HR Chapter 13: Leadership

What is the difference between leading and managing: Leaders manage and manager lead, but the two activities are not synonymous

Leaders: inspire others, provide emotional support, and try to get employees to support a common goal. Also create a vision and strategic plan for an organization

Managers: charged with implementing the vision and plan 

True or False: good leaders are not necessarily good managers and good managers are not necessarily good leaders. 

Trait approach: attempts to identify characteristics or interpersonal attributes that differentiate leaders from followers

Meta-analysis: statistical procedure that effectively computes an average relationship between two variables

Dark triad traits: narcissism, machiavellianism, and psychopathy

Narcissim: self centered perspective, feelings of superiority, and a drive for personal power and glory

Machiavellianism: use of manipulation, a cynical view of human nature, and a moral code that puts results over principals

Pychopathy: lack of concern for others, impulsive behavior, and a lack of remorse or guilt when your actions harm others

Emtotional intelligence: ability to manage yourself and your relationships in mature and constructive ways 

2 conclusions about emotional intelligenc and leadership: 1. Emotional intelligence is an input to transformational leadership 2. Emotional intelligence has a small, positive, and significant association with leadership effectiveness

Cognitive abilities: identify problems and their causes in rapidly changing situations

Interpersonal skills: influence and persuade others

Business skills: maximize the use of organizational assets

Strategic skills: draft an organizaton’s mission, vision, strategies, and implementation plans

4 basic skills for leaders: cognitive abilities, inperersonal skills, business skills, strategic skills

Implicit leadership theory: proposes that people have beliefs about how leaders should behave and what they should do for their followers 

Leadership prototype: mental representation of the traits and behaviors people believe leaders possess

Global mindset: belief in one’s ability to influence dissimilar others in a global context 

Behavioral styles approach: attempts to identify the unique behaviors displayed by effective leaders

Initiating structure: leader behavior that organizes and defines what group members should be doing to maximize output 

Transactional leadership: focuses on clarifyingemployee’s role and task requirements and providing followers with postivie and negative rewards contingent on performance 

Consideration: leader behavior that creates mutual respect or trust and prioritizes group member’s needs and desires

Empowering leadership: represents the leader’s abilitiy to create perceptions of psychological empowerment in others

Psychological empowerment: employee’s belief that they have control over tehir work, is believed to drive intrinsic motivation

Leading for meaningfullness: inspiring employees and modeling desired behaviors

Leading for self determination or choice: delegating meaningful assignments and tasks

Leading for competence: supporting and coaching employees

Servant-leadership bu Robert Greenleaf: focuses on increased service to others rather than to oneself p

Contingency theories: propose the effectiveness of a particular style of leader behavior depends on the situation 

Fred Fielder contingency theory: based on the premise that leader’s effectiveness is contingent on the extent to which the leader’s style matches characteristics of the situation at hand

Least preferred coworker scale: measures the extent to which an individual takes a task or relationship based approach toward leadership 

Leader member relations: the extent to which the leader has the support, loyalty, and trust of the group 

Task structure: measures the amount of structure contained within tasks performed by the work group 

Position power: leaders formal power to reward, punish, or otherwise obtain compliance from employees 

Robert house path goal theory: leader behaviors are effective when employees view them as a source of satisfaction or as paving the way to future satisfaction