Term
| What are contingency theories? |
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Definition
| Contingency means one thing depends on other things. These theories explain the relationship between leadership styles and effectiveness in specific situations |
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Term
| Relevant situational variables to contingency theories (4) |
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Definition
Task
structure
context
environment |
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Term
| What does it mean for a leader to behave situationally? |
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Definition
| For a leader to be effective, there must be an appropriate fit between the leaders behavior and style in the conditions in the situations. A leadership style that works in one situation might not work in another |
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Term
| What is the relationship between today's workforce and the need for leaders to use more than one style? |
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Definition
| Task behavior and relationship behavior- a leader can adapt his or her style to be high or low on both task and relationship behavior |
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Term
| What are the elements that make up path-goal theory? (2) |
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Definition
Path clarification
Increasing rewards |
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Term
| What are the contingencies in path goal theory? (3) |
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Definition
leader style
followers and situation
rewards to meet followers needs |
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Term
| What does it mean for a leader to guide an employee along a path? |
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Definition
| The leader works with subordinates to help them identify and learn the behaviors that will lead to successful task accomplishment and organizational rewards |
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Term
| What are the types of leaders called for in path-goal theory? (4) |
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Definition
Directive
Supportive
Participative
Achievement-oriented |
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Term
| Followers that lack self-confidence needs what type of leader? |
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Definition
| Supportive leadership to increase confidence and achieve work outcomes |
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Term
| Ambiguous (unclear) jobs require what type of leadership? |
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Definition
| Directive leadership which clarifies the path to reward |
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Term
| Lack of job challenge requires what type of leadership? |
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Definition
| Achievement-oriented leadership because it sets and strives for high goals |
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Term
| Incorrect/reward requires what type of leadership? |
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Definition
| Participative leadership because it clarifies followers needs to change rewards |
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Term
| Substitutes for leadership (follower, job, and organization characteristics) |
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Definition
Follower characteristics: experience, training, professional orientation, or the need for independence
Job characteristics: routine, unambiguous, and satisfying jobs
Organization characteristics: explicit formalized goals, rigid rules and procedures, or cohesive work groups |
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Term
| What are the ethical pressures of modern leaders? (4) |
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Definition
Cut costs
increase profits
meet demands of vendors or business partners
look successful |
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Term
| What are the ways leaders can contribute to an organization with being more or less ethical? |
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Definition
Ethical: possesses humility, maintains concern for the greater good, is honest and straightforward, fulfills commitments, strives for fairness, takes responsibility, shows respect for each individual, encourages and develops others, serves others, shows courage to stand up for what is right
Unethical: arrogant and self-serving, excessively promotes self-interest, deception, breaches agreements, deals unfairly, shifts blame to others, diminishes others dignity, neglects follower development, withholds help and support, lacks courage to confront unjust acts
Leaders signal what matters through their behavior and when leaders operate from principles of selfishness and greed, many employees come to see that type of behavior as okay. |
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Term
| What is moral leadership? |
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Definition
| Recognizing and adhering to ethical values and acknowledging the importance of human meaning, quality, and higher purpose. Distinguishing right from wrong and doing right; seeking the just, honest, and good in the practice of leadership. |
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Term
| Ways leadership can create ethical organizations |
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Definition
articulate and uphold high moral principles
focus on what is right for the organization as well as the people involved
set the example you want others to live by
be honest with yourself and others
drive out fear and eliminate undiscussables
establish and communicate ethics policies
develop a backbone- zero tolerance for ethical violations
reward ethical conduct
treat everyone with fairness, dignity, and respect from the lowest to highest level of the organization
do the right thing even if nobody is looking |
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Term
| Characteristics of a moral leader (3) |
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Definition
Ego strength
self-confidence
sense of independence |
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Term
| What are the levels of moral development? (3) |
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Definition
Preconventional: the level of personal moral development in which individuals are egocentric and concerned with receiving external rewards and avoiding punishments. follow rules to avoid punishment, acts in own interest, and blind obedience to authority for their own sake
Conventional: people learn to conform to the expectations of good behavior as defined by colleagues, family, friends, and society. Lives up to expectations of others and fulfills duties and obligations of a social system and upholds laws.
Postconventional: leaders are guided by an internalized set of principles universally recognized as right or wrong. Balances concern for self with concern for others and the common good, acts in an independent and ethical manner regardless of expectations of others |
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Term
| What is servant leadership? |
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Definition
| Leadership in which the leader transcends self-interest to serve the needs of others, help others grow, and provide opportunities for others to gain materially and emotionally |
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Term
| Four basic precepts of servant leadership |
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Definition
Put self before self-interest
Listen first to affirm others
Inspire trust by being trustworthy
Nourish others and help them to become whole |
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Term
| What do servant leaders do? |
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Definition
| Encourage others in their personal development and help them understand the purpose in their work |
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Term
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Definition
| A unit of two or more people who interact and coordinate their work to accomplish a shared goal or purpose |
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Term
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Definition
Give up independence
put up with free riders
Sometimes teams are dysfunctional |
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Term
| What are team dysfunctions? (5) |
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Definition
Lack of trust
fear of conflict
lack of commitment
avoidance of accountability
inattention to results |
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Term
| What are the stages of how teams develop? (4) |
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Definition
Forming: orientation, break the ice. Leader: facilitate social interchanges
Storming: Conflict, disagreement Leader: encourage participation, surface differences
Norming: Establishment of order and cohesion. Leader: help clarify team roles, norms, and values
Performing: Cooperation, problem solving. Leader: facilitate task accomplishment |
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Term
| What are the types of teams and their characteristics? (3) |
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Definition
Functional: grouping individuals by activity, leader centered, vertical or command team (need traditional leadership)
Cross-functional: coordinates across organization boundaries for change projects, leader gives up some power, special project team, problem-solving team
Self-directed: autonomous, defines own boundaries, member centered, self-managed teams (need team leadership) |
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Term
| Team characteristics: Size and interdependence |
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Definition
Size: group size does affect the groups overall behavior, but it is contingent upon which dependent variables are being examined. Smaller groups are faster at completing tasks and members perform better. Large groups are consistenly better at problem solving. Social loafing is the tendency to expend less effort working in a group than as an individual.
Interdependence: the extent to which team members depend on each other for information, resources, or ideas to accomplish their tasks. Three levels include pooled, sequential, reciprocal.
Pooled: lowest form of team interdependence; members are relatively independent of one another in completing their work.
Sequential: serial form of interdependence in which the output of one team member becomes the input to another team member.
Reciprocal: highest form of interdependence; members influence and affect one another in reciprocal fashion |
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Term
| What is team effectiveness? |
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Definition
| Achieving four performance outcomes: innovation/adaptation, efficiency, quality, and employee satisfaction |
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Term
| What is cohesiveness and how can leaders influence it? |
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Definition
the extent to which members stick together and remain united in the pursuit of a common goal.
They can use several factors to influence team cohesiveness: interaction (more time spent the more coherent team), shared mission and goals, personal attraction to the team |
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Term
| What are outcomes of cohesiveness? |
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Definition
Morale: employee moral is much higher in cohesive teams because of increased communication, a friendly atmosphere, loyalty, and member participation in decisions and activities.
Performance: can sometimes unleash enormous amounts of employee energy and creativity. Can also decrease performance (groupthink) |
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Term
| Roles: task vs socioemotional roles |
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Definition
Task-oriented: primary concern on tasks and production and is generally associated with higher productivity. Associated with initiating new ideas, evaluating the team's effectiveness, seeking to clarify tasks and responsibilities, summarizing facts and ideas for others and stimulating others to action.
Socioemotional: Associated with facilitating others' participation, smoothing conflicts, showing concern for team members' needs and feelings, serving as a role model and reminding others of standards for team interaction |
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Term
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Definition
| The tendency of people in cohesive groups to suppress contrary opinions |
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Term
| What are group/team norms? |
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Definition
| A belief about appropriate conduct that is shared by team members and guides their behavior |
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Term
| How can team leaders build effective team leadership by building consensus? |
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Definition
| They work to understand the interests, goals, values, and opinions of team members in order to define and articulate what the team stands for and how it should function. They listen to members and strive to build a shared team identity that shapes action toward achieving the larger goal. They share power, information, and responsibility and they allow team members who do the work to have a say in how to do it. |
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Term
| What is the visible level of culture? |
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Definition
| Artifacts such as dress, office layout, symbols, slogans, and ceremonies |
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Term
| What is external adaptation? |
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Definition
| Culture that determines how the organization meets goals and deals with outsiders |
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Term
| What is cultural strength and what does it mean for a culture to be strong? |
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Definition
The degree of agreement among employees about the importance of specific values and ways of doing things. It means widespread consensus.
It creates a stronger employee commitment to the organization, aids in the recruitment and socialization of new employees, and fosters higher organizational performance by instilling and promoting employee initiative |
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Term
| What is the relationship between leaders behaviors and cultural values/strenght? |
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Definition
| Culture influences employee behavior. Leaders influence culture by example through use of symbolism and training and hiring practices. |
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Term
| Ceremonies, stories, and symbols |
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Definition
Ceremonies: a planned activity that makes up a special event and is generally conducted for the benefit of an audience
Story: a narrative based on true events that is repeated frequently and shared among employees.
Symbol: an object, act, or event that conveys meaning to others |
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Term
| How do leaders signal cultural values? |
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Definition
| Through daily actions. Employees learn what is valued most in a company by watching what attitudes and behaviors leaders pay attention to and reward, how leaders react to organizational crises, and whether the leaders own behavior matches the espoused values. |
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Term
| How are new people socialized into a culture? |
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Definition
| The process by which a person learns the norms, perspectives, and expected behaviors that enable him or her to successfully participate in the group or organization. They watch other employees and pay attention to what gets noticed and rewarded by leaders |
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Term
| How do you determine what values are important? |
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Definition
| Leaders consider the external environment and the company's vision and strategy. They look for the right combination |
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Term
| What are organizational values? |
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Definition
| The enduring beliefs that have worth, merit and importance of the organization |
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Term
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Definition
| Ethics is the code of principles and values that governs the behavior of a person or group with respect to what is right or wrong |
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Term
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Definition
| A relationship between leaders and followers that is based on shared, strongly internalized values that are advocated and acted upon by the leader |
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Term
| Factors that contribute to a leader's ethical position |
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Definition
| Every individual brings a set of personal beliefs, values, personality characteristics and behavior traits to a job. The family backgrounds and spiritual beliefs of leaders often provide principles by which they conduct business. Personality characteristics such as ego strength, self-confidence, and a strong sense of independence may enable leaders to make ethical decisions even if those decisions might be unpopular. Leaders have to discover their own personal ethical values and actively communicate values to others through both words and actions |
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Term
| What is spiritual leadership? |
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Definition
| the display of values, attitudes, and behaviors necessary to intrinsically motivate oneself and others toward a sense of spiritual expression through calling and membership. |
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Term
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Definition
Calling: people experience meaning in their lives and have a sense of making a difference.
Membership: feel understood and appreciated.
Taps into fundamental needs of both leader and followers for spiritual survival
initiated by the development that vividly portrays a journey which creates a sense of calling.
Implemented through a culture, ethical system, and values that creates a sense of membership |
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Term
| Characteristics of a spiritual organization (5) |
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Definition
Strong sense of purpose
Focus on individual development
Trust and openness
Employee empowerment
Toleration of employee's expression |
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Term
| Intrinsic and extrinsic motivation |
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Definition
Intrinsic: my work is my reward
Extrinsic: Give me a reward to work |
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Term
| Qualities of spiritual leadership |
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Definition
vision: what is our journey, why are we taking it, who are we and what do we do
altruistic love: a sense of wholeness, harmony, and well being produced through care, concern, and appreciation for both self and others
Hope/faith: the belief/conviction that things hoped for (the vision), but yet unseen or proven by evidence, are true |
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