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Organizational Psychology > 4. Leadership > Flashcards

4. Leadership Flashcards

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1
Q

Define leadership

A

the ability to influence a group

toward the achievement of a goal

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2
Q

What is the main criterion for effective leadership?

A

GOAL ACHIEVEMENT

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3
Q

Differentiate Management from Leadership

A

Leadership:

  • can be formal or informal
  • long-term objectives
  • transformational influence
  • CHALLENGES/CREATES status quo

Management:

  • FORMAL authority
  • day-to-day supervision
  • transactional influence
  • SUPPORTS/STABILIZES status quo
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4
Q

Summarize a few leadership myths…

A
  • leaders are born not made
  • leadership = power (not over people but with people)
  • all groups have leaders
  • people RESIST leaders (often the need for a leader is accepted)
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5
Q

describe the different roles of different management levels

A

LOW: supervising, controlling
MIDDLE: organising, leading
HIGH: planning

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6
Q

Name 5 different categories of leadership approaches.

A
  1. Leadership as a TRAIT
  2. Behavioral Theories
  3. Contingency Theories
  4. Leader-Member Exchange Theory
  5. NEW APPROACHES
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7
Q

Summarise the Trait theories…

A

some people have exceptional characteristics that make them more suitable to be a leader

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8
Q

Name good leadership traits…

A
  • ambition and energy
  • desire to lead
  • honesty, integrity
  • self-confidence
  • intelligence
  • high self-monitoring
  • job-relevant expertise
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9
Q

“Leadership as a trait”: evidence

A

narcissistic kids got more nominations to have leadership roles (in 22 of 23 classrooms)

  • but were not actually better
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10
Q

“Leadership as a trait”: criticism

A
  • no universally valid traits found (to predict leadership)

- unclear evidence of cause and effect of trait-leadership link (e.g. confidence)

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11
Q

Describe the premise of the behavioral theories of leadership.

A

certain behavior differentiates leaders from non-leaders

–> leadership behavior can be taught

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12
Q

What did the Ohio State Studies (1940s) find?

A

2 categories of leadership behavior:

– INITIATING STRUCTURE (how defined employee roles are)

– CONSIDERATION (mutual trust, respect, regard for employee feelings)

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13
Q

Blake & Mouton’s “Leadership Grid”

A

Two Axes:
X: Concern for production
Y: Concern for people

LAISSEZ FAIRE: low, low
DEMOCRATIC: high, high
DICTATORIAL: high production concern, low people concern

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14
Q

LAISSEZ-FAIRE: consequences

A

low productivity
frustration
aggression

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15
Q

DICTATORIAL: consequences

A

output increase in short-term

BUT high labour turnover

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16
Q

DEMOCRATIC: consequences

A
  • high performance
  • high cohesion
  • high satisfaction
17
Q

Black& Mouton: The Leadership Grid

– what are the limitations of the model?

A
  • model ignores importance of internal/external limits, matter, scenario

–> there will never be 1 universal winning style

18
Q

Describe the premise of the Contingency Theories

A

performance depends on the MATCH of leadership style

and how much control the situation gives the leader

19
Q

Name an example of a Contingency Theory

A

Fiedler Contingency Model

20
Q

Summarise the Fiedler Contingency Model

A

3 factors:

1) leader-member relation: confidence/trust employees have in leader
2) task structure
3) position power e.g. how much influence over hiring, firing, promotions

21
Q

When is AUTHORITARIAN LEADERSHIP recommended?

A
  • NEW employees (unaware of task)
  • limited time
  • coordination with various departments
22
Q

When is AUTHORITARIAN LEADERSHIP NOT recommended?

A
  • employees, tense, fearful, resentful
  • high rate of turnover, absenteeism
  • employees need to be heard
23
Q

What leader behaviour is recommended when…

– workers lack self-confidence

A

SUPPORTIVE LEADERSHIP

24
Q

What leader behaviour is recommended when…

– ambiguous job

A

DIRECTIVE LEADERSHIP

25
Q

What leader behaviour is recommended when…

– lack of challenge

A

ACHIEVEMENT-ORIENTED LEADERSHIP

26
Q

What leader behaviour is recommended when…

– INCORRECT REWARD

A

PARTICIPATIVE LEADERSHIP

27
Q

From whom is the “Situational Theory”?

A

Hersey and Blanchard 1978

28
Q

Summarise Hersey & Blanchard’s situational theory…

A

addition to The Leadership grid (Blake & Mouton)
–> leadership must MESH with developmental stage of group

X-Axis: directive behaviour (competence)
Y-Axis: supportive behaviour (commitment)

low X, low Y = delegating
high X low Y = directing

high X low Y = supporting
high X, high Y = coaching

29
Q

H&B: For what kind of group is DELEGATING appropriate?

A

high competence, high commitment

30
Q

H&B: For what kind of group is SUPPORTING appropriate?

A

high competence, varying commitment

31
Q

H&B: For what kind of group is COACHING appropriate?

A

some competence, some commitment

32
Q

H&B: For what kind of group is DIRECTING appropriate?

A

low competence, high commitment

33
Q

the higher the maturity of the worker….

A

the less directive leadership should be

34
Q

Summarise Leader-Member-Exchange Theory

A

leaders develop relationships with each member of the group

HIGH QUALITY: in group, high satisfaction (trust etc)
LOW QUALITY: out-group, lower satisfaction (formal)

35
Q

Name one NEW APPROACH

A

CHARISMATIC LEADERSHIP

36
Q

define charismatic leadership

A

Vision & articulation
Unconventional behavior
Sensitivity to follower needs & environment
Personal risks

37
Q

In what kinds of environments is CHARISMATIC LEADERSHIP appropriate…

A
  • high risk
  • high unpredictability
  • rapid changes
38
Q

Name charismatic skills…

A

persuasive speaking, dominant body posture, listening

39
Q

name charismatic attitudes…

A

strong ethical beliefs
self-confidence
willingness for sacrifice

Organizational Psychology (9 decks)

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