-5100s-leadership-exam-flash-cards/ Introduction -​ (1) Leadership Defined + (2) Leadership and Power Trait Theory -​ One of the first systematic attempts to study leadership -​ Focus on leader + what traits leaders exhibit + who has these traits...

https://quizlet.com/839690124/ilad-5100s-leadership-exam-flash-cards/ Introduction -​ (1) Leadership Defined + (2) Leadership and Power Trait Theory -​ One of the first systematic attempts to study leadership -​ Focus on leader + what traits leaders exhibit + who has these traits -​ Measurement tool: Personality assessments - who has the ‘right’ traits. -​ Great Man theories - focus on identifying innate qualities and characteristics possessed by leaders -​ Trait Approach Major Traits -​ Intelligence: verbal, perceptual, supports reasoning capabilities -​ Self Confidence: Certainty in one’s competencies and skills -​ Determination: Desire to get the job done -​ Integrity: Honest and trustworthiness -​ Sociability: A leader’s inclination to seek out pleasant social relationships -​ Big 5 personality factors -​ Neuroticism: Tendency to be depressed, anxious, insecure, vulnerable, hostile -​ Extraversion: Tendency to be sociable, assertive, and have positive energy -​ Openness: Tendency to be informed, creative, insightful, curious (openness to new ideas) -​ Agreeableness: Tendency to be accepting, conforming, trusting, nurturing -​ Conscientiousness: Tendency to be thorough, organized, controlled, dependable, decisive -​ Strengths -​ Intuitively appealing -​ Credibility due to a century of research support -​ Highlights leadership component (focus on leader) in the leadership process -​ Provides benchmarks/Objectives for traits desired -​ Weaknesses -​ No definitive list of traits (many traits have emerged) -​ Subjective -​ Does not consider situations -​ Research fails to look at traits in relationship to leadership outcomes -​ Not useful in group training and development -​ Applications -​ Provides direction as to which traits are good to have if one aspires to a leadership position -​ Can pinpoint strengths and weaknesses -​ Can be used by managers to assess where they stand within their organization -​ Dark Sides -​ Narcissism: Self-centered, superior, personal power and glory  -​ Machiavellianism: bad view of human nature, results > people, condones opportunism and manipulation -​ Psychopathy - disregard for others, impulsiveness, lack of remorse Behavioral Theory -​ Emphasizes behavior of leader -​ What leader does + How they act -​ How do leaderships help organizations reach their purpose? -​ 2 factors -​ Concern for Production (x) + Concern for People (y) -​ Grid Compoenents -​ Authority Compliance -​ 9 production, 1 people -​ Focus on task and job requirement -​ Country Club Management -​ 1 production, 9 people -​ Prioritize interpersonal relationships > production -​ Improverished Management -​ 1 production, 1 people -​ Unconcerned/Indifferent all around -​ Middle of the Road Management -​ 5 production, 5 people -​ Intemediate concern for task + interpersonal compromisers -​ Team Management -​ 9 production, 9 people -​ High concern for task and interpersonal -​ High degree of participation and teamwork to satisfy task requirements -​ Paternalism -​ Utilize both 1,9 and 9,1 -​ Benevolent dictator: acts graciously but does so for the purpose of goal accomplishment + reward loyalty/obedience BUT punish for noncompliance -​ Opportunism -​ Any combination of styles for personal advancement -​ -adapts to gain personal advantage, puts self-interest ahead of other priorities, personal gain, ruthless, self-motivated, cunning -​ Strengths -​ Leadership research shifts from exclusively trait-focused to include behaviors and actions of leaders -​ A broad range of studies on leadership style validates and gives credibility to the basic tenets of the approach -​ This is practical and more controllable -​ Heuristic: Leaders can learn a lot about themselves -​ 2 major behavior focuses: task vs relationships -​ Weaknesses  -​ Research does not adequately demonstrate how leaders’ styles are associated with performance outcomes/ success -​ No universal style of leader for any situation -​ Limited research supports that 9,9 is most effective -​ Application -​ Managers can determine how they are perceived and change behaviors to increase effectiveness -​ Leadership training and development program uses -​ This applies to nearly everything a leader does Situational Theory -​ Leadership situations depends on diagnosing and adapting style: different situation = different style -​ Match your style to competence and commitment of subordinates -​ Directive Behaviors -​ One way communication to guide/direct establish goals -​ Plan methods of evaluation and timelines defining roles -​ Supportive -​ Two way communication to build interpersonal relationship -​ Increase comfortability among team members adapting leadership style to match subordinate development level -​ Steps of supportive leadership: 1. Diagnosing/(assessing) subordinate's developmental position 2. Adapting his//her leadership style to match the subordinate developmental level -​ Follower Development levels: the degree to which followers have the competence and commitment necessary to accomplish a given goal or activity 1.​ D1 - low competence, high commitment a.​ new to a goal and do not know exactly how to do it, but they are excited about the challenge of it. 2.​ D2 - low-mid competence, low commitment a.​ started to learn a job, but they also have lost some of their initial motivation about the job. 3.​ D3 - moderate-high competence, variable commitment a.​ essentially developed the skills for the job, but they are uncertain as to whether they can accomplish the goal by themselves 4.​ D4 - high competence, high commitment a.​ have the skills and motivation to do the job. -​ Leadership styles based on follower development level 1.​ S1: Directive - high directive, low supportive -​ the leader focuses communication on goal achievement -​ spends a smaller amount of time using supportive behaviors 2.​ S2: Coaching - high directive, high supportive -​ the leader focuses communications on both achieving goals and meeting followers' socioemotional needs  3.​ S3: Supporting - low directive, high supportive -​ the leader does not focus exclusively on goals but uses supportive behaviors that bring out follower's skills around the goal to be accomplished 4.​ S4: Delegating - low directive, low supportive -​ the leader offers less goal input and social support, facilitating followers confidence and motivation in reference to the goal -​ Wisdom: The quality of having experience, knowledge, and good judgment; the quality of being wise -​ Strengths -​ ​provides a credible model for training employees to become leaders -​ outlines what you should and shouldn't do in certain situations -​ stresses flexibility/adaptiveness of leader straightforward to understand each follower is unique and responds to different leadership styles -​ Weaknesses -​ ignores demographic influences -​ Faults to address the issue of 1-on-1 vs group leadership -​ questionnaires can be biased -​ minimal research, further research is required -​ how to conceptualize commitment and why it varies is unclear Leader-Member Exchange -​ Interactions between leader and followers -​ 2 groups -​ In-group -​ More information, influence, convenience, and concern -​ More dependable, highly involved and communicative -​ Out-group -​ Less compatible -​ Come to work, get it done, go home, nothing extra -​ Advantages of High-Quality LMX -​ Less employee turnover -​ Positive performance -​ Evaluations -​ More regular promotions -​ More commitment -​ Leadership Making -​ Prescriptive approach to leadership that emphasizes that a leader should develop high-quality exchanges with all of his or her followers rather than just a few -​ Stranger, Acquaintance, Mature Partnership -​ Central Concept: Dyadic relationship -​ Unique relationship between leader and subordinate. -​ Strengths -​ Validates that people within organizations relate to each other differently -​ The leader prioritizes 2-way relationship and communication  -​ Solid research foundation on how the practice of LMX theory is related to positive organizational outcomes -​ Weaknesses -​ Appears unfair and discriminatory - supports development of privileged groups -​ How are high quality LMXs created? How do you achieve building trust, respect, and obligation? - Basic theoretical ideas are not fully developed -​ Various scales and levels of analysis and measurement -​ Application -​ Applicable to all levels of management and different types of organizations -​ Directs managers to assess leadership from a relationship perspective -​ Sensitizes managers to how ingroup vs outgroup develop with in their workship -​ How CEO strategically develop special relationships with select individuals Transformational Leadership -​ **Table 8.1 -​ Personality Characteristics -​ Desire to influence -​ Self-confident -​ Strong moral values -​ Behaviors -​ Sets strong role model -​ Shows competence -​ Articulates goals -​ Communicates high expectations -​ Expresses confidence -​ Arouses motives -​ Effects on Followers -​ Belief similarity between leader and follower -​ Identification with leader -​ Emotional involvement -​ Heightened goals -​ Increased confidence -​ Unquestioning acceptance -​ Affection toward leader -​ Obedience -​ transformational leadership factors -​ idealized influence/charisma (factor 1) -​ inspirational motivation (2) -​ intellectual stimulation (3) -​ individualized consideration (4) -​ transactional leadership -​ contingent reward (factor 5)  -​ constructive transactions -​ management by exception (factor 6) - active and passive -​ corrective transactions -​ Laissez-Faire leadership -​ laissez-faire (factor 7) -​ nontransactional -​ Exchanges that occur between leaders and their followers -​ Process of engaging with others to create a connection that increases motivation and morality in both the leader and follower -​ Contingent reward: Exchange process in which effort by followers is exchanged for specific rewards -​ Management by Exception: Leadership that involves corrective criticism, negative feedback, and negative reinforcement -​ Active: watch followers to identify mistakes/rule violations -​ Passive: intervenes only after standards have not been met or problems have arisen -​ Three types -​ Transactional: Focuses on the exchanges that occur between leaders and their followers contingent on reward, exchange -​ Psuedo-transformational: Focuses on leader's own interests > followers' interests and transforming them but in a negative way. -​ Transformational: process of engaging with others to create connection that increases motivation and morality in both the leader and the follower -​ Idealized influence -​ Charisma: ties followers and self-concepts to organizational identity -​ strong role models -​ high standards of moral and ethical conduct -​ make others want to follow leader's vision -​ Inspirational motivation -​ communicating high expectations -​ inspiring followers to commitment and engagement in shared vision -​ using symbols / emotional appeals to inspire greater than self-interest -​ Intellectual stimulation -​ stimulate followers to be creative and innovative -​ challenge own beliefs and value those of leader and organization -​ support followers to try new approaches -​ develop ways of dealing with organization issues -​ Individualized consideration -​ listen carefully to needs of followers -​ act as coaches to assist followers in becoming self-actualized -​ help followers grow through personal challenges -​ Transformational leadership at it’s core is about follower development -​ Laisree Faire  -​ hands-off leadership; the leader abdicates responsibility, delays decisions, gives no feedback, and makes little effort to help followers satisfy their needs -​ Description: -​ Process: Changes and transforms individuals -​ Influence: Moves followers to accomplished more than what is usually expected -​ Core elements: TL is concerned with emotions, values, ethics, standards, and long-term goals -​ Encompassing approach: TL describes a wide range of leadership influence where followers and leaders are bound together in the transformation process -​ Overall Score: describes how leaders can initiate, develop, and carry out significant changes in organizations -​ Strengths? -​ Broadly researched, intuitive appeal, process focused, expansive leadership view, emphasizes followers, effective form of leadership. -​ Criticism? -​ Lacks conceptual clarity -​ Measurement questioned -​ Treats leadership more as a personality trait or predisposition than a behavior that can be taught -​ No casual link -​ Elisit and antidemocratic -​ Heroic leadership -​ Has the potential to be abused. -​ Key insight on page 174. Servant Leadership -​ Why do some claim servant leadership is a paradox? -​ Only leadership putting followers first(?) -​ Interest in Servant Leadership -​ Most scholarship has been prescriptive, until recently -​ The past 10 years have clarified the concept and its assumptions -​ Focuses on leadership from the point of view of the leader and his/her behavior -​ Servant leaders put followers first. -​ Sometimes treated as a trait, but viewed as a behavior in this chapter. -​ Working to help “marginalized” communities -​ 10 characteristics of a Servant Leader -​ Listening -​ communicate by listening first -​ an interactive process that includes sending and receiving messages -​ Empathy -​ "standing in the shoes" of another person and attempting to see the world from that person's point of view -​ Healing -​ supporting followers by helping them overcome personal problems -​ Awareness -​ a quality within servant leaders that makes them acutely attuned and receptive to their physical, social, and political environments -​ Persuasion -​ clear and persistent communication that convinces others to change -​ Conceptualization -​ refers to an individual's ability to be a visionary for an organization, providing a clear sense of its goals and direction -​ Foresight -​ a servant leader's ability to know the future (predicting what is to come) -​ Stewardship -​ taking responsibility for the leadership role entrusted to the leader -​ commitment to the growth of people -​ treating each follower as a unique person with intrinsic value beyond the contributions to the organization -​ servant leaders are committed to helping each person in the organization grow personally and professionally -​ building community -​ fosters the development of community. -​ Model of Servant Leadership -​ Antecedent conditions: Servant leadership does not work everywhere, but you can evolve and set the conditions if it follows antecedent conditions of context and culture + leader attributes + follower receptivity. -​ Outcomes of servant leadership 1. Follower Performance and Growth 2. Organizational Performance  -​ Societal Impact key characteristics of servant leadership 1. developing people - sharing leadership - authenticity - valuing -​ Strengths -​ Makes altruism the central component of the leadership process -​ Provides a counterintuitive approach to the use of influence. Leaders should share control. -​ SL is not panacea. It may not be effective when subordinations are not open to being guided. -​ Critisims -​ Because the name appears contradictory, SL may be seen as whimsical, or not really common definition of ‘Leadership’ where good leaders put others first which conflicts with other principles such as directing. -​ Conceptualizing is not unique to servant leader & is unclear why this is in there -​ Application -​ SL can be applied to all levels of management and in all types of organiztion -​ Organizations should be careful to select employees who are (a) interested in building long term relationships and (b) have strong ethics Leadership Ethics -​ Is a derivative of the Greek word ethos, meaning customers, conduct, or character -​ Is concerned with the kinds of values and morals an individual or society ascribes as desirable or appropriate -​ Virtuousness of individuals and their motives (concerned with what leaders do and who leaders are) -​ Friedman doctrine drove focus on leadership ethics -​ ** What is ethical is not moral and vice versa. -​ Kohlberg's stages of moral development -​ Preconventional Morality: the morality is judged based on consequences of actions for the individual -​ Stage 1 - Obedience and Punishment: "I follow the rules so I don't get hurt" -​ Stage 2 - Individualism and Exchange: "I will do a favor for you, if you do one for me" -​ Conventional Morality: reasoning based on society's views and expectations -​ Stage 3 - Interpersonal Accord and Conformity: "I try to be good and do what others expect of me" -​ Stage 4 - Maintaining the Social Order: "I follow the rules and support the laws of society -​ Postconventional Morality: reasoning based on conscience and creating a just society -​ Stage 5 - Social Contract and Individual Rights: "I work with others to do what is best for all of us" -​ Stage 6 - Universal Principles: "I act out of my internalized and universal principle of justice" -​ Ethical theories when applied to leadership focus on  -​ both their conduct and their character -​ assessing consequences from an ethical perspective -​ ethical egoism - a person should act so as to create the greatest good for themselves -​ utilitarianism - we should behave as to create the greatest good for the greatest number -​ altruism - suggests that actions are moral if their primary purpose is to promote the best interest of others -​ why ethics matter in leadership? -​ builds trust with individuals and respect -​ allowing the leader to influence and engage with the followers -​ Centrality of Ethics to Leadership (p.342) -​ Influence dimension of leadership requires the leader to have an impact on the lives of followers -​ Power and control differences create enormous ethical responsibility for leaders -​ Respect for persons - sensitive to followers’ own interests and needs -​ Leaders help to establish and reinforce organizational values - an ethical climate -​ Ethics is central to leadership because of -​ Respects Others -​ Treating others as ends (their own goals) rather than as means (to leaders’ personal goals) -​ Leader behaviors: -​ Listens closely to subordinates -​ Is empathic -​ Is tolerant of opposing viewpoints -​ Leader shall: -​ Treat others people’s values and decisions with respect -​ Allow others to be themselves with creative wants and desires -​ Approach others with a sense of unconditional worth and value individual differences -​ Serves Others -​ Follower centered - Nased on the altruistic principle of placing followers foremost in the -​ Leader behaviors: -​ Listens closely to subordinates -​ Is empathic -​ Is tolerant of opposing viewpoints -​ Leader shall: -​ Treat others people’s values and decisions with respect -​ Allow others to be themselves with creative wants and desires  -​ Approach others with a sense of unconditional worth and value individual differences -​ Show Justice -​ LEADERS SHALL: -​ adhere to principles of distributive justice -​ LEADER BEHAVIOR: -​ All subordinates are treated in an equal manner -​ In special treatment/special consideration situations, grounds for differential treatment are clear, reasonable, and based on sound moral values -​ Manifests Honesty -​ LEADERS: -​ Are not deceptive -​ Tell the truth with a balance of openness and candor while monitoring what is appropriate to disclose in a particular situation -​ LEADER BEHAVIORS: -​ Don't promise what you can't deliver -​ Don't suppress obligations -​ Don't evade accountability -​ Don't accept "survival of the fittest" pressures -​ Acknowledge and reward honest behavior in the organization -​ Builds community -​ LEADER BEHAVIORS -​ Takes into account purposes of everyone in the group -​ Is attentive to interests of the community and culture -​ Does not force others or ignore intentions of others -​ ETHICAL LEADERS AND FOLLOWERS: -​ take into account purposes of everyone in the group, and -​ reach out beyond their own mutually defined goals to wider community -​ Strengths -​ provides a body of timely research on ethical issues (currently a high demand for this) -​ one of a few theories which places ethics as an important part of leadership -​ provides principals which are important to developing ethical leadership -​ Weaknesses -​ Research is in an early stage of development -​ relies primarily on the writings of only a few people which were influence by their personal views -​ Focused on Western/Anglo-American counties and values -​ Does not address generational differences in ethics -​ Application  -​ Can be applied to individuals at all levels of organization and in all walks of life -​ Because leadership has a moral dimension, being a leader demands awareness on our part of the way our ethics define our leadership -​ Managers and leaders can use information on ethics to understand themselves and strengthen their own leadership -​ Leaders can use ethical principles as benchmarks for their own behavior -​ Leaders can learn that leader-follower relationship is central to ethical leadership Gender and Leadership -​ Gender and leadership stats -​ Currently outnumber men in higher education - 57% of bachelor's degrees, 60% of masters degrees, more than 50% of doctorates, nearly half of professional degrees -​ Make up nearly half of the US labor force - 47% -​ Occupy more than half of all management and professional positions and a quarter of all CEO positions -​ Hold only 14.4% og highest titles in the Fortune 500 -​ Still are underrepresented in upper echelons of America's corporations and political system -​ Represent only 4% of fortune 500 CEOs -​ Hold only 16.9% of fortune 500 board seats -​ Gender gap in leadership and explanations -​ Global phenomenon whereby women are disproportionately concentrated in lower-level and lower-authority leadership positions than men -​ 3 types of explanations: -​ Human capital - education, work experience, developmental opportunities, work-home conflict -​ Gender differences - style and effectiveness, commitment -​ Prejudice -​ Human capital differences (gender and leadership) -​ Pipeline problem- women have less education, training, and work experience than men resulting in a dearth of qualified women -​ Pipeline is not empty but leaking - explanation that women haven't been in managerial positions long enough for natural career progression to occur; not supported by research -​ Division of labor - explanation that women self-select out of leadership tracks by choosing 'mommy track' positions that do not funnel into leadership positions; not supported by research -​ women issues lol -​ Occupy more than half of all management and professional positions but have fewer developmental opportunities -​ Fewer responsibilities in the same jobs as men  -​ Are less likely to receive encouragement, be included in key networks, an receive formal job training than their male counterparts -​ Confront greater barriers to establishing informal mentor relationships -​ Are more likely to be put in precarious leadership situations associated with greater risk and criticism -​ Gender Differences in Leadership Styles and Effectiveness -​ Contrary to stereotypical expectations women leaders aren't less task oriented or more interpersonal than men leaders. -​ Women do lead in a more participative manner than men -​ Adaptive style because women are devalued when they lead in a masculine manner, occupy a typically masculine role, or when evaluators are male -​ Transformational leadership -​ Women's styles tend to be more transformational than men's -​ Even as transformational leaders, they are valued less than men -​ Women engage in more contingent behavior than men -​ Effectiveness of male and female leaders -​ Men and women equally effective overall -​ Men and women more effective in roles congruent with their genders -​ Women less effective than men when role is masculinized (military) when supervising large numbers of men, or when rated by men -​ Somewhat more effective in education, government, social service; substantially more effective in middle management -​ Commitment to employment and motivation to lead -​ Men and women show same level of identification and commitment to paid employment roles -​ Men and women both vire roles as workers as secondary to partner and parent to roles -​ Women less likely to promote themselves for leadership positions -​ Women less likely to emerge as group leaders; more likely to serve as social facilitators -​ Men more likely to ask for what they want; Women less likely to negotiate or self-promote and receive more backlash when they do -​ Gender Differences in leadership -​ gender differences in leadership tends to be an equal split in leadership/maangement roles, but in Fortune 500 C-Suite, etc. it is much smaller -​ reasons for the gap -​ women tend to take on role of child rearing, which poses gaps/inconcistencies -​ in work history women get less formal training than men -​ prejudice based on stereotypes -​ Strengths: -​ helps promote more women into the upper echelons of leadership -​ implications for comprehensive understanding of leadership -​ helps dispel myths on gender gap and shines light on aspects of gender barriers which are difficult to see -​ will help provide tools necessary to combat the inequality -​ Weaknesses:  -​ has taken place in Western context -​ does not also look at other diversity factors in leadership Review -​ Trait Theory -​ Innate + You are born with it or not + 5 personality factors -​ Behavioral -​ Action + What you do + Leaders can be trained and developed + Graph of concern of production and people -​ Situational -​ Catered to Audience + 4 types (confidence + commitment) -​ LMX Theory -​ Process between leaders and followers (dyadic: both parties) + Outgroups and Ingroups + Leadership making: progression from no quality to high quality relationships+ 3 phases - stranger, acquaintance, and high relationship (no friendship - more of competence, capability and commitment to jump to different stages - mutually agreement on how you proven yourself) -​ Transformational Leadership -​ Developing Followers + 4 I’s + Active/Passive and Effective/Ineffective graph. -​