10 Leadership

Question 1

Tankekart

Answer 1

Question 2

Area of Transformational leadership and charisma make a clear distinction between _________ and _________and ________ leadership

Answer 2

Transformational, transactional, laissez-faire

Question 3

The four components of transformational leadership

Answer 3

1 Individualised consideration: The leader treats each follower on their own merits, and seeks to develop followers through delegation of projects and coaching/mentoring

2 Intellectual stimulation: The leader encourages free thinking, and emphasises reasoning before any action is taken

3 Inspirational motivation: The leader creates an optimistic, clear and attainable vision of the future, thus encouraging others to raise their
expectations

4 Idealised influence, or charisma: The leader makes personal sacrifices, takes responsibility for their actions, shares any glory and shows great determination

Question 4

The two components of transactional leadership

Answer 4

1 Contingent reward: The leader provides rewards if, and only if, subordinates perform adequately and/or try hard enough

2 Management by exception: The leader does not seek to change the existing working methods of subordinates so long as performance goals are met. They intervene only if something is wrong. This can be active where the leader monitors the situation to anticipate problems, or passive where the leader does nothing until a problem or mistake has occurred

Question 5

Laissez-faire leadership

Answer 5

The leader avoids decision-making and supervisory responsibility and is inactive. This may reflect a lack of skills and/or motivation, or a deliberate choice by the leader.

Question 6

There- fore, although they examine qualitatively different behaviours, measures of transformational and transactional behaviour are often highly/low(????) correlated ?

Answer 6

high

Question 7

transformational seems to depend partly on his or her personality. What traits?

Answer 7

transformational leaders tended to score higher than others on the personality traits

extraversion, agreeableness and openness to experience.

Question 8

Hvordan måle/vurdere lederstil?

Answer 8

MLQ, Multifactor-leadership-questionaire

Question 9

Limitations ved transformational leadership

Answer 9

1. Forskere spekulerer om det alltid passer. Sterk gruppesamhold ikke like viktig. Men samhold pga tidligere transformational leader?
2. Leder så viktig?
3. Leder riktig bilde av fremtiden?
4. Uetisk, kult, hjernevasking, –> autoritharianism
5. Metodekritikk, begrunnelse for komponenter og konseptualisering. Kausal model for transformational leader = performance er underutviklet

Question 10

Transofrmational leadership er positivt korrelert med

Answer 10

pruppeidentitet

performance + gruppesamhørighet

OCB

Question 11

De positive effektene av Transofrmational leadership er skjer pga mediator variablene…..?

Answer 11

Affektiv (positive følelser man får av leder)

motivasjon

rettferdighet

social exchange

identificaton

Question 12

Utfordringer for kvinnlige ledere?

Answer 12

TMTM

Bias: kvinnlige ledere mer relasjonsfokus enn task fokus. feil. Kvinner faktsk mer transformatonal

Kvinner/menn erketypiske ledertrekk

Lik oppførsel oppfattes ulikt hos kjønn

Question 13

Contigency theories assume that

Answer 13

optimal leader behaviour is contingent upon (i.e. depends upon) the situation.

Question 14

2 Contigency theories

Answer 14

Contigency theories. Person vs Task oriented. LPC=least prefered-co-worker. Personfokus oftest viktigst. Mye sitert men ikke mye empirisk støtte for teori

Vroom–Jago theory of leadership (1988). Vroom and Jago assume that leaders are able to alter their decision-making style to fit the situation they are in. Many factors in the situation can help determine appropriate styles, including time pres- sure, clarity of the decision parameters and attitudes of subordinates.

Question 15

Overview of leader decision-making styles (Vroom and Yetton, 1973)

Answer 15

Question 16

Thompson and Vecchios “Situational leadership theory (SLT)”

Answer 16

Question 17

Despite some conceptual ambiguities and lack of support in research, SLT is used a great deal in leadership training. Why?

Answer 17

it can be argued that SLT is a useful vehicle for leaders to reflect on their own behaviour and that of their team members. It is important, however, that leaders do not passively accept the predictions of SLT, but instead actively consider whether they apply it to their context.

Question 18

The most widely known example of relation-based leadership theory

Answer 18

Leader-member exvhange theory (LMX)

Store studier støtter at LMX predikerer OCB + Performance

Relasjon viktig for hele arbeidsopplevelse, ikke egen lederstil men gjennomgående faktor?

Question 19

As a response to Contigencys difficulty of separating person/context, CONTEXT THEORIES has made detalied analyses of which contexutual factors that innfluence leadership-behaviour.

Two levels of contextual factors?

Answer 19

Omnibus level (når, hvor, hvem)
Når: krise=karisma
Hvor: LMX mer å si i individ.kultur. Mer transformational non-profit
Hvem: kjønn, heterogen/homogen-gruppe?

Descrete level
task, social, physical and temporal aspects of the context