3. who's the boss

Question 1

great man theories

Answer 1

> Focused on historical figures and what made them leaders
First approach to leadership
Criticism: Became outdated; was only about men

Question 2

Leader emergence approach

Answer 2

The person in a group who emerges to become a leader

Question 3

trait approach

Answer 3

> Leaders have certain characteristics that non leaders don’t have
criticism: no consistent relationship between traits and leadership effectiveness
and Little agreement in the meaning of the traits

Question 4

what big 5 traits are associated with leadership?

Answer 4

extraversion and lack of neuroticism

Question 5

power approach

Answer 5

Different types of power a leader can use; give rewards for compliance
> Reward power 
> Expert power
> Referent power
> Coercive power
> Legitimate power

Question 6

Behavioral approach

Answer 6

begun by researchers in ohio

- leadership theory that focused on kinds of behaviors ppl in leadership roles engage in

Question 7

authentic leadership

Answer 7

Emphasizes integrity of the leader, defined by positive self-concept and desire to learn
e.g.

Question 8

Charismatic leadership

Answer 8

• Followers are emotionally attached to the leader, they don’t question the leader’s behaviors and beliefs
• Charisma can be diminished by situational factors
• Having ideal vision of the future

Question 9

in the behavior approach, what are 2 main types of behaviors identified in leaders?

Answer 9

consideration and initiating structure

Question 10

transactional leadership

Answer 10

• The leaders show their followers how they can reach their goals
• Based on compliance with rewards and punishment

Question 11

laissez-faire leadership

Answer 11

• The leader provides little leadership to the group

- When mistakes are brought to their attention they respond with no harsh punishments

Question 12

Ohio studies

Answer 12

fleishman and Harris

• took a behavioral approach to leadership studies (what kinds of behav. ppl in leadership roles employed
• classified the leader behaviors into 10 categories but eventually stuck with just consideration and initiating structure

Question 13

Ohio studies

Answer 13

fleishman and Harris

• took a BEHAVIORAL APPROACH to leadership studies (what kinds of behav. ppl in leadership roles employed
• classified the leader behaviors into 10 categories but eventually stuck with just consideration and initiating structure

Question 14

Michigan studies

Answer 14

• focused on dynamics of how leaders and groups interacted
• Task-oriented behavior (initiating structure for ohio)
• relations-oriented behavior (similar to “consideration” in ohio studies)

Question 15

what is the different findings that Michigan studies had than Ohio studies?

Answer 15

• Participative behavior on the behalf of the leader was a key to group effectiveness
• suggested that leadership did not have to be all leader-follower interactions. in fact,

Question 16

what is the different findings that Michigan studies had than Ohio studies?

Answer 16

• Participative behavior on the behalf of the leader was a key to group effectiveness
• suggested that leadership did not have to be all leader-follower interactions.

Question 17

contingency approach

Answer 17

• more supportive, u clarify what will be punished and what will be rewarded
  -Looks at how a situation plays an important role when leadership is exercised
  when a situation presents itself, 3 things are assessed in order to see how legit a leader is
  > quality of leader and follower relationship
  > see power leader has over indicating what to do and ppl actually listen or not
  > clarity of performance goals

Question 18

situational leadership (harsey and blanchard)

Answer 18

Job maturity

Psychological maturity are the two facets for maturity and the qualities a good leader needs

Question 19

define the leadership styles

• supportive
• directive
• participative
• achievement

Answer 19

• supportive
• directive: Providing structure and feedback
• participative: Engaging followers in decision making
• achievement: Setting high standards and making followers achieve these standards

Question 20

vroom-yetton model

Answer 20

You need subordinates to be a leader
> when you should include ur followers in decision making or not (e.g. an urgent situation u dont have time to discuss it with evryone)
Main idea - you can’t have a participative style all the time when making decisions

Question 21

leader-member exchange theory and limitations

Answer 21

Focuses on the quality of the relationship between leaders and followers; they have to support each other; good for benefit the employees and the organization

> Limitations
Offers little guidance on how to improve the relationship
The two might disagree on the quality of relationship that they have

Question 22

transformational leadership theory

Answer 22

The leader transforms the followers to become the better versions of themselves; long-term

Question 23

components of transformational leadership theory

Answer 23

> Idealized influence (leaders build trust and respect, the leader will do what is right)
Intellectual stimulation (encourages ppl to think of better ways to do things)
Inspirational motivation (leaders articulate a future vision and encourage followers to reach the vision)
Individualized consideration (leaders care about individual needs)

Question 24

Difference between transformational and charismatic leaders

Answer 24

> Transformational leaders increase the self-esteem of followers; leadership defined by the vision
In charismatic, followers are weaker as individual, defined by the leader

Question 25

fiedler approach

Answer 25

leaders can change the situation, they can make ot better or worse but if the leader cant make the situation better, find a new leader
fiedler says you cannot change and hersey says u can change !!!!

Question 26

contingency

Answer 26

vroom, vetton and hersey were all contingency