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BUS 387 - Dahm - Leadership

Terms in this set (42)

Leadership
act of influencing others to work toward a goal

about 60% learned

Emotional intelligence is most important quality
Big 5 Personality Traits
OCEAN

Openness
Conscientiousness
Extraversion (biggest effect)
Agreeable
Neuroticism (Negative)
Task Oriented Leaders
structuring roles of subordinates, providing instructions and behaving in ways to increase performance
People Oriented Leaders
showing concern for feelings and treating employees with respect
Leader Decision Making
Autocratic
-make decision alone without involving employees

Democratic
-employees participate

Laissez-faire
-leave employees alone to make decision
Theory X
managers see employees as lazy, hate work and
will avoid expending energy
Theory Y
managers see employees as wanting to work and allow them autonomy
Path Goal Theory
ensures expectancy's theory 3 parts exist
1. effort -> high performance
2. high performance -> rewards
3. rewards are valuable
Directive Leaders (Path Goal Theory)
-specific directions to employees
-good when role clarity is needed
Supportive Leaders (Path Goal Theory)
-provide emotional support to employees
-good when employees are stressed and/or have repetitive jobs
Participative Leaders (Path Goal Theory)
-let employees be involve in decision making process
-good with high level employees
Achievement Oriented Leaders (Path Goal Theory)
-set and encourage goals for employees
-good with employees of high level and motivation to acheive
Transformational Leaders
1. Charisma (MOST IMPORTANT)
-create confidence, commitment and admiration in a leader

2. Inspirational Motivation
-come up with vision that inspires others

3. Intellectual Stimulation
-challenge organization norms and status quo
-encourage employee creativeness

4. Individual Consideration

*more effective than transactional because of trust
Transactional Leaders
1. Contingent Rewards
-rewards for accomplishments

2. Active Management by Exception
-leaving employees to do jobs but proactively identifying problems to prevent them

3. Passive Management by Exception
-do not intervene until there is a problem and then fix it
Leader-Member Exchange Theory (LMX)
relationship with leader and employee is key to understand how a leader influences

High Quality LMX
-trust based
-like, respect and help each other

Low Quality LMX
-do not have to dislike each other, but would not go out of way to help each other
Servant Leadership
leader's role is to serve needs of others
-develop employees and help them reach goals
Authentic Leadership
-be yourself
-be self-aware
Abusive Leadership
sustained display of hostile verbal and nonverbal behavior towards employees
Legitimate Power
power from organization role/position
-manager assigning projects
Reward Power
ability to grant reward like increase in pay, perk or attractive assignment
-tends to accompany legitimate power
Coercive Power
ability to take away and punish
-often works through fear
Information Power
access to specific info that gives knowledge and skill
Referent Power
stems from personal characteristics of people such as degree to which we like and respect them
-also called charisma
Influence
Can be met with:

1. Resistance
-target does not wish to comply with request and either passively or actively repels

2. Compliance
-target does not want to obey, but they do

3. Commitment
-target not only agrees but actively supports it
Rational Persuasion
using facts, data and logical arguments to try to convince others
Inspirational Appeals
seek to tap into values, emotions and beliefs to gain support
Consultation
asking others for help in directly influencing another person or group
Ingratiation
making others feel good about themselves
Personal Appeal
helping another person because you like them and they asked for help
-have a relationship with them
Exchange
give and take in which someone does something for you and you do something for them in return
Coalition Tactics
group of individuals working together toward a common goal to influence others
Pressure
exerting undue influence on someone to do what you want or something undesirable will occur
Legitimating Tactics
appeal is based on legitimate or position power
-"9 out of 10 doctors say..."
Impression Management
actively shaping the way you are perceived by others
-build credibility and maintain authenticity
Nonverbal Impression Management
clothes you wear, demeanor, body art
Self-Focused Impression Management
promote and enhance qualities to create an image
Other-Focused Impression Management
complimenting, praising and doing for others
Upward Influence
ability to influence boss and positions higher than you
Downward Influence
ability to influence positions lower than you
Peer Influence
willing to influence without being destructive in order to be effective
3 Skills for Effective Leader
-Technical Skills
-Cognitive Skills
-Emotional Intelligence (MOST IMPORTANT)
Bad Personality Traits (Derailers)
-Excitable (emotional outbursts)
-Cautious
-Reserved (Hard to find, withdrawn)
-Perfectionist
-Personalized charismatic leadership
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