Exam 1

Leadership

An influence relationship among leaders and followers intended to create real changes and outcomes that reflect shared purposes.

Key components of leadership

Influence, intended change, shared purpose, personal responsibility, followers matter.

Managers vs Leaders

Managers focus on plans, efficiency, and short-term results; leaders focus on vision, strategy, and long-term direction.

Operational role

Management role involving planning, organizing, staffing, directing, controlling resources, and supporting task completion efficiently.

Collaborative leaders

Work across boundaries, use teamwork, rely on influence, and connect people/resources within and outside the organization.

Individualized leadership

Leaders form different relationships with each follower, focusing on dyads.

In-group (Individualized leadership)

More trust, support, autonomy, and better assignments for followers in this group.

Out-group (Individualized leadership)

More routine work, less support, and more directive control for followers in this group.

High-high leaders

Leaders strong in both task and people behaviors.

Contingency approaches

Leadership effectiveness depends on the fit between leader style, follower needs, and the situation.

Fiedler's Contingency Theory

Requires leaders to know their LPC style and the favorability of the situation.

Situational favorability factors (Fiedler)

Leader-member relations, task structure, position power.

Hersey and Blanchard’s Situational Theory

Focuses on follower readiness, including ability, experience, confidence, and willingness.

Big Five personality dimensions

Extroversion, agreeableness, conscientiousness, emotional stability, openness to experience.

Openness to experience

Being creative, imaginative, and open to new ideas.

Internal locus of control

Belief that outcomes depend more on one's own actions.

Self-awareness

Understanding one's own personality, emotions, and values and how they affect others.

Mental models

Internal pictures of how things work and predict outcomes.

Ethical pressures on leaders

Pressures to cut costs, increase profits, please shareholders, and act on self-interest.

Moral leadership

Using power for good, acting with honesty, fairness, and concern for others.

Servant leadership

Leaders prioritize serving others, focusing on employee growth and building trust.

Importance of followership

Leadership is not one-sided; good followers help drive change and accountability.

Effective followers

Independent thinkers who show initiative, commit beyond self-interest, and have courage to speak up.

Intrinsic rewards

Internal rewards like accomplishment, pride, growth, competence.

Extrinsic rewards

Rewards from the organization like insurance benefits or vacation time.

Manager's role

Information processor.

Leader's role

Communication champion / meaning-maker.

Open communication climate

Essential for information flow, building trust, and supporting change.

Importance of listening

Builds trust, supports two-way communication, and makes people feel valued.

Self-directed teams

Teams that operate with minimal supervision with control over their work.

Prima donna behavior

Narcissistic behavior that can hurt team coordination and performance.

Leaders of global teams

Need to build trust, set clear expectations, and respect cultural differences.

Socio-emotional role

Encouraging, harmonizing conflict, reducing tension, and supporting group unity.