Week 1 Leadership

360-degree feedback

receiving feedback on performance from those you supervise, peers, and supervisors or those higher in an organization structure

Charisma

Personal quality that instills pride, faith, and respect in subordinates by transmitting a sense of mission that is effectively articulated

contingent rewards

rewards and recognition exchanged for accomplishment of assigned work duties or reaching organizational objectives

individualized consideration

delegates projects to stimulate the learning and growth of employees, coaches, and teaches employees, and treats each employee and respect

intellectual stimulation

arousing followers to think in new ways and emphasizing problem-solving and the use of reason before acting

leadership

a process of creating structural change wherein the values, vision, and ethics of change wherein the values, vision, and ethics of individuals are integrated into the culture of a community as a means of achieving sustainable change

Supervisory theories of leadership

path-goal, transactional

Path-Goal Leadership

Leaders increase personal payoffs for subordinates for goal attainment and make the path to these payoffs easier to travel by reducing obstacles, thereby improving performance

Transactional Leadership

Leaders promise rewards and benefits to subordinates for meeting work goals, and leaders and subordinates agree through transactions on what will lead to reward and how to avoid punishment

Strategic theories of leadership

Transformational, situational leadership

Transformational leadership

leaders achieve change by expressing the value associated with outcomes and by articulating a vision of the future resulting in commitment, effort, and improved performance on the part of subordinates

Situational leadership

leader should adopt a leadership style that best fits the developmental level of their subordinates competence and commitment

Servant leadership

leaders are attentive to the concerns of followers and empathize and nurture them by first empowering them and helping them to develop their personal capacities

One often-cited difference in leadership and management mentioned in this chapter is…

Leaders focus on strategic change, whereas managers focus on the status quo

Which of the following would be most accurate in regard to current thinking about the relationships between human traits and leadership effectiveness?

Traits may help us understand how a particular leader might be perceived, but there is little recent research to validate Trait Theory as effective in linking leaders with leadership outcomes.

Which of the following pairs includes two theories of leadership that could both be categorized as supervisory theories of leadership?

Path-Goal Theory of Leadership and Transactional Leadership Theory

A theory of leadership that focuses on identifying the relationship between task characteristics and employee readiness and matching a supervisory response is best called:

Situational Leadership Theory

Two leadership theories that were developed separately but are recognized as most effective when they are combined are:

Transactional Leadership Theory and Transformational Leadership Theory.

In regard to the additive effect of transformational leadership and transactional leadership, which of the following is generally accepted as true?

Transactional leadership and transformational leadership are not contradictory styles but instead are complementary and can be used together.

When comparing Servant Leadership Theory and Transformational Leadership Theory, which of the following best describes the motivation of the leaders?

Servant leaders tend to see all persons as equal and valued, whereas transformational leaders value individuals but more in relation to helping the organization succeed.

One accurate summary statement about what we know about the evidence on gender and leadership would be:

Men and women are perceived as more effective as leaders when the approaches they use match their presentation as more "masculine" or "feminine" as perceived by followers.

Authority-compliance management

heavy emphasis on task, low emphasis on people, results driven, lack of emphasis on communication

Social club management

low concern for task, high concern for people, low emphasis on production, emphasis on social needs, helpful and comforting climate

deprived management

lack of concern with people and tasks, uninvolved leadership, indifferent and apathetic

fence management

compromising, some emphasis on task, some emphasis on people, avoidance of conflict

team management

strong emphasis on tasks and on interaction, participatory and engaged, clear about priorities, open-minded, enjoyable work environment

How does the path-goal theory relate to occupational therapy?

The PEO model describes how the person, environment, and occupation relate to each other to achieve occupational performance. The path is parallel to occupational performance. The tasks are related to occupations. The plan is related to the treatment plan.

Theory U

When intentional efforts to identify issues and improve conditions are made, positive things can take place. This is done with an open mind, open heart, and open will.

What are the 5 movement processes in Theory U?

1) co-initiating

2) co-sensing

3) co-presencing

4) co-creating

5) co-evolving

Directive behavior

set guidelines, clarify expectations, and give guidance on the tasks to be accomplished

Supportive behavior

show concern and respect for followers’ needs and preferences and create a friendly, supportive environment

participative behavior

collaborate with clients to make decisions

achievement-oriented behavior

set challenging but realistic goals to push clients to excel and have confidence they can attain goals

Attributional theory of leadership

attributions are cognitive processes individuals use to understand cause and effect in problem-solving situations.

Situational leadership

based on the leader’s ability to read the multiple factors involved in any given situation and determine the best direction to take to get the job done.

task behavior

the extent to which the leader engages in spelling out the duties and responsibilities of an individual or group

Flow of situational leadership

Stages of situational leadership

1) directing

2) coaching

3) supporting

4) delegating

What OT model are transformational leadership and transactional leadership related to?

MOHO

Quantum leadership

views constant change as inevitable

Quantum seeing

the ability to see intentionally

quantum thinking

the ability to think paradoxically

quantum feeling

the ability to feel vitally alive

quantum knowing

the ability to know intuitively

quantum acting

the ability to act responsibility

quantum trusting

the ability to trust life’s process

quantum being

the ability to be in a relationship

Principle 1 of Quantum Theory

Wholes are made up of parts

Principle 2 of quantum theory

all health care is local (all decision are made on a one-on-one level)

Principle 3 of quantum theory

adding value to a part adds value to the whole

principle 4 of quantum theory

simple systems make up complex systems

principle 5 of quantum theory

diversity is a necessity of life

principle 6 of quantum theory

error is essential to creation

principle 7 of quantum theory

systems thrive when all their functions intersect and interact

principle 8 of quantum theory

equilibrium and disequilibrium are in constant tension

principle 9 of quantum theory

change is generated from the center outward

principle 10 of quantum theory

revolution results from the aggregation of local changes

Authentic leadership

focuses on whether leadership is genuine and real, strong connections to others

Leader-member exchange theory

centered on interactions between leaders and followers

what are the three phases of LMX theory?

1) stranger

2) acquaintance

3) mature partnership

authoritarian leadership

theory x, perceive that followers need direction

democratic leadership

theory y, treat followers as fully capable of doing work on their own

Laissez-Faire leadership

non-leadership, hands off approach

Adaptive leadership

prepare and encourage people to deal with change

Inclusive leadership

create environment in which difference are valued and can be incorporated into main work of an organization to enhance strategies, processes, and overall effectiveness

Collective leadership

a group of people with diverse skills and experience working toward shared goals while sharing decision making and working collaboratively

Ethical leadership

concerns with kinds of values and morals an individual or a society finds desirable or appropriate