Organizational Behaviour - Chapter 12 Flashcards Preview

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Flashcards in Organizational Behaviour - Chapter 12 Deck (26)
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1

is about influencing, motivating, and enabling others to contribute toward the effectiveness and success of the organization of which they are members

Leadership

2

What are the two key components of leadership?

1. Leaders motivate others through persuasion and others influence tactics.
2. Leaders are enablers, they allocate resources, alter work relationships, minimize external disruptions, and establish other work environment changes

3

is based on the idea that leadership is a role, not a position. It doesn't belong to just one individual in the work unit. Employees lead each others as the occasion arises.

Shared leadership

4

views leaders as change agnets. They create, communicate, and model a shared vision for the team or organization.

Transformational leadership

5

What are the four elements of transformational leadership?

1. Build commitment to the vision
2. Develop/communicate a strategic vision
3. Encourage experimentation
4. Model the vision

6

daily activites that support and guide the performance adn well-being of individual employees and the work unit toward curren objectives and practices

Managerial leadership

7

Leaders are task-oriented when they...

-Assign work and clarify responsibilities
-Set goals and deadlines
-Evaluate and provide feedback on work quality
-Establish well-defined best work procedures
-Plan future work activities

8

Leaders are people oriented when they...

-Show interest in others as people
-Listen to employees
-Make the workplace more pleasant
-Show appreciation to employees for for their performance contribution
-Are considerate of employees needs

9

Is an extension or variation of the people-oriented leadership because it defines leadership as serving others.

Servant leadership

10

is the dominant model that applies this contingency approach to managerial leadership. It recognizes that leadership is an important influence in the expectancy theory of motivation and its underlying formula of rational decision making

Path-goal leadership theory

11

What are the four leadership styles that make up path-goal leadership theory?

1. Directive
2. Supportive
3. Participative
4. Achievement-Oriented

12

This leadership style includes behaviours that provide a psychological structure for subordinates. Within this styhle are the activities of clarifying performance goals, this means to reach those goals, adn the standards against which performance will be judged.

Directive leadership

13

This style provides psychological support for subordoinates. This leader is friendly and approachable, makes the work more pleasant, treats employees with respect, and shows concerns for the status, nee, and well-being of employees

Supportive leadership

14

The leader consults with his or her staff, asks for their suggestions, and carefully reflects on employee views before making a decision.

Partcipative leadership

15

Leader sets challenging goals, expects employees to perform at their highest level, continuously seeks improvement in employee performance, and shows a high degree of confidence that employees will assume responsibiliy and accomplish challenging goals.

Achievement-Oriented leadership

16

What are teh two sets of situational variables that moderate the relationship between a leader's style and effectiveness?

1) Employee characteristics
2) Characteristics of teh employee's work environment

17

What are four contingencies of the path-goal theory ?

-Skills and experience
-Locus of control
-Task structure
-Team dynamics

18

Effective leaders vary their style with the ability and motivation (or committment) of followers.

Situational leadership theory

19

Which model states that a Leader's effectiveness depends on whether the person's natural leadership style is appropiately matched to the situation

Fielder's contingency model

20

refers to how much employees trust and respect the leader and are willing to follow their guidance

Leader-member relations

21

refers to the clarity or ambiguity of operating procedures

task structure

22

the extent to which the leader possesses legitimate, reward, and coercive power over subordinates

Position Power

23

identifies conditions that either limit the leader's ability to influence subordinates or make a particular leadership style unneccesary

Leadership substitute

24

explains that followers' perceptions also play a role in a leader's effectiveness

Implicit leadership theory

25

What are some attributes of effective leaders?

personality
self-concept
leadership motivation
drive
integrity
knowledge of the business
cognitive and practical intelligence
emotional intelligence

26

refers to how well leaders are aware of, feel comfortable with, and act consistently with their values, personality and self-concept

Authentic leadership