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Organizational Psychology > 3. Leadership > Flashcards

3. Leadership Flashcards

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1
Q

The trait approach

A

The idea that leaders inherently possess personality traits or characteristics that others do not

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2
Q

Trait approach failure

A

No relationship found between specific traits and leadership effectiveness
Differing definitions of each trait
Different methods used to measure traits
Failing to consider the larger context of leadership (followers, situation, organisation etc.)
‘Productivity’ was most widely used as a criterion and was not effective , other factors play a crucial role
Big 5 - no link between Big 5 traits & effective leadership

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3
Q

Great man theory

A
  • Historians looking back over past ‘great’ leaders to identify traits
    • Autobiographies etc.
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4
Q

Great man criticism

A
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5
Q

Gender differences

A

Glass ceiling
Glass cliff
More likely to be selected for positions with higher risk for failure
Family
Stereotype that women will focus more on their families than job
Maternity leave
Stereotypes
May hold women back from taking leadership positions

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6
Q

Behavioural approach

A

Focus on types of behaviours leaders engage in

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7
Q

Behavioural approach - Ohio State Study

A

Two dimensions developed
Consideration
Initiating structure

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8
Q

Consideration

A

Mutual trust, respect & warmth
Emphasis on needs of group members
Two-way communication
Subordinates given decision-making roles

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9
Q

Initiating structure

A

Supervisor organizes and defines group activities
Defines relationship to group
Emphasis on overt attempts to achieve group goals

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10
Q

Ohio State Criticism

A

Lack of reliability
Inconsistent results across studies
Bias & error
Relied on questionnaires
Stereotypes about what a successful leader is
May have affected results of questionnaire
Desirable attributes may have been assigned to effective leaders
May not actually be the case

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11
Q

University of Michigan Studies

A

Task-oriented Behaviour
Relations-oriented Behaviour
Participative Behaviour

Most enduring of all leadership behaviour theories
More focused on interaction between leaders and followers

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12
Q

Task-oriented behaviour

A

Similar to initiating structure
Positive relationship to leader, group & individual performance

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13
Q

Relations-oriented behaviour/person-oriented

A

Similar to consideration
Effective leadership about how much energy leaders expend interacting with the work group as a whole
Less about interactions between leaders & followers and more
Positive relationship to motivation, follower satisfaction & leader effectiveness

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14
Q

Participative leadership style

A
  • Behaviours that give subordinates some control over decision-making & encouraging two-way communication
  • Helps subordinates understand devision-making process, makes them more likely to identify with decision & work for its success
  • Rewards & punishments are clear
  • Participation is normalized & satisfying - decision-making
  • Improved communication & conflict resolution
  • Better decisions as group is involved
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15
Q

Autocratic leadership style

A
  • Opposite of participative
  • One person has complete control over everyone else
  • Assigning without letting the group participate in decision-making
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16
Q

Criticism of Participative Style

A

Group members may not have the ability or skills required to be making these decisions
Group members may not agree with each other or the leader

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17
Q

The contingency/situational approach

A

Theories developed to take the situation into account

Contingency - a future event that could possibly happen, we plan with these in mind (contingency plans)
Approaches like the behavioural one have tactics that are dependent on the situation, leading to the development of this approach

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18
Q

Fiedler

A

The chosen leadership style interacts with the situation to determine effectiveness

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19
Q

Fiedler’s 3 characteristics of defining a situation

A
  1. Relationship between leader & group
  2. Existence of power in that relationship
  3. Clarity of group goals
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20
Q

Fiedler - link to relationships

A

leader-follower relationships

21
Q

Fiedler Criticism

A

Leadership was seen as stable, but different situations require different leadership styles
So you would have to change the leader with every situation
Lack of evidentiary support

22
Q

Hersey & Blanchard

A

Effectiveness of leadership approach depends on subordinate maturity
2 Facets of Maturity
Job maturity - job-related skills, abilities & knowledge of a subordinate
Psychological maturity - subordinates’ self-confidence & self-respect

Little direct support

23
Q

Hersey & Blanchard, Maturity levels & Tactics

A

Low maturity - structuring styles

Medium/moderate maturity - decrease structuring behaviour, increase considerate behaviour

High maturity - decrease structuring & considerate behaviour, allowing subordinate to be self-directed

24
Q

Fiedler vs Hersey & Blanchard

A

Fiedler is more focused on the situation and & Hersey more on people
Fiedler is more stable/fixed, Hersey is more adaptable

25
Q

*Path-Goal Theory (House)

A

Job of the leader is to guide show the subordinate the path to allow them to achieve their goals

Participative leadership - involved in decision-making, encouraged to give feedback to leaders
Supportive leadership
Directive leadership - structured, clear goals
Achievement oriented leadership - high standards for subordinate performance, followers are challenged to achieve standards

26
Q

Path-Goal Evaluation

A
  • Emphasis that different styles are warranted in different situations
    • leadership is not one-size-fits-all
  • Causes reflection on whether the subordinate is the problem or if the leadership style is working for them

Little direct support

27
Q

Leader-Member Exchange (LMX)

A

Leaders behave differently with different subordinates, behavioural patterns develop over time and depend on the quality of the relationship to the subordinate

In-groups & out-groups

Effectiveness might be measured by ratio of high-quality to low-quality relationships a leader has

28
Q

In-group members

A

high quality relationships & freedom to negotiate roles, formal power or authority is not generally used on them by leader

29
Q

Out-group members

A

low quality relationships & little freedom to negotiate roles, formal power or authority is more likely to be used

30
Q

In-group interactions

A

More likely to remain at an organisation
See themselves as involved in valuable knowledge exchanges
Feel that they receive logistic & emotional support from leader
More likely to expend effort to help leader

High-quality relationship exchanges
Performance discussed with subordinates
Initiated discussions about personal life
Interested & concerned about work life difficulties

31
Q

Out-group interactions

A

Higher turnover
View exchanges with leaders as contractual agreement
Low-quality relationship exchanges
Little discussion about performance
Rarely supported with difficult assignments

32
Q

Life cycle

A
33
Q

LMX Leader’s Job

A

Leader’s job to establish high-quality relationships & transform low-quality relationships to high ones

34
Q

LMX Factors

A

Social exchange
Group size
Culture
Personality of leader
Hypothesis

35
Q

LMX Evaluation

A
  • Acknowledges that there are different relationships between leaders & different subordinates
  • Can change over time
36
Q

LMX Criticism

A

Doesn’t describe how to improve leader-follower relationship

Doesn’t provide explanation for how these relationships develop or change over time

Leaders & followers sometimes disagree over
what relationship they have

37
Q

Leadership styles

A

Transformational
Transactional
Laissez-faire

38
Q

Transformational leadership

A

Leaders who inspire their followers by appealing to nobler motives like justice, peace & morality

  • Cause followers to want to follow you and help achieve your goals
  • Transform followers by raising them to higher levels of ethics, morals & motivation

Most highly associated with motivation, satisfaction & high performance

39
Q

4 Transformational Strategies

A

Idealized influence
Inspirational motivation
Intellectual stimulation
Individualized consideration

40
Q

Idealized influence

A

leaders display conviction, take stands on difficult issues, are aware of ethical consequences of their decisions and emphasize trust & the importance of commitment & purpose

41
Q

Inspirational motivation

A

leaders describe a desirable future, express optimism & enthusiasm, have high, challenging standards & provide encouragement & meaning for tasks ahead

42
Q

Intellectual stimulation

A

leaders cause old beliefs, values & assumptions to be challenged, stimulating new ways of doing things. Encourage expression of ideas & reason

43
Q

Individualized consideration

A

leaders attend to followers individually, considering needs, abilities & aspirations. Advise and guide followers

44
Q

Charismatic leadership

A

Subset of transformational
Almost identical

45
Q

Transactional Leadership

A

A social contract is developed where certain behaviour are followed by a reward
- Incentives
- Followers are motivated to work towards leaders goals through rewards
- As the name suggests, it’s a transaction

46
Q

Continuum

A
  • First put on the same, single continuum
    • Meaning that the more you leaned towards one, the more you leaned away from the other
    • Later led to full-range theory of leadership
47
Q

Laissez-faire Leadership

A

Little guidance is provided by leaders, followers are mostly left to themselves
- Lowest level of leadership in the hierarchy
- Included to contrast transformational & transactional styles
- Negatively associated with satisfaction, motivation & performance

48
Q

Full-range theory of leadership

A
  • Hierarchical structure developed by Bass
  • Hierarchy moves from laissez-faire to transactional to transformational
    • Transactional is built upon to later become transformational

Organizational Psychology (18 decks)

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