Leadership and Conflict Practice Flashcards

Vocabulary practice flashcards covering leadership theories, conflict handling modes, and alternative dispute resolution based on Organizational Behaviour (BUSI 2311) lecture notes.

Leadership

Influencing, motivating, and enabling followers to contribute toward the effectiveness and success of the organizations of which they are members.

Trait Theories of Leadership

A leadership perspective based on the idea that leaders are born, not made, and that effective leadership depends on having specific core traits rather than specific behaviors.

Stogdill

A researcher who reviewed leadership studies between 1933 and 1948 and concluded that a person does not become a leader solely by possessing a combination of traits, as evidence for specific traits was often conflicting.

Kirkpatrick and Locke's Core Traits

Six essential traits for effective leadership: Drive, Leadership motivation, Honesty and integrity, Self-confidence, Cognitive ability, and Knowledge of the business.

Judge and Colleagues' Personality Meta-analysis

A study finding that the Big Five personality dimensions influence leadership effectiveness; specifically, that extraversion is the strongest predictor ($r = 0.31$), followed by conscientiousness ($r = 0.28$), low neuroticism ($-0.24$), openness ($0.24$), and agreeableness ($r = 0.08$).

Behavioural Theories of Leadership

A leadership perspective that suggests leaders are made through training and that effective leadership is defined by what a leader does rather than who they are.

Initiating Structure

A task-focused leader behavior that involves letting group members know expectations, scheduling work, and maintaining standards of performance.

Consideration

A follower-focused leader behavior characterized by being friendly, approachable, treating group members as equals, and looking out for their personal welfare.

Managerial Grid

A leadership model that identifies leader behaviors as Concern for production (task) and Concern for people (follower).

Country Club Management

A leadership style in the Managerial Grid characterized by low concern for production and high concern for people.

Team Management

A leadership style in the Managerial Grid characterized by high concern for production and high concern for people; considered the most effective style.

Middle of the road management

A leadership style in the Managerial Grid characterized by medium concern for production and medium concern for people.

Impoverished Management

A leadership style in the Managerial Grid characterized by low concern for production and low concern for people.

Authority-compliance

A leadership style in the Managerial Grid characterized by high concern for production and low concern for people.

Contingency Theories of Leadership

Leadership theories suggesting that effective leadership requires exercising the right behaviors depending on the specific situation.

Situational Leadership

A contingency theory that matches leadership styles (task and relationship behaviors) to the ability and willingness of followers.

Task Behaviour

In Situational Leadership, leader behaviors focused on the specific steps and processes of the job; similar to initiating structure.

Relationship Behaviour

In Situational Leadership, leader behaviors focused on the personal interaction and support of followers; similar to consideration.

Participating Style

In Situational Leadership, using low task behavior and high relationship behavior; recommended when a follower has high ability but low willingness.

Selling Style

In Situational Leadership, using high task behavior and high relationship behavior; recommended when a follower has low ability and low willingness.

Delegating Style

In Situational Leadership, using low task behavior and low relationship behavior; recommended when a follower has high ability and high willingness.

Telling Style

In Situational Leadership, using high task behavior and low relationship behavior; recommended when a follower has low ability but high willingness.

Follower Ability

The extent to which a follower has the skills and knowledge to do his or her job.

Follower Willingness

The extent to which a follower has the motivation or desire to do his or her job.

Substitutes for Leadership

Factors such as follower experience, task characteristics (intrinsically satisfying), or organizational cohesion that replace the need for a leader's initiating structure or consideration behaviors.

Full Range Leadership

A model describing three main leadership styles: Transformational, Transactional, and Laissez Faire, ranging from most effective to least effective.

Transformational Leadership

A leadership style composed of Idealized influence, Inspirational motivation, Intellectual stimulation, and Individualized consideration ($8$ to $11$ on the scale).

Idealized Influence

A component of transformational leadership where the leader acts in ways that build respect, emphasizes a collective mission, and considers the moral consequences of decisions.

Inspirational Motivation

A component of transformational leadership where the leader talks optimistically about the future and articulates a compelling vision.

Intellectual Stimulation

A component of transformational leadership where the leader reexamines assumptions and encourages followers to look at problems from different angles.

Individualized Consideration

A component of transformational leadership where the leader spends time coaching and treats followers as individuals with unique needs.

Transactional Leadership

A leadership style composed of Contingent reward, Management by exception active, and Management by exception passive ($2$ to $4$ on the scale).

Contingent Reward

A transactional leadership behavior where the leader makes clear what rewards can be expected for achieving performance goals.

Management By Exception Active

A transactional leadership behavior where the leader keeps track of mistakes and focuses attention on deviations from standards.

Management By Exception Passive

A transactional leadership behavior where the leader fails to interfere until problems become serious or chronic.

Laissez Faire Leadership

The least effective style in the full range model ($1$ on the scale), characterized by avoiding decision-making and being absent when needed.

Authentic Leadership

Leadership characterized by being real rather than fake, acknowledging mistakes, and understanding one's own strengths and weaknesses.

Ethical Leadership

Leadership characterized by acting as one should and considering the right thing to do in terms of ethics when making decisions.

Servant Leadership

Leadership focused on supporting one's followers instead of being supported by them.

Self Leadership

The practice of acting as one's own leader through behaviors like setting goals, rewarding oneself, and punishing oneself.

Conflict

A situation in which the concerns, needs, or wants of two or more people are incompatible.

Cooperativeness

The degree to which a person in a conflict strives to satisfy the other person's concerns.

Assertiveness

The degree to which a person in a conflict strives to satisfy his or her own concerns.

Competing

A Win-Lose conflict handling mode that is assertive and uncooperative (The 'Shark').

Collaborating

A Win-Win conflict handling mode that is assertive and cooperative (The 'Owl').

Compromising

A Win-Lose-Win-Lose conflict handling mode that is intermediate in both assertiveness and cooperativeness (The 'Fox').

Avoiding

A Lose-Lose conflict handling mode that is unassertive and uncooperative (The 'Turtle').

Accommodating

A Lose-Win conflict handling mode that is unassertive and cooperative (The 'Teddy Bear').

Alternative Dispute Resolution (ADR)

The use of an external third-party to help people resolve a conflict when they are unable to do so on their own.

Mediation

A type of ADR where a third party helps stakeholders reach their own decision rather than making it for them.

Arbitration

A type of ADR where a third party makes a final decision for the conflicting parties.

Conciliation

A type of ADR where a third party encourages people to try or continue trying other methods of resolution like mediation or arbitration.