Organizational Behavior - Leadership (Chapter 12)

Flashcards covering trait, behavioral, contingency, and contemporary theories of leadership, as well as ethics and trust in leadership from Chapter $$12$$.

Leadership

The ability to influence a group toward the achievement of a vision or set of goals.

Nonsanctioned leadership

Influence that is not formal but is often as important or more important than formal influence.

Trait theories of leadership

Theories that focus on personal qualities and characteristics (personality, social, physical, or intellectual attributes) that differentiate leaders from nonleaders.

Extraversion

The strongest Big Five Trait predictor of the motivation to lead and leader emergence.

Emotional Intelligence (E I)

A trait indicating effective leadership where empathy is a core component; people high in this are more likely to emerge as leaders.

Behavioral theories of leadership

Theories implying that people can be trained to be leaders by focusing on specific behaviors.

Initiating structure (Behavioral Theory)

The extent to which a leader defines and structures his or her role and those of subordinates to facilitate goal attainment.

Consideration (Behavioral Theory)

The extent to which a leader has job relationships characterized by mutual trust, respect for employees’ ideas, and regard for their feelings.

Path-goal theory (model)

A theory stating the leader’s job is to assist followers in attaining their goals and to provide the direction or support needed to ensure goals are compatible with the organization.

Directive leader

A leader who lets subordinates know what’s expected of them, schedules work, and gives specific guidance on how to accomplish tasks.

Supportive leader

A leader who shows concern for the needs of followers and is friendly.

Participative leader

A leader who consults with group members and uses their suggestions before making a decision.

Achievement-oriented leader

A leader who sets challenging goals and expects followers to perform at their highest level.

Fiedler contingency model

A model stating effective group performance depends on the match between a leader's style and the degree to which the situation gives control to the leader.

Task orientation (Fiedler contingency model)

A leadership focus on getting the job done efficiently and meeting performance goals.

Relationship orientation (Fiedler contingency model)

A leadership focus on building trust, support, and positive interpersonal relationships.

Leader–member relations (Contingency dimensions)

A contingency dimension involving the degree of confidence, trust, and respect members have in their leader.

Task structure (Contingency dimensions)

A contingency dimension involving the degree to which job assignments are procedural.

Position power (Contingency dimensions)

The degree of influence a leader has over power variables such as hiring, firing, discipline, promotions, and salary increases.

Situational leadership theory (S L T)

A contingency theory that focuses on selecting the right leadership style contingent on the followers’ readiness.

Readiness

The extent to which people have the ability and willingness to accomplish a specific task, categorized from $R1$ to $R4$.

Leadership styles

Telling, Selling, Participating, Delegating

Leader-Member Exchange Theory

A theory arguing that leaders establish a special relationship with a small group of followers known as the in-group.

Charismatic Leadership

A leadership style characterized by vision and articulation, personal risk, sensitivity to follower needs, and unconventional behavior.

Characteristics of Charismatic Leaders

Vision and articulation, Personal risk-taking, sensitivity to follower needs, and unconventional behavior. They inspire enthusiasm and loyalty through their magnetic personality and appeal.

Laissez-Faire

A leadership style where the leader abdicates responsibilities and avoids making decisions.

Transactional Leader

A leader who guides followers toward established goals by clarifying role and task requirements; includes contingent rewards and management by exception.

Transformational Leader

A leader who inspires followers to transcend their self-interests for the good of the organization through idealized influence, inspiration, and intellectual stimulation.

Transformational Leader Characteristics

Idealized Influence, Inspirational Motivation, Intellectual Stimulation, Individualized Consideration

Five Reasons Why Transformational Leadership is Effective

Affective or attitudinal mechanism, Motivational mechanism, Identification mechanism, Social exchange mechanism, Justice enhancement mechanism

Affective or attitudinal mechanism

promote positive employee moods and emotions

Motivational mechanism

employees become more confident and engaged and are more willing to put in the time and effort

Identification mechanism

lead employees to personally identify with the leader and the leader’s values and identity as well as the team or organization

Social exchange mechanism

improves the quality of exchange and relationship between leaders and followers

Justice enhancement mechanism

improve employee fairness perceptions, motivating followers to contribute.

Authentic leaders

Leaders who know who they are, what they believe in and value, and act on those values and beliefs openly and candidly.

(Un)Ethical Leadership

How leaders serve as ethical role models to followers and thus demonstrate normatively appropriate (or inappropriate) behavior by using their power in (un)ethical ways and by treating others fairly (or unfairly)

Servant leadership

A leadership style where leaders go beyond self-interest to help followers grow and develop through listening, empathizing, and stewardship.

Abusive Supervision

The perception that a supervisor is hostile in their verbal and nonverbal behavior, leading to negative health and performance outcomes.

Trust

A psychological state that exists when you agree to make yourself vulnerable to another because of positive expectations.

Integrity

A dimension of trust referring to the leader’s honesty, consistency, and adherence to clear moral principles.

Benevolence

A dimension of trust reflecting how much the leader cares about the well-being of their people and has positive intentions.

Ability

A dimension of trust referring to the leader’s competence and skills to do the job and make good decisions.

Dimensions of Trust

Integrity, Benevolence, Ability, Propensity to trust