Term
| Personal characteristics of leaders |
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Definition
personal: energy, passion, physical stamina
intelligence and ability: intelligence, cognitive ability, knowledge, judgement, decisiveness
personality: optimism, self-confidence, honesty and integrity, enthusiasm, charisma, desire to lead, independence |
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Term
| categories of traits that have been essential to leadership |
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Definition
| optimism, self-confidence, honesty, integrity, drive |
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Term
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Definition
| integrity means that a leaders character is whole, integrated, and grounded in solid ethical principles and he or she acts in keeping with those principles. Honesty and integrity are the foundation of trust between leaders and followers |
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Term
| leader drive and leadership |
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Definition
| leaders are often responsible for initiating new projects as well as guiding projects to successful completion. Drive refers to high motivation that creates a high effort level by a leader |
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Term
| traits and leader effectiveness |
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Definition
| traits are the distinguished personal characteristics of leaders such as, intelligence, honesty, self-confidence, and appearance. research shows that leaders who had achieved a level of greatness make up the great man approach. Some people are born with traits that make them natural leaders. Found that there is a generally weak relationship between personal traits and leader success; it is not genetic |
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Term
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Definition
five general dimensions describe personality are extraversion, agreeableness, conscientiousness, emotional stability, and openness to experience.
extraversion: made up of traits and characteristics that influence behavior in group settings.
agreeableness: the degree to which a person is able to get along with others by being good-natured,cooperative, forgiving, compassionate, understanding, and trusting
conscientiousness: the degree to which a person is responsible, dependable, persistent, and achievement oriented
emotional stability: degree to which a person is well-adjusted, calm, and secure
openness to experience: degree to which a person has a broad range of interest and is imaginative, creative, and willing to consider new ideas |
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Term
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Definition
| defines whether he or she places the primary responsibility within the self or on the outside forces. People who believe their actions determine what happens to them have high internal locus of control. Outside forces have high external locus of control |
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Term
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Definition
| a person with an overall positive self-concept has high self-esteem whereas one with a negative self-concept has low self-esteem |
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Term
| Meyers Briggs (cognitive style) |
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Definition
| refers to how a person perceives, processes, interprets and uses information |
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Term
| How can leaders use Meyers Briggs? |
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Definition
| varying approaches to perceiving and assimilating data, making decisions, solving problems, and relating to others |
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Term
| terminal and instrumental values |
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Definition
end values (terminal): beliefs about the kind of goals or outcomes that are worth trying to pursue
Instrumental: beliefs about the type of behaviors that are appropriate for reaching goals |
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Term
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Definition
| a hierarchy based on a ranking of individuals values in terms of their intensity |
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Term
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Definition
| values guide a leaders choices and actions. Values determine how leaders acquire and use power, how they handle conflict, and how they make decisions |
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Term
| components of an attitude |
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Definition
cognitions (thoughts), affect (feelings), and behavior
cognitive component includes ideas and knowledge a person has about the object of an attitude such as leader's knowledge and ideas about a specific employee's performance and abilities
the affective component concerns how an individual feels about the object of an attitude. Perhaps the leader resents having to routinely answer questions or help the employee perform a certain task
the behavioral component predisposes a person to act in a certain way. The leader might avoid the employee or fail to include him or her in certain activities in the group |
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Term
| assumptions of a particular attitude |
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Definition
theory x assumes that workers have little ambition, dislike work, avoid responsibility, and require close supervision
theory y assumes that workers can exercise self-direction, desire responsibility, and like to work |
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Term
| emotions and decision making |
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Definition
| emotion, more than cognitive ability, drives our thinking and decision making |
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Term
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Definition
| cognitive ability is positively associated with effective leadership. leaders can harness and direct the power of emotions to improve follower satisfaction, morale, and motivation as well as enhance overall organizational effectiveness |
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Term
| emotional intelligence and leadership |
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Definition
| emotional intelligence refers to a persons abilities to perceive, identify, understand, and successfully manage emotions in self and others |
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Term
| how to enhance your own emotional intelligence |
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Definition
take responsibility for your life
take a course in public speaking
practice meditation or yoga |
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Term
| build emotional intelligence into a team environment |
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Definition
| they create emotional intelligence in teams by creating norms that support emotional development and influence emotions in constructive ways. Norms are those that create a strong group identity, build trust among members and instill a believe among members that they can be effective and succeed as a team |
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Term
| how to control disruptive or harmful emotions |
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Definition
| by using self-management. understanding your emotions and using that understanding to deal with situations productively. Other characteristics include trustworthiness, conscientiousness, and adaptability |
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Term
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Definition
| the ability to recognize and understand your own emotions and how they affect your life and work. it also includes the ability to accurately assess your own strengths and limitations, along with a healthy sense of self-confidence |
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Term
| eight families of emotions |
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Definition
anger, sadness, fear, enjoyment, love, surprise, disgust, and shame
facial expressions for fear, anger, sadness, and enjoyment are all universally recognized |
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Term
| research findings relative to autocratic and democratic leadership styles (Iowa) |
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Definition
mixed results
no specific style was consistently better for producing better performance
employees were more satisfied under a democratic leader than an autocratic leader |
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Term
| leader behaviors described in task oriented or initiated structure (Ohio) |
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Definition
mixed results
generally high-high leaders, but not always, achieved group task performance and satisfaction
evidence indicated that situational factors appeared to strongly influence leadership effectiveness |
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Term
| what is initiating structure |
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Definition
initiating structure: the role of the leader in defining his or her role and the roles of group members
consideration: the leaders mutual trust and respect for group members ideas and feelings |
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Term
| Michigan research findings |
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Definition
identified two dimensions of leader behavior: employee oriented (personal relationships) and production oriented (task accomplishment)
leaders who are employee oriented are strongly associated with high group productivity and high job satisfaction |
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Term
| outcome of being a good listener from a leaders perspective |
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Definition
leaders can identify strategic themes and understand how to influence others to achieve desired outcomes. Helps to create an open communication climare, because people are willing to share ideas, suggestions, and problems
finds area of interest, is flexible, works hard at listening, and uses thought speed to mentally summarize, weigh, and anticipate what the speaker says |
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Term
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Definition
| listening to understand another's persons point of view without evaluations or judging the other person or his/her views |
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Term
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Definition
| listen actively, find areas of interest, resist distractions, capitalize on the fact that thought is faster than speech, be responsive, judge content not delivery, hold one's fire, listen for ideas, work at listening, and exercise one's mind |
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Term
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Definition
integrity: honesty and truthfulness
competence: an individual's technical and interpersonal knowledge and skills
consistency: an individual's reliability, predictability, and good judgement in handling situations
loyalty: the willingness to protect and save face for another person
openness: reliance on the person to give you the full truth |
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Term
| reasons why we trust or mistrust |
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Definition
our personality (personality based)
assessment of the trustworthiness of the other person (interpersonally based)
organizational structures, routines, policies, and procedures (institutionally based) |
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Term
| outcomes associated with leaders who inspire trust |
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Definition
followers who trust leaders are willing to be vulnerable
attract and retain followers
promote sense of belonging
build support for goals
develop more productive employees
inspire employees to go beyond call of duty
enhanced communication
help employees accept unfavorable info and decisions
increase speed of efficiency in the creation and transfer of knowledge
reduce conflict and the cost of negotiation
have more effective group decision making
promote organizational change
survive organizational crisis |
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Term
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Definition
charismatic: influencing major changes in the attitudes and assumptions of organization members and building commitment for the organizations objectives.
have the ability to motivate and inspire people to do more than they would normally do, despite obstacles and personal sacrifice
vision and articulation, personal risk, environmental sensitivity, sensitivity to follower needs, unconventional behavior
ability to inspire, high risk orientation, high energy, action oriented, relational power base, minimum internal conflict, empowering others, self-promoting personality |
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Term
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Definition
guide or motivate their followers in the direction of established goals by clarifying role and task requirements
classical management
requires clear goals and appropriate instructions
focuses on the task
assist with organizational stability
motivate followers by setting goals and promising rewards for desired performance |
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Term
| Transactional leadership does not |
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Definition
| possess charismatic leader characteristics, do not develop strong emotional bonds with followers or inspire followers to do more than they thought they could |
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Term
| Transformational leadership |
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Definition
inspire followers to transcend their own self-interests for the good of the organization
leadership characterized by the ability to bring about significant change in followers and the organization
influence, inspiration, individualized consideration, intellectual stimulation |
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Term
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Definition
| an attractive, ideal future that is credible yet not readily available |
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Term
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Definition
has broad appeal (attracts commitment and energizes people)
deals with change
encourages faith and hope (creates meaning for followers)
reflects high ideals (establishes a standard of excellence)
vision defines the destination and journey (bridges the present and future) |
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Term
| leader behavior towards in-group |
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Definition
discusses objectives; gives employees freedom to use his or her own approach in solving problems and reaching goals
listens to employees suggestions and ideas about how work is done
treats mistakes as learning opportunities |
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Term
| individualized leadership |
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Definition
| a theory based on the notion that a leader develops a unique relationship with each subordinate or group member, which determines how the leader behaves toward the member and how the member responds to the leader |
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Term
| value of leader developing one on one with subordinate |
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Definition
| higher performance and job satisfaction |
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Term
| basis of individualized leadership |
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Definition
leaders and followers entered into a psychological contract to pursue common goals within the context of their values
the loyalty of each is to the purpose and to helping each other stay true to that purpose |
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Term
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Definition
failures of leadership at all levels
70% of followers will not question a leader's point of view even when they fell the leader is about to make a mistake
inverted pyramid in knowledge
followers contribute 80% to the success of the organization, leaders only 20% |
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Term
| difference between dependent uncritical thinker and independent critical thinker |
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Definition
critical: thinking independently and being mindful of the significance of their actions. offer constructive criticism/innovation
weigh impacts of decisions on vision
uncritical: does not consider possibilities beyond what he or she is told
does not contribute to improvement
accepts leader ideas without thinking |
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Term
| effective follower behaviors |
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Definition
decision making
communication skills
commitment
problem solving
organizational understanding
flexibility
competence
courage
enthusiasm |
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Term
| followers can be helpful to a leader |
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Definition
contribute to fill leadership performance gaps
use their skills in whatever capacity the team requires
accepts guidance from others |
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Term
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Definition
passive: characterized by a need for constant supervision and prodding by superiors. does nothing that is not required and avoids added responsibility
alienated: a person is the organization who is a passive, yet critical thinker. effective followers who have experienced setbacks and obstacles |
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Term
| how followers can influence leaders |
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Definition
followers often have the information, expertise, and ideas that are essential for success
qualities of effective followers are the same ones we want in leaders |
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