Term
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Definition
Leaders: Influence, Followers, and Goals/Vision
Managment: Deals with resources..... |
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Term
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Definition
| the use of power and influence to direct the activities of followers toward goal achievement. |
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Term
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Definition
| degree to which leader's actions result in goal achievement, continued commitment, and trust/respect at the dyadic level. |
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Term
| What makes leaders effective? |
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Definition
-Decision making
-Day to day activities
-Things that fall outside typical duties |
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Term
| What are 5 Leadership Decision-Making Styles? |
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Definition
1)Autocratic Style- Leader makes the decision alone without asking for the opinions or suggestion of employees
2)Consultative Style- Asking for employee opinion/suggestions but leader makes the decision on his/her own.
3) Democratic/Facilitative Style- equal say on leaders and followers part--> consensus
4) Delegative Style: Followers have say after leader has formulated the problem. Leader plays no role in the deliberations unless asked.
5) Laissez-faire- Hands off; no articulation to the problem and employees are left muddled in the water (not a good form) |
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Term
| Vroom and Yetton Leadership Theory |
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Definition
| When managers follow the model, 68% of decisions were considered effective, 22% when not followed. |
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Term
| Difference between a leader and a follower? |
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Definition
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Term
| Transformational Leadership |
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Definition
| Inspiring followers to commit to a shared vision that provides meaning to the work while helping followers develop their own potential and view problems from new perspectives. (Motivational approach) |
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Definition
| Leader rewards or disciplines the follower depending on the adequacy of the follower's performance. (carrot and stick approach) |
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Definition
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Term
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Definition
| (Idealized Influence) Behaving in ways to earn the admiration, trust, and respect of followers, causing followers to identify and emulate the leader. |
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Term
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Definition
| What is your relationship with each of these people? |
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Term
| Leader-member exhange theory |
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Definition
Describes how leader-member relationships develop over time on a dyadic basis.
In-group vs. Out-group
People in In-groups have high performance, high satisfaction, and low turnover. |
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Term
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Definition
| Extent to which the leader defines and structures the roles of employees in pursuit of goal attainment. (Task oriented) |
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Term
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Definition
Extent to which leaders create job relationships characterized by mutual trust, respect, and consideration of employees feelings
(Relations-oriented) |
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Term
| Leadership styles (most effective---> to least) |
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Definition
1)Transformational
2)Transactional: Contingent Reward
3)Transactional: Active managment by exception (monitors mistakes)
4)Transactional: Passive Management by exception (waits for mistakes)
5)Laissez-Faire |
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Term
| Correlations of Transformational Leadership? |
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Definition
Transformational Leadership:
-Moderate Positive effect on Job Performance
-Strong positive effect on Organizational Commitment |
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Term
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Definition
Two big takeaways:
1)Understand WHY: when doing intervention, dont look at just the symptoms, but also the causes
-Theory X (ppl. are lazy and need to be coerced) vs. Theory Y (ppl. want responsibilities) |
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Term
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Definition
Defination: Continuous improvement (aided by technology, processes, learning, and motivation)
-What is a process? Series of steps to achive a task.
-Experience helps
-Feedback is more powerful if completed with a goal
-Motivation: if you're going to use spirited competition to motivate work teams, it must be fair/equal playing fields
-Communication: must signal when one party is done and the other must go.
-Number of ppl. to assign to tasks: need an optimal number |
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Term
| Kaizen Exercise (continued..) |
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Definition
Recovery methods:
1)Psychotic Adaptation-go crazy
2)Immature-passive aggression, projection, fantasy, acting out
3)Neurotic- (normal people) Dissosiation, repression, intellectualizing, distancing
4)Mature- Humor, anticipation (plan ahead), altruism |
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Term
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Definition
Uses Referent Leadership (ppl. wanted his respect)
-Used consultative decision-making
-He has Type B personality (ability to trust in his ppl's ability)
-managed his own stress/delegating
-Motivation: teaming and Wednesday feedback where he assessed quotas
* MacGregor's method is a combination of satisficing (when decision makers accept the first acceptable alternative) and Criterion-related decison making. |
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