MQM 221 Quiz 10 Notes
MQM 221 Quiz 10 Notes MQM 221
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This 4 page Class Notes was uploaded by Jessie Frank on Thursday March 31, 2016. The Class Notes belongs to MQM 221 at Illinois State University taught by Yongmei Lie in Winter 2016. Since its upload, it has received 13 views. For similar materials see Organizational Behavior and Administration Resources in Business, management at Illinois State University.
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Date Created: 03/31/16
Quiz 10 Chapter 12 – Leadership Leadership the ability to influence, motivate, and enable others to contribute toward the effectiveness of the organizations of which they are members Competency Perspective Is the leader born or nurtured? Personal characteristics that lead to superior performance in a leadership role Several competencies now identified as key influences on leadership potential and of effective leaders 8 Leadership Competencies/Trait Perspective 1. Personality – extroversion, conscientiousness 2. SelfConcept – positive selfevaluation, high selfesteem and selfefficacy, internal locust of control 3. Drive – inner motivation to pursue goals, inquisitiveness, actionoriented 4. Integrity – truthfulness, consistency in words and actions 5. Leadership Motivation – motivation to lead others, high need for socialized power 6. Knowledge of Business – understands external environment, aids intuitive decision making 7. Cognitive/Practical Intelligence – above average cognitive ability, able to solve real world problems 8. Emotional Intelligence – perceiving, assimilating, understanding, and regulating emotions Authentic leadership Know yourself o Engage in selfreflection o Feedback from trusted sources o Know your life story Be yourself o Develop your own style o Apply your values o Maintain a positive core selfevaluation Limitations of the competency perspective 1. Implies a universal approach 2. Alternative combinations of competencies might work just as well 3. Leadership is relational, not just something within the person 4. Competencies refer to leadership potential, not performance Behavioral perspective Taskoriented behaviors o Assign work, clarify responsibilities o Set goals and deadlines, provide feedback o Establish work procedures, plan future work Peopleoriented behaviors o Concern for employee needs o Make workplace pleasant o Recognize employee contributions o Listen to employees People vs. taskoriented behaviors Limitations of the behavioral perspective Assumes the best leaders display a high level of both peopleoriented and taskoriented styles o But best styles seem to depend on the situation Servant leadership Leaders serve others toward their need fulfillment, personal development, and growth Three main features: 1. Natural calling to serve others 2. Maintain a humble, egalitarian, accepting relationship 3. Anchor decisions/actions on ethical principles Pathgoal theory of leadership Effective leaders provide the information, support, and other resources, and ensure that rewards are linked to good performance Several employee and situational contingencies to determine the best leader style Pathgoal leadership styles Directive • Provide psychological structure to jobs • Taskoriented behaviors Supportive • Provide psychological support • Peopleoriented behaviors Participative • Encourage/facilitate employee involvement Achievementoriented • Encourage peak performance through goal setting and positive selffulfilling prophecy Pathgoal contingencies Skill and experience • Low: directive and supportive leadership Locus of control • Internal: participative and achievement leadership • External: directive and supportive leadership Task structure • Nonroutine: directive and/or participative leadership Team dynamics • Low cohesion: supportive leadership • Dysfunctional norms: directive leadership Critique of pathgoal theory Transformational leadership Change agents – transforming the organization to fit environment Transformational leadership is important o Higher employee satisfaction, performance, org citizenship, creativity Transactional leadership Influencing followers through rewards, penalties, and negotiation Critique of the transformational leadership Transformational leadership limitations o Risk of circular logic Some research defines transformational leaders by their success rather than their behavior Universal theory o Need a contingencyoriented theory o Need to recognize cultural differences Leadermember exchange Cultural issues in leadership Societal cultural values and practices affect leaders Some leadership styles are universal, others differ across cultures Gender issues in leadership Male and female leaders have similar task and peopleoriented leadership They do not differ in leadership effectiveness Participative leadership style is used more often by female leaders Female leaders are more effective when the setting is female dominated and the role requires high cooperation Evaluating female leaders Still receive negative evaluations as leader due to prototypes and gender stereotypes But evidence that they are good at emerging leadership styles (coaching, teamwork) 5 Types of Followers 1. Alienated followers – independent/critical thinking, passive 2. Effective followers – independent/critical thinking, active 3. Sheep – dependent/uncritical thinking, passive 4. Yes people – dependent/uncritical thinking, active 5. Survivors – crossroads between all 4 Dynamic Followership Responsible steward of his or her job Effective in managing the relationship with the boss Practices selfmanagement
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