1761352
Descripción
Fichas por Anita Barryman, actualizado hace más de 1 año
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Creado por Anita Barryman
hace casi 10 años
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| Pregunta | Respuesta |
| Managers | Promote Stability |
| Managers | Implement vision and strategy provided by leaders |
| Managers | Coordinate & Staff the organization, Handles day to day problems |
| Leaders | Press for change |
| Leaders | Establish direction by developing a vision and inspire people to overcome hurdles |
| Trait Theories of Leadership | Theories that propose traits- personality, social, physical, or intellectual- differentiate leaders from nonleaders |
| Behaviour Theories of Leadership | Theories that propose that specific behaviours differentiate leaders from nonleaders |
| Ohio State Studies 2 Dimensions | Initiating Structure and consideration |
| Initiating structure | The extent to which a leader is likely to define and structure their role and the roles of employees in order to attain goals |
| Consideration | Extent to which a leader is likely to have job relationships characterized by mutual trust, respect for employees' ideas, and regard for their feelings |
| Michigan Studies 2 Dimensions | Employee-oriented & Production-oriented Leader |
| Employee-oriented Leader | A leader who emphasizes interpersonal relations |
| Production-Oriented Leader | A leader who emphasizes the technical or task aspects of the job |
| Situational, or contingency theories | Theories that propose leadership effectiveness is dependent on the situation |
| Fielder Contingency model | A leadership theory that proposes effective group performance depends on the proper match between the leader's style of interacting with their followers and the degree to which the situation gives the leader control and influence |
| Leader-member relations | The degree of confidence, trust and respect members have for their leaders |
| Task structure | The degree to which job assignments are procedurized (structured, or unstructured) |
| Position Power | The degree of influence a leader has over power-based activities (ie. hiring, firing, discipline, promotions, and salary increases) |
| Situational Leadership | A leadership theory that focuses on the readiness of followers |
| Path-Goal Theory | A leadership theory that says it's the leader's job to assist followers in attaining their goals and to provide the necessary direction and/or support to ensure that their goals are compatible with the overall objectives of the group or organization |
| 3 Guidelines of being an effective leader | - Determine the outcomes subordinates want -Reward individuals with their desired outcomes when they perform well -Let individuals know what they need to do to receive rewards |
| 4 Leadership Behaviours used to motivate individuals | Directive, Supportive, Participative, & Achievement-oriented Leader |
| Directive Leader | Leader which lets followers know what is expected, schedules work to be done, and gives specific guidance on how to accomplish tasks |
| Supportive Leader | Leader which is friendly & shows concern for the needs of followers |
| Participative Leader | Leader who consults with followers and uses their suggestions before making a decision |
| Achievement-oriented Leader | Leader who sets challenging goals and expects followers to perform at their highest level |
| Achievement-Oriented Leader | Leadership behaviour that works well for individuals who like challenges and are highly motivated. It would be less effective with less capable individuals, or those highly stressed from overwork |
| Participative Leader | Leadership behaviour that is most appropriate when individuals need to buy in to decisions |
| Supportive Leader | Leadership behaviour recommended when individuals are under stress, or show that they need to be supported |
| Directive Leader | Leadership behaviour best used when individuals have difficulty doing tasks or the tasks are ambiguous. Not very helpful for already highly motivated individuals or those who have the skills and abilities and understand the requirements of the task |
| Framing | Using language to manage meaning |
| Charismatic Leadership Theory | Leadership theory that states that followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviours |
| 4 Step Process for Charismatic Leaders Influencing Followers | 1. Appealing a Vision 2. Vision Statement 3. Conveys a new set of values 4. Engages in emotion-inducing and often unconventional emotional contagion |
| Transactional Leaders | Leaders who guide or motivate their followers in the direction of established goals by clarifying the role and task requirements |
| Transformational Leaders | Leaders who inspire followers to transcend their own self-interests and are capable of having a profound and extraordinary effect on followers |
| Authentic Leaders | Leaders who know who they are, know what they believe in and value, and act on these values and beliefs openly and candidly. |
| Socialized- Charismatic Leadership | A leadership concept that states that leaders convey values that are other-centred vs. self-centred and who role model ethical conduct |
| 4 cornerstones to a "Moral foundation of Leadership" | -Truth Telling -Promise Keeping -Fairness -Respect for individuals |
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