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| 2 parts of intelligence that go into leader |
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openness
Conscientiousness
Extraversoin
Agreeableness
Neuroticsm |
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| 6 parts on the wheel of being a leader |
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integrity
intelligence
extraversion
conscientiousness
openness
self esteem |
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| two types of leader orientations |
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| task oriented 3 characteristics |
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structures roles of subordinates
provides instruction
tighter |
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| people oriented 3 characteristics |
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concern with employee
doesn't necessarily make an effectiv leader
more satisfied |
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| 3 types of leader decision making |
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authoritarian
democratic
laissez-faire |
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| laisezz faire characteristic |
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| employees are lazy and avoid working hard |
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| employees are down to work and not lazy |
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| Fiedler's Contingency theory |
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| hate working with someone but think they are good person |
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| separating opinions of individual at work and in real life |
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| situational leadership (blanchard) |
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right behavior at right time
based on follower readiness |
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| readiness is based on what |
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| competence and commitment |
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| path goal theory based on what |
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| 4 styles of leading under lpc |
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coaching
supporting
delegating
directing |
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| 3 parts of path goal theory |
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| 4 leadership styles of path goal theory |
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directive
supportive
achievment
participative |
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| scheduleing and setting roles |
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| emotionally and personally caring |
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| ideal situation for directive |
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| good with employees that have low ability and external locus of control |
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| ideal situation for directive |
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| ideal situation for participative |
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high ability
internal locus
decision relevance |
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| ideal situation for achievement |
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| high ability and want to achieve, is motivateda |
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| vroom and yetton normative 7 |
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Definition
decision significance
importance of commitment
leader expertise
liklihood of commitment
goal alignment
group expertise
team competence |
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| styles of decision making 5 |
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decide
consult individually
consult as group
facilitate
delegate |
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| lining employee goals with leaders goals |
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| transformational leader focus |
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| employees demonstrate desired behavior in exchange for something |
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| 4 tools of a transformational leader |
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Definition
charisma
inspirational motivation
intellectual stimulation
individualized consideration |
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| 3 methods of a transactional leader |
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contingent rewards
active management by onexception
passive management by exception |
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| active management by exception |
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leave employees to do work without interference
predict |
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| passive management by excepti |
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| leave employees alone then come to rescue when they fuck up |
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| transformational leadership is based on what |
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| high leader member exchange (lmx) |
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| low leader member exchange (lmx) |
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| dont trust, dont like, dont respect |
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| leader serves needs of followers |
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| leaders stay true to own values |
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| getting others to do what u want |
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| power tends to corrupt, absolute power corrupts absolutely |
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| study with pain and shocking person |
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| study with line length and groups |
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us conformity decreasing
japan conformity is high |
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| study with prison roles to establish roles |
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| 4 parts that create power |
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Definition
dependency
scarcity
importance
sustainability |
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legitimate
reward
coercive
expert
info
referent |
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| power derived from role/position |
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| power from knowledge and skill |
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| power to access certain info |
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| power derived from likeability respect and charisma |
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compliance
resistance
commitment |
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rational persuasion
inspirational appeal
consultation
personal appeal
exchange
coalition
pressure
legitimizing
ingratiation |
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| most common influence tactic |
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| highest compliance rate tactic |
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| effective inspirational appeals 4 |
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authentic
enthusiastic
personal
big thinking |
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| consultation fits best in what environment |
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honest
infrequent
well intended |
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| making others feel good about themself |
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| tapping into values and emotions |
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| actively shaping way you are percieved by others |
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| 3 types of impression management |
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non verbal
verbal
behavioral |
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| key to impression management |
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be true to self values while maintaining positive image in workplace
dont let the two mix if not compatible |
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| 3 directions of influence |
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| 2 key individual antecedents of political behavior |
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political skill
high internal locus of control |
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| 4 keys to organizatinal antecedents |
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scarcity of resources
role ambiguity
promotions
democratic decision making |
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| internal locus of control is more likely to what |
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| engage in organizational politics |
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| concern about own area of operations rather than organization itself |
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