HR Chapter 13: Leadership

What is the key difference between leaders and managers?

Leaders inspire and create a vision, while managers implement that vision and plan.

True or False: Good leaders are not necessarily good managers.

True

Trait approach

Attempts to identify characteristics that differentiate leaders from followers.

Meta-analysis

A statistical procedure that computes the average relationship between two variables.

Dark triad traits

Narcissism, Machiavellianism, and psychopathy.

Narcissism

Self-centered perspective with feelings of superiority and a drive for personal power.

Machiavellianism

Use of manipulation with a cynical view of human nature, prioritizing results over principles.

Psychopathy

Lack of concern for others, impulsive behavior, and absence of remorse.

Emotional intelligence

Ability to manage oneself and relationships in constructive ways.

Two conclusions about emotional intelligence and leadership

1. Emotional intelligence is an input to transformational leadership. 2. It has a small, positive association with leadership effectiveness.

Cognitive abilities

Identify problems and their causes in rapidly changing situations.

Interpersonal skills

Influence and persuade others.

Business skills

Maximize the use of organizational assets.

Strategic skills

Draft an organization’s mission, vision, strategies, and implementation plans.

Implicit leadership theory

Proposes that people have beliefs about how leaders should behave.

Leadership prototype

Mental representation of the traits and behaviors people believe leaders possess.

Global mindset

Belief in one’s ability to influence dissimilar others in a global context.

Behavioral styles approach

Attempts to identify the unique behaviors displayed by effective leaders.

Initiating structure

Leader behavior that organizes and defines group member tasks to maximize output.

Transactional leadership

Focuses on clarifying employee roles and providing rewards based on performance.

Consideration

Leader behavior that creates mutual respect and prioritizes group members' needs.

Empowering leadership

Creates perceptions of psychological empowerment in others.

Psychological empowerment

Employee belief they have control over their work, driving intrinsic motivation.

Leading for meaningfulness

Inspiring employees and modeling desired behaviors.

Leading for self-determination

Delegating meaningful assignments and tasks.

Leading for competence

Supporting and coaching employees.

Servant leadership by Robert Greenleaf

Focuses on increasing service to others rather than oneself.

Contingency theories

Propose the effectiveness of a leader style depends on the situation.

Fred Fiedler's contingency theory

Leader's effectiveness is contingent on the match between leader's style and the situation.

Least preferred coworker scale

Measures the extent of a task or relationship approach toward leadership.

Leader member relations

Extent to which the leader has support, loyalty, and trust of the group.

Task structure

Measures the amount of structure contained within tasks performed by the group.

Position power

Leader's formal power to reward, punish, or obtain compliance.

Robert House's path-goal theory

Leader behaviors are effective when viewed as a source of satisfaction or future satisfaction.

Leadership

process whereby an individual influences a group of individuals to achieve a common goal

Leaders

inspire others, provide emotional support, and try to get employees to support a common goal. Also create a vision and strategic plan for an organization. Are focused more on the future

Managers

charged with implementing the vision and plan. Focused more on the current and create efficient organizational structures

Locus of control

Internal: employees prefer acheievment oriented leadership and believe they have control over work environment. Do not like directive leader behaviors

External: View the environment as uncontrollable, prefer supportive or directive leadership

Charisma

form of interpersonal attraction that inspires acceptance, devotion, and enthusiasm

Transformational leaders

Transform their followers to pursue organizational goals over self-interests

Inspiration motivation

use of charisma, relies on an attractive vision of the future, emotional arguments, and demonstrate optimism and enthusiasm

Idealized influence

instill pride, respect, and trust within employees

Individualized consideration

behaviors that provide support, encouragement, empowerment, and coaching to employees

Intellectual stimulation

encourages employees to question the status quo and to seek innovative and creative solutions to organizational problems

Leader member exchange theory (LMX)

leaders develop unique on to one relationships with each of the people reporting to them

In group exchange ( high LMX)

create trust and mutual obligation

Out group exchange ( Low LMX)

create more formality in expectations and rewards