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Self and Society > (11) Leadership > Flashcards

(11) Leadership Flashcards

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Sociology 101 flashcards
1
Q

What are leaders?

A

Leaders are people who excel at what they do and are recognised as competent by other people in the field

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2
Q

What are the key elements of leadership? (Northouse, 2007)

A
  • is a process
  • involves influence
  • occurs in a group context
  • involves goal attainment
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3
Q

What is Freud’s theory of leadership?

A
  • Leadership emerges as the natural consequence of a group’s ‘thirst for obedience’
  • Leaders must be prototypical of the group
  • Identification – unconscious desire to be like someone else
  • Illusion – leader loves each of the group members alike
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4
Q

What traits do leaders have?

A
  • Intelligence
  • Self-confidence
  • Determination
  • Integrity
  • Sociability
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5
Q

What is the great man theory?

A
  • No consistent set of traits differentiated leaders from non-leaders across a variety of situations (Stogdill, 1948)
  • Leadership reconceptualised as a relationship between people and the situation (Stogdill, 1948)
  • In recent years, resurgence of interest in how traits influence leadership (Bryman, 1992)
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6
Q

What behaviours does -Neuroticism? include?

A

depressed, anxious, insecure, vulnerable and hostile

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7
Q

What behaviours does -Extraversion include?

A

sociable, assertive, positive energy

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8
Q

What behaviours does -Openness include?

A

informed, creative, insightful, and curious

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9
Q

What behaviours does -Agreeableness include?

A

accepting, conforming, trusting, nurturing

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10
Q

What behaviours does -Conscientiousness include?

A

thorough, organised, controlled, dependable

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11
Q

What is -Task behaviour?

A

facilitates goal accomplishment

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12
Q

What is -Relationship behaviour?

A

help subordinates feel comfortable with themselves, with each other, and with the situation in which they find themselves

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13
Q

What did Lippitt and White (1943) find when looking at boys summer camp? (leaders)

A
  • Autocratic: Organised the club’s activities, gave orders, were aloof and focused exclusively on the task at hand
  • Democratic: Called for suggestions, discussed plans and behaved like ordinary club members
  • Laissez-faire: Left the group to its own devices and intervened minimally
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14
Q

What did Lippitt and White (1943) find when looking at boys summer camp? (kids)

A
  • Autocratic: liked less, aggressive and self-oriented, high productivity only when leader present
  • Democratic: likes more, friendly group-centred, high productivity
  • Laissez-faire: lied less, friendly, low productivity
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15
Q

What is -Leadership style?

A

The amount of direction – directive behaviour, The amount of support – supportive behaviour

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16
Q

What is -Developmental level:?

A

The degree to which employees have the competence to accomplish a task

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17
Q

Directive/Telling Style – 

A

high-directive-low supportive (S1)

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18
Q

-Coaching/Selling Style – 

A

high-directive-high supportive (S2)

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19
Q

-Participating/Supporting –

A

 high-supportive-low directive (S3)

20
Q

Delegating – 

A

low supportive-low directive style (S4)

21
Q

What is the LPC scale?

A

The least-preferred co-worker (LPC) scale classifies leadership styles

  • Describe the one person with whom you have worked the least well with
  • From a scale of 1-8, describe this person on a series of bipolar scales
22
Q

-Relationship oriented:

A

a high LPC score suggested that the leader has a human relations orientation

23
Q

-Task oriented:

A

A low LPC score indicates a task orientation.

24
Q

-Fiedler’s logic:

A

Individuals who rate their least preferred co-worker in a favourable light derive satisfaction out of interpersonal relationship; those who rate the co-worker unfavourably get satisfaction out of successful task performance

25
Q

What three factors are involved in situational control?

A
  • Leader-member relations
  • Task structure (clear tasks/structure)
  • Position power (how much power leader has over followers)
26
Q

What are the strengths for contingency theory?

A

Predictive theory that is supported by empirical research (eg. Strube & Garcia, 1981)
-Provides a way to assess leader style that could be useful to an organization

27
Q

What are the weaknesses for contingency theory?

A
  • Leadership can change?
  • There is some doubt whether the LPC is a true measure of leadership style
  • Is leader-member relations more important than task structure, which is more important than position power?
28
Q

What is Transactional leadership?

A
  • Conforming closely to group norms
  • Ensuring that the group feels that leader appointed democratically
  • Seen to have competence to fulfil objectives
  • Seen to identify with the group
29
Q

Leader-member exchange (LMX) theory (Graen and Uhl-Bien, 1991)

A
  • In group subordinate
  • Out group subordinate
  • Continuum of quality of exchange relationships between leader and follower
  • High quality LMX relationships are associated with better performing and more satisfied workers
30
Q

-Charisma: Characteristics of Transformational Leaders (Bass, 1985; Judge & Bono, 2000)

A

Provides vision and sense of mission, instils pride, gains respect and trust

31
Q

-Inspiration: Characteristics of Transformational Leaders (Bass, 1985; Judge & Bono, 2000)

A

Communicates high expectations, uses symbols to focus efforts, expresses important purposes in simple ways

32
Q

Intellectual Stimulation: Characteristics of Transformational Leaders (Bass, 1985; Judge & Bono, 2000)

A

Promotes intelligence, rationality, and careful problem solving. Stimulate creativity by questioning common assumptions

33
Q

-Individualized Consideration: Characteristics of Transformational Leaders (Bass, 1985; Judge & Bono, 2000)

A

Gives personal attention, treats each employee individually, coaches, advises

34
Q

Transformational leaders: how do they do it?

A
  • By stating a compelling vision of what the group can and should accomplish (Howell and Frost, 1989)
  • By offering a route of reaching their vision
  • By engaging in framing (Conger, 1991)
  • Master of impression management
35
Q

Often transformational and charismatic leadership are used interchangeably …

A
  • Charismatic traits and behaviours
  • Advocates a vision
  • Not keeper of the status quo- behaviour is out of the ordinary perceived as change-agent
  • Acts in several unconventional ways – counter to norms
  • Willingly makes self-sacrifices, takes personal risks, to support their vision
  • Strong self-confidence
36
Q

What is Leader Categorisation Theory (LCT), (Lord, Brown, Harvery and all, 2001)?

A
  • Match between the leader’s characteristics and the relevant schema of effective leadership
  • If your leadership schema = “intelligent”, more likely to endorse a leader the more you perceive as intelligent
37
Q

Social identity and leadership (Hogg, 2001) is define as…

A

-Leadership is an identity process where prototypical leaders are more effective than less prototypical leaders

38
Q

Advantages of prototypical leaders

A
  • Trusted as ‘one of us’
  • Attract attention and stand-out
  • Liked – facilities influence (we are more likely to follow orders from people we like)
39
Q

Prototypical traits…

A
  • Talk up prototypically
  • Identify deviants or marginal members to highlight your own prototypically
  • Vilifying contenders for leadership and casting them as non-prototypical
  • Identify relevant comparison out-groups that are most favourable to their own prototypicality
40
Q

What is the -Group value model (Lind and Tyler, 1988)?

A
  • Perceptions of fairness and justice are critical to group life
  • Distributive justice (fairness in the outcome of decision) and procedural justice (fairness of the procedures used to make the decision)
  • Procedural justice in particularly important
41
Q

What is Role congruity theory (Eagly, 2003)

A

social stereotypes of women inconsistent with people’s schemas of effective leadership

42
Q

-Mastery-focused communication:

A

task instructions, correction of errors, etc

43
Q

-Connectedness-focused communication:

A

reassurance of positive esteem, relationship maintenance

44
Q

Centralised or decentralised?

-Bavelas et al (1951)

A
  • Groups arranged in a centralised fashion made fewer errors on the task than decentralised arrangement
  • Morale and job satisfaction higher in decentralised
45
Q

How can technology effect leadership? (Storck & Sproull, 1995)

A
  • Smaller effects of status, gender, age?
  • More equal participation by members?
  • Focus on task content, but lack of nonverbal cues important for socioemotional interdependence, building trust
  • Harder for members to gain impression of others’ expertise
  • So they rely more on stereotypes

Self and Society (9 decks)

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