MGT 475 test one

Leadership

The ability to inspire confidence and support among the people who are needed to achieve organizational goals.

Emergent Leaders

Group members who significantly influence other group members even though they have not been assigned formal authority.

Hyperconnected Organizational World

A key force driving collaborative leadership that is fostered by email and social media along with globalization.

Functions of Management

Planning, organizing, directing, and controlling.

Functions of Leadership

Deals with the interpersonal aspects of a manager's job, like change, inspiration, motivation, and influence.

Effective Leaders also manage and effective managers also lead

True.

Formal Leadership does not matter when

Substitutes exist for leadership and can be defined as factors that make the leader's role almost superfluous.

Substitutes for Leadership

Factors such as closely knit teams of highly trained individuals, intrinsic satisfaction, and professional norms.

Leadership Roles

Includes figurehead, spokesperson, negotiator, coach and motivator, team builder, team player, technical problem solver, entrepreneur, strategic planner, and executor.

Tolerating Ambiguity

Being able to accept and profit from vague, uncertain, or inconsistent information or situations.

Satisfactions of Leadership

Feelings of power, prestige, and respect, along with opportunities for advancement and control over resources.

Frustrations of Leadership

Includes uncompensated overtime, organizational politics, and the pursuit of conflicting goals.

Leadership Process

A function of the leader, group members, and other situational variables.

Leadership Effectiveness

Refers to attaining desirable outcomes such as productivity, quality, and satisfaction.

Leader Characteristics and Traits

Inner qualities that help the leader function effectively in many situations.

Leader Behavior and Style

Activities in which the leader engages, including characteristic approaches.

Group Member Characteristics

Attributes of the group members.

The Internal and External Environment

Elements/forces of the situation that may or may not be within the leader's control.

Followership

70-90% of work in organizations is performed by people in follower roles; effective leaders need good followers.

Types of Followers

Isolates, bystanders, participants, activists, and diehards.

Isolates

Completely detached individuals who passively support the status quo.

Bystanders

Free riders who are typically detached when it fits their self-interest.

Participants

Engaged individuals who invest some of their own time and resources to make a difference.

Activists

Considerably engaged individuals who are heavily invested in people and processes.

Diehards

Super engaged individuals willing to fight for their cause or oppose the leader.

Essential Followers Qualities

Self-management, commitment, competence and focus, and courage.

Trait-Based Leadership Perspective

Traits and behaviors explain a minimum of 31% of leadership effectiveness.

General Personality Traits of Effective Leaders

Includes self-confidence, humility, trustworthiness, and enthusiasm.

Humility

Self-awareness, appreciating others' strengths and contributions, openness to feedback.

Core Self-Evaluations

A broader personality trait comprising self-esteem, locus of control, generalized self-efficacy, and emotional stability.

Authenticity

Being genuine and honest about one's personality, values, and beliefs.

Task-Related Personality Traits of Leaders

Includes proactivity, emotional intelligence, and flexibility.

Mindfulness

Concentrating on the present moment without making judgments.

Emotional Intelligence

The ability to understand one's feelings, empathize with others, and regulate emotions.

Elements of Emotional Intelligence

Self-awareness, self-management, social awareness, and relationship management.

Courage

Essential for leaders to face challenges and take prudent risks.

The Motivation to Lead

Desire to attain leadership roles and expend effort to meet leadership requirements.

Three Types of Motivation

Affective identity, social normative, and non-calculative.

Affective Identity

Enjoying the leadership role.

Social Normative Motivation

Viewing leadership as a responsibility and duty.

Non-Calculative Motivation

Viewing leadership positively despite potential costs.

The Power Motive

Effective leaders have a strong need to control resources.

High Power Motives Characteristics

Acting with vigor, investing time to alter behavior, and caring about personal standing.

Personalized Power Motive

Seeking power to further personal interests without worrying about others' approval.

Socialized Power Motive

Seeking power to achieve organizational goals and help others.

Drive

A propensity to apply high energy towards achieving goals.

Achievement Motivation

Finding joy in accomplishment for its own sake.

Tenacity and Resilience Motive

An unswerving focus on long-term goals and ability to bounce back from setbacks.

Cognitive Factors

Include problem solving and intellectual skills.

Practical Intelligence

The ability to solve everyday problems using experience-based knowledge.

Creativity

The capacity to generate imaginative and original solutions to complex problems.

Insight

Depth of understanding that requires intuition and common sense.

Intuition

Mental processes that provide an understanding of a problem.

Farsightedness

The ability to understand the long-range implications of actions.

Conceptual Thinking

The ability to see the overall perspective.

Strengths of Trait Approach

Strong evidence that leaders must have the right traits to guide leader selection.

Weaknesses of Trait Approach

Does not specify needed characteristics and can lead to elitism.

Charisma

A special quality of leaders that differentiates them through determination.

Charismatic Leadership

A relationship wherein leaders create favorable impressions and visions.

Three Types of Charismatic Leaders

Socialized, personalized, and celebrity.

Socialized Charismatics

Restrain power use for the benefit of followers.

Personalized Charismatics

Use power for personal interests, leading to dependency among followers.

Celebrity Charismatics

Overlap public celebrity with both socialized and personalized traits.

Transformational Leader

Brings about positive, significant changes within an organization.

Hubris

An overly confident view of one's capabilities, often leading to power abuse.

Narcissism

A personality trait characterized by a sense of superiority and desire for power.

Vision

The ability to envision better future conditions and paths to achieve them.

Mission vs. Vision

A mission is a purpose, while a vision is an image of the future.

Inspirational Vision Statements Elements

Includes a reason for existence, timeless core values, and ambitious goals.

Communication Style of Charismatic Leaders

Present imaginative visions, communicate openly, and use storytelling.

Transactional Leadership

Focuses on routine transactions and rewarding members for meeting standards.

Leadership Polarity

Leaders can be either revered or vastly unpopular.

Effective Leader Definition

One who helps achieve productivity, quality, and satisfaction.

First Criterion of Leadership Effectiveness

Uses objective data like sales, production, and turnover.

Second Criterion of Leadership Effectiveness

Focuses on judgments by others about effectiveness, such as ratings.

Consideration

Extent to which a leader creates an environment of emotional support and trust.

Initiating Structure

Definition of relationships through task assignments and goal clarifications.

Task-Related Attitudes and Behaviors of Leaders

Includes adaptability, high performance standards, and risk taking with execution.

Relationship-Oriented Attitudes and Behaviors

Aligning people, encouraging openness, and promoting values.

Leadership Style

A consistent pattern of behavior characterizing a leader.

Participative Leadership

Sharing decision-making with group members.

Three Types of Participative Leadership

Consultative, consensus, and democratic.

Consultative Leader

Confers with members before making a decision, retaining final authority.

Consensus Leader

Strives for group consensus in discussions and reflects general agreement.

Democratic Leader

Confers final authority to group members through voting.

Autocratic Leadership

Retains authority and makes decisions assuming compliance.

Servant Leadership

Leads by working on behalf of followers' goals, not their own.

Entrepreneurial Leadership

Involves developing and managing new ventures.

Gender Differences in Leadership Styles

Women tend to exhibit relationship-oriented leadership, men more command-focused.

360-Degree Feedback

Evaluation based on input from peers, subordinates, and sometimes customers.

Best Results Leaders

Do not rely solely on one style of leadership.

Contingency Approach to Leadership

Leaders' effectiveness hinges on situational forces including member characteristics.

The Least Preferred Co-Worker Scale

Measures leaders' relational orientation based on unfavorable descriptions of employees.

Control in Leadership Situations Determined By

Leader-member relations, task structure, and position power.

Leader-Member Relations

How well the leader gets along with group members.

Task Structure

Clarity of procedures, goals, and evaluations.

Position Power

Extent of leader's authority in hiring and discipline matters.

Path-Goal Theory of Leadership

Specifies how a leader can achieve high productivity and morale.

Directive Style

Chosen when task is unclear.

Supportive Style

Chosen when group tasks are dissatisfying or stressful.