FBLA Organizational Leadership

These flashcards cover key concepts, definitions, and theories related to leadership as outlined in the FBLA Organizational Leadership lecture.

Leadership Definition

Influencing process of leaders & followers to achieve organizational objectives through change.

5 Elements of Leadership

1. Leaders; 2. Followers; 3. Influence; 4. Organizational objectives; 5. Change.

Leaders-Followers

Leadership is shared.

Influence

Leader communicating ideas; granting acceptance of them; & motivating followers to support and implement ideas through change.

Organizational Objectives

Effective leaders influence followers to accomplish shared objectives.

Change

Influencing and setting objectives is about change.

People

Leadership is about leading people through relationships.

3 Managerial Leadership Skills

Technical Skills, Interpersonal Skills, Decision Making Skills.

Technical Skills

Ability to use methods and techniques to perform a task.

Interpersonal Skills

Ability to understand, communicate, and work well with individuals and groups developing effective relationships.

Decision Making Skills

Ability to conceptualize situations & select alternatives to solve problems and take advantage of opportunities.

Managerial Role Categories

Interpersonal, Informational, Decisional.

Interpersonal Leadership Roles

Leader; Figurehead; Liaison (close relationship with others).

Informational Leadership Roles

Monitor; Spokesperson; Disseminator.

Decisional Leadership Roles

Entrepreneur; Negotiator; Disturbance-handler; Resource-allocator.

Levels of Analysis of Leadership Theory

Individual Level, Group Level, Organizational Level.

Individual Level Analysis

Also known as Dyadic Process; group and organizational performance based on individual performance.

Group Level Analysis

Also known as Group Process; productive groups mean productive individuals and organizations.

Organizational Level Analysis

Also known as Organizational Process; focuses on organization; working for winning organizations motivates individuals to perform at their best.

Leadership Theory

Explanation of aspects of leadership; theories have practical value because they're used to better understand, predict, and control successful leadership.

Leadership Theory Classifications

Trait, Behavioral, Contingency, Integrative.

Leadership Paradigm (model)

Shared mindset that represents fundamental ways of thinking about, perceiving, studying, researching, and understanding leadership.

Leadership Trait Theories

Explain distinctive characteristics accounting for leadership effectiveness.

Behavioral Leadership Theories

Explain distinctive styles used by effective leaders or define the nature of their work.

Contingency Leadership Theories

Explain appropriate leadership style based on leader, followers, & situation.

Management to Leadership Theory Paradigm (model)

Shift from autocratic management style to newer participative leadership style.

Evidence-Based Management (EMB)

Decisions and organizational practices based on the best available scientific evidence.

Traits

Distinguishing personal characteristics.

Personality

Combination of traits that classifies an individual's behavior, helping to explain and predict others' behavior or job performance.

Personality Profiles

Identify individuals' stronger and weaker traits to increase self awareness.

Big 5 Model of Personality

Categorizes traits into dimensions: 1. Surgency; 2. Agreeableness; 3. Adjustment; 4. Conscientiousness; 5. Openness to experience.

Agreeableness Personality Dimension

Traits of sociability & emotional intelligence.

Adjustment Personality Dimension

Traits of stability & self-confidence.

Surgency Personality Dimension

Dominance; extraversion; & high energy with determination.

Conscientiousness Personality Dimension

Traits of dependability & integrity.

Openness-to-Experience Personality Dimension

Traits of flexibility; intelligence; & internal locus of control.

Achievement Motivation Theory

Explains & predicts behavior and performance based on a person's need for achievement, power, and affiliation.

Leader Motive Profile Theory

Explains & predicts leadership success based on a person's need for achievement, power, and affiliation.

Leader Motive Profile (LMP)

A motivational configuration found to contribute to leader performance in traditional bureaucratic organizations.

Attitudes

Positive & negative feelings about people, things, & issues; being positive or negative is a choice.

Douglas McGregor

Classified assumptions/belief systems as Theory X & Theory Y.

Theory X & Theory Y

Explain and predict leadership behavior & performance based on leader's attitude about followers.

Pygmalion Effect

Leaders' attitudes towards and expectations of followers influence followers' behavior and performance.

Self-Concept

Positive and negative attitudes people have about themselves.

Self-Efficacy

Belief in one's capability to perform in a specific situation.

Ethics

Standards of right and wrong that influence behavior; leaders set ethical climate & are responsible for employee behavior.

Ethical Behavior

Direct link to performance and being an effective leader; unethical behavior leads to big fines, reputation damage, imprisonment.

Moral Development

Understanding right from wrong and choosing to do the right thing.

3 Levels of Moral Development

Postconventional, Conventional, Preconventional.

Moral Justification

Thinking process rationalizing unethical behavior.

Golden Rule

Lead others as you want to be led.

4-Way Test

1. Is it the truth? 2. Is it fair to all concerned? 3. Will it build goodwill & better friendships? 4. Will it be beneficial to all concerned?

Leadership Behavior Research

From trait theory to behavioral theory; focuses on what leaders say and do.

Leadership Style

Combination of traits, skills, and behaviors leaders use when interacting with followers.

Autocratic Leadership Style

Makes decisions, tells employees what to do, and closely supervises workers.

Democratic Leadership Style

Encourages participation in decisions, allows group to determine tasks, not closely supervised.

University of Michigan Leadership Model

2 Leadership styles: Job-centered & Employee-Centered.

Job-Centered Leadership Style

Scales measuring goal emphasis and work facilitation.

Employee-Centered Leadership Style

Scales measuring supportive leadership and interaction facilitation.

Ohio State University Leadership Model

Focus on Task & Focus on People; 4 leadership styles based on structure and consideration.

Motivation

Anything that affects behavior in pursuing a certain outcome.

Motivation Process

People go from need to motivate to behavior to consequence to satisfaction or dissatisfaction.

Process Motivation Theories

Focus on understanding how people choose behavior to fulfill their needs.

Content Motivation Theories

Focus on explaining and predicting behavior based on people's needs.

Reinforcement Theory

Proposes that through consequences for behavior, people will be motivated to behave in predetermined ways.

Hierarchy of Needs Theory

People are motivated through 5 levels of needs: 1. Physiological; 2. Safety; 3. Belongingness; 4. Esteem; 5. Self-Actualization.

2 Factor Theory

People are motivated by motivators rather than maintenance factors.

Maintenance Factors

Extrinsic motivators driven by external factors, including pay and job security.

Motivators

Intrinsic motivators, including achievement, recognition, challenge, and advancement.

Acquired Needs Theory

People are motivated by their needs for achievement, power, and affiliation.

Motivating Employees (based on Acquired Needs Theory)

High need for achievement: give challenging tasks; high need for power: let plan and control jobs; high need for affiliation: let work as a team.

Equity Theory

People are motivated when their perceived inputs equal outputs.

Expectancy Theory

People are motivated when they believe they can accomplish the task, will get a reward, & the rewards are worth the effort.

Goal-Setting Theory

Specific difficult goals motivate people.

Writing Objectives Model

To + action verb + specific measurable result to be achieved + target date.

Objectives Criteria

• Singular result - Specific - Measurable - Target date - Difficult but achievable.

Reinforcement Theory (B.F. Skinner)

Managers must understand relationship between behaviors and consequences.

Types of Reinforcement

Positive, Avoidance, Extinction, Punishment.

Guidelines for Using Reinforcement

Set clear objectives, select appropriate reinforcement and schedule, give sincere praise.

Giving Praise Model

Tell what was done correctly, explain importance, encourage repeat performance.

Leadership Model

Example for emulation or use in a given situation.

Contingency Leadership Model

Determines if a person's style is task or relationship-oriented; matches style to situation.

Task-Motivated Leadership

Gains satisfaction from task completion.

Relationship-Motivated Leadership

Gains satisfaction through forming and maintaining relationships.

Situational Favorableness

Degree to which situation allows leader to exert influence.

Boss

Based on personality; some are autocrats, some participative.

Subordinates

More ability or willingness to participate, the more participation should be used.

Situation (time)

Size and time needed for participation is considered.

Leadership Continuum Model

Determines which of the 7 styles to select based on boss-centered vs subordinate-centered leadership.

Path-Goal Leadership Model

Selects leadership style appropriate to situation to maximize performance and job satisfaction.

Situational Factors--Subordinate

Authoritarianism, locus of control, ability.

Environmental Situational Factors

Task structure, formal authority, work group.

Path-Goal Leadership Styles

1. Directive (high structure) 2. Supportive (high consideration) 3. Participative 4. Achievement-Oriented.

Normative Leadership Model

Time-driven decision tree enables user to select 1 of 5 styles.

Leadership Participation Styles

1. Decide 2. Consult Individually 3. Consult Group 4. Facilitate 5. Delegate.

Power

Leader's potential influence over followers.

Legitimate Power

Position power given by organization.

Reward Power

Ability to influence others with something of value.

Coercive Power

Involves punishment and withholding rewards to influence compliance.

Referent Power

User's personal relationships with others.