LEAD 101 EXAM #2

Supportive leadership Style

Showing concern for employees needs and well-being

Directive Leadership Style

Giving employees clear instructions, rules, and expectations

Participative Leadership style

Seeking employee input and involving them in decisions

Achievement-oriented Leadership Style

Sets goals and pushes for goal accomplishment

4 Leadership Style Types

Directive, Supportive, Participative, Achievement-oriented

Crisis Leadership

The process of leading group members through a sudden and largely unanticipated, intensely negative, and emotionally draining circumstance

Fiedler’s Contingency Theory

Leadership effectiveness depends on matching a leader’s style to the situation

In-group bias under LMX

Leaders may give closer employees more favorable performance ratings

LMX (leader-member exchange theory)

Leaders develop different relationships with individual employees

Rationalization and implied permission

Justifying wrongdoing because it appears accepted or goes unchallenged

Out-Group LMX

Employees with less-developed relationships with the leader

Triple Bottom Line

Profit, people, and planet

Delegation

Assigning authority and responsibility for a specific task

Strategic Contingency Theory

Units that solve critical organizational problems gain power

Compliance

Partial influence success; the person follows a request with modest effort

Influence tactics sequence

Start with positive, low-cost, low-risk tactics before excalating

Debasement

Demeaning or insulting yourself to influence another person’s behavior

Contingency Approach

Effective leadership depends on the situation

Why leaders aviod old paradigms

Old approaches may no longer fit new circumstances

Fiedler’s LPC (Least preferred coworker) scale measures?

Whether a leader is task-motivated or relationship-motivated

High LPC scores indicates

A relationship-motivated leader

Low LPC score indicates

A task-motivated leader

Fiedler’s 3 dimensions of situational control

Leader-member relations, task structure, and position power

Leader-member relations

How well the leaders gets along with employees

Task structure

How clearly procedures, goals, and duties are defined

Position Power

Authority to hire, fire, discipline, or change pay

Task-motivated leaders perform best

In very high-control or very low-control situations

Relationship-motivated leaders perform best

in situations with moderate control

Path-goal theory tries to improve

Employee productivity and morale

Path-goal leaders improve performance

Clarify expectations, provide direction, increase payoffs, and remove barriers

Essential relationship action during a crisis

Communicate widely about the problem

Major task-focused crisis principle

Be decisive and communicate the plan

Ideal form of crisis leaderhip

Prevent the crisis through planning

4 Sources of evidence-based leadership

Research, data, practitioner experience, and stakeholder values

Moral Leadership

Taking a moral stance and convincing others to support it

Integrity

Practicing what you preach, even under pressure

5 ethical leadership behaviors

Integrity, stakeholder concern, community, respect, and healthy leadership

Moral Identity

How strongly someone includes morality in their self-concept

Greed contributes unethical leadership

A leader prioritizes personal gain over ethical behavior

Rationalization

Makes excuses

Entitlement

Claims special privileges

Preconventional more development

Making choices based on rewards and punishments

Conventional Moral Development

Following rules and social expectations

Postconventional moral development

Following broader principles and considering society’s welfare

Motivated Blindness

Ignoring wrongdoing when recognizing it conflicts with your interests

Bounded ethicality

Mental barriers that prevent fully ethical decisions

Ethical mind

Wanting to do good work that benefits other and society

Questions that help screen an ethical decision

Is it right and fair? Who gets hurt? Would public disclosure be acceptable?

“How does it smell” in ethics

Use your gut feeling to check for an ehtical concern

Corporate social responsibility

Business obligations beyond financial duties and legal requirements

How senior managers establish ethical organization

Provide strategic ethical leadership and lead by example

Social Entrepreneurship

Using market-based methods to solve social problems

Corporate philanthropy

Donating business money, resources, or time to charities

Why establish ethics committees

To review ethical problems and help promote ethical conduct

Whistleblower

An employee who reports wrongdoing to someone who can act

Virtuous Circle

Social and financial performance reinforce one another

Position Power

comes from Organizational authority

Personal Power

Comes from the individual

Legitimate Power

Authority based on an official role or position

Reward Power

Influencing others by controlling desirable rewards

Coercive Power

Influence through punishment or fear

Expert Power

Influence from valuable knowledge or skills

Referent Power

Influence because others admire your personal qualities

Prestige Power

Power based on status and reputation

Dependence Perspective

People gain power when others depend on them for valuable things

Old power

Concentrated

New power

Participatory and shared

Empowerment

Sharing decision-making authority and responsibility with employees

4 core components of empowerment

Meaning, competence, self-determination, and impact

Self-determination empowerment

Having the freedom to choose how to complete work

Internal commitment

Being dedicated to a goal for personal reasons

Empowered employees receive what information

Ample information affecting their work and decision

Pyramid structure encourage politics

Power is concentrated at the top, creating competition for influence

Subjective performance standards encourage politics

Unclear standards allow personal judgments to influence evaluations

Insecurity encourage political behavior

Employees may ingratiate themselves with powerful superiors

Reciprocity means in political tactics

People often expect favors to be returned

Creating a false catastrophe

Inventing a crisis and then acting as its rescuer

Leaders reduce dysfunctional politics

Avoid favoritism and cronyism; model fair behavior

Power

Portential

Influence

Affecting another person’s behavior

Commitment

Fully supporting a request and making a strong effort

Resistance

Opposing, avoiding, or refusing an influence attempt

Leading be example

Acting as a positive role model for others

Rational Persuasion

Using logic, facts, and evidence to persuade others

Apprising

Explaining how a request will personally benefit someone

Coalition

Parties joining forces to combine their influence

When might joking help influence

When a direct statement could sound like harsh critcism

Upward Appeal

Getting someone with higher formal authority to influence others

Ingratiation

Using flattery or friendliness to gain favor; a relatively neutral tactic

Co-opting antagonists

Winning opponents over by involving them in the team or system

Deliberate Machiavellianism

Ruthless manipulation and deception

Debasement

Putting yourself down to manipulate another person’s behavior

Undue pressure

Using inappropriate pressure or threats to gain compliance

Reward help change organizational culture

Rienforce behavior that support the desired culture

Tactics leaders should attempt first

The most positive, least abrasive, low-risk tactics

Leadership prototypes

Prototypes are desired leader triats

Leadership Antiprototypes

Undesured leader traits

Personal appeal

Asking for support based on friendship or personal loyalty

Exchanging favors

Offering something in return for another person’s help

Inspirational appeal

Creating enthusiasm by emphasizing a meaningful or exciting goal