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52 Cards in this Set
- Front
- Back
- 3rd side (hint)
What are the 3 types of influential leadership behavior according to More & Miller? |
Directive Consultative Participative
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___ leadership behavior is when a supervisor exhibits little or no involvement in the decision making process. Use the authority of position, and rules and regulations |
Directive |
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___ leadership behavior is when a supervisor shows concern for officers and their needs, and also the organization's needs. Subordinates allowed to participate in decision making process |
Consultive |
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___ is the leadership behavior where the supervisor has genuine belief and respect for subordinates, Fosters 2 way communication, consults with subordinates, supports group involvement, and power is shared. |
Participative |
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The relationship between a supervisor and a subordinate exists along a___ |
Leadership continuum |
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Two basic leadership styles |
Autocratic and democratic |
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Five leadership styles |
Authoritarian Democratic Laissez-faire Bureaucratic Charismatic |
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What are three theories of leadership |
Trait theory Behavioral theory Contingency model |
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What theory of leadership identifies distinguishing qualities or or characteristics a person possesses when functioning as an effective leader? |
Trait theory |
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What are 5 groups of traits associated with leadership effeiveness (trait theory)? |
Capacity Achievement Responsibility Participation Status |
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Theory based on Ohio State leadership study that showed two types of leadership behavior |
Behavioral theory |
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two types of leadership behavior in relation to behavioral theory |
Initiating structure Consideration |
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Leader's behavior in delineating the relationship between himself and his subordinates and attempting to establish well-defined patterns of organization, channels of communication, and methods or procedures |
Initiating structure |
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Leader's behavior indicative of friendship, mutual trust, respect, and warmth in the relationship between the leader and all members |
Consideration |
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Five types of skills |
Human Tactical Affective Conceptual Knowledge |
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___ holds that the leader's style must match the demands of the specific situation. |
Contingency model |
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Fred Fiedler and assoc. first Contingency model three factors of importance |
Position power Task structure Personal relationships |
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Position power |
The degree to which the position itself confers upon the leader the capacity to get officers to accept and comply with directions. |
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Task structure |
The extent to which a task is routine and structured as compared to an ambiguous and poorly defined task. When tasks are clearly defined it is much easier for a supervisor to control operational duties, and officers can be held responsible. |
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Personal relationships (contingency model) |
When the relationship between subordinates and the leader can be described as good, the supervisor is in a good position to influence behavior due to trust. |
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Fiedler's TWO basic STYLES OF LEADERSHIP |
Task oriented Relationship oriented |
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5 categories of positional and personal power |
Legitimate power Expert power Referent power Coercive power Reward power |
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Power that comes from policy and written directives outlining a supervisor's authority and responsibilities |
Legitimate power |
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Power that comes from subordinates knowledge that the supervisor possesses a greater amount of knowledge |
Expert power |
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Power that is associated from the leaders personality, sometimes identified as charisma. Quality that makes supervisor likeable. |
Referent Power |
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Power that is based on fear and the knowledge that the supervisor has the ability to administer some type of punishment |
Coercive power |
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Power that comes from being able to reward employees in some way. Should be viewed with positive attitudes and not abused. |
Reward power |
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More's 6 techniques to extend power |
Persuasion Patience Enlightenment Openness Consistency Integrity
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Ppeoci |
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Power technique that has the supervisor communicate the reason and justification when exerting influence over others |
Persuasion |
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Power technique that has the supervisor show consideration to the shortcomings and weaknesses of each employee and balancing these against the immediate desire to attain objectives. |
Patience |
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Power technique that describes the ability to accept and value the insights discernment and seasoning of subordinates |
Enlightenment |
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(Power technique) the ability to accept officers for who they are now and for what they can become as growth occurs. Requires accurate awareness of goals, values, desires, and intentions |
Openness |
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(Power technique) doing what is expected of you so your subordinates will always know where you are coming from and never have to feel as though they are being manipulated |
Consistency |
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Power technique that describes striving for control that can only be interpreted as fair, impartial, and non manipulative. Supervisor exhibits honest and real concern |
Integrity |
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A supervisor must shift from a focus of ___ skills to ___,____ skills |
From operational skills to human skills and conceptual skills |
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Skills that involve techniques, methods, and use of equipment |
Operational skills |
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These skills involve motivation, communication, and direction. It is the ability to understand why people behave the way they do in order to effectively change, direct, and control behavior |
Human skills |
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Skill that describes the development of one's knowledge of the overall organization and awareness of how the unit fits into the organization that will allow the supervisor to work toward the attainment of the organization's goals and increase efficiencies |
Conceptual skills |
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4 roles critical to effective leadership |
Direction setter Change agent Spokesperson Coach |
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Emphasizes the critical roles that a leader should assume in order to deal with the organizational environment and the continuing and constantly changing demands of the community |
Total quality management |
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4 critical tasks that skilled leaders need to carry out in a high-performance organization (Harrison, 1996) |
1. Permit decisions at appropriate organization level 2.build trust and openness 3. Empower others 4. Creates vision communicates to all |
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Intent of organization |
Mission |
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____ provides guidance to the future |
Vision |
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Provide a framework for acheivment |
Goals |
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Leadership is a process that results in efficiency from |
Ethical communications |
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Leadership is the process of influencing ___ activities toward the achievement of goals |
Group |
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4 supervisor styles |
Traditional Innovative Supportive Active |
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(Supervisor type) embraces new philosophies and methods of policing |
Innovative supervisor |
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(Supervisor type) actively involved alongside those supervised. Also Proactive |
Active supervisors |
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(Supervisor type) less concerned about rules and paperwork. Encourage through praise and acknowledgement. Management buffer |
Supportive supervisor |
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(Supervisor type) highly task oriented. Looks for numbers. Mainly believe [60%] officers job is enforcement |
Traditional Supervisor |
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Most effective new supervisor leadership style |
Task oriented |
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