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LSG > 456 Leadership > Flashcards

456 Leadership Flashcards

1
Q

Define Leadership

A

Achieve common goal

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2
Q

Emerging consensus on leadership

A

Leaders DO posses specific traits

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3
Q

Leader Intelligence and Leader Effectiveness relationship

A

Positive relationship

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4
Q

Leader effectiveness and big 5 relations

A

check

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5
Q

Income growth and big 5 correlation

A 
Neurotism - 
Exterversion //
Openness to Experience +
Agreeableness + 
Conscientiousness +
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6
Q

Leader neuroticism cycle

A

Leader neuroticism -> Abusive Supervision -> Employee Deviance

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7
Q

2 Narcissism

A
  1. Inflated self-view

2. Want continuously re-enforced

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8
Q

3 Narcissism improves

A
  1. Size of Acquisition
  2. ROA extremeness
  3. Higher performance (ONLY if high interdependence)
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9
Q

High vs Low LPC score

A
  1. High - relationship oriented

2. Low - Task oriented

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10
Q

3 - LPC score depends on, leading to

A
  1. Leader-follower relationship
  2. Task structure (clearness)
  3. Power/authority of leader

leading to situational favorability

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11
Q

Task oriented leaders best when

A

Good relationship/control/task structure
or
Bad relationship/control/task structure

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12
Q

Relationship oriented leaders best when

A

Moderate relationship/control/task structure

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13
Q

3 Consequences of LMX

A

+ satisfaction
+ In-role performance
+ Organizational citizenship Behavior

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14
Q
  1. Antecedents of LMX
A
  1. Justice
  2. Transaction Leadership
  3. Transformation Leadership
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15
Q

Charisma works through

A

relationship with followers ->

transforming follower values to collective values

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16
Q

7 Transactional Leadership and Transformational Leadership graph (Passive->Active, Effectiveness)

A
  1. Laissez Faire
  2. Manage by Exception
  3. Contingent reward
  4. Individualized Consideration
  5. Intellectual stimulation
  6. Inspirational motivation
  7. Idealized influence
17
Q

Net Profit vs Charisma

A

Low Uncertainty - Low Charisma Better

High Uncertainty - High Charisma Better

18
Q

Transaction Leadership vs Transformation Leadership effect on ppl

A

Both increase In role performance

Transformation also increases OCB

19
Q

2 Transformation Leadership and Brainstorming

A

Lower Quantity of Ideas

Higher Quality of Ideas

20
Q

SIT of leadership

A

Some fit mental picture better, more likely to be informal leaders, trusted, and charismatic

More effective when become formal leaders

21
Q

Two Pillars of Charisma

A

Ability to communicate inspiring vision and self-sacrifice

Congruence between values of followers

22
Q

2 Transformation Leadership paths

A

Social Identification -> Self-efficacy, Self-esteem

Personal Identification -> Dependence

23
Q

LMX and team leadership both require

A

Transformational Leadership

24
Q

Skill Distribution across levels

A

Top Management - Conceptual + Human
Middle -
Supervision - Technical

25
Q

[Importance] Performance related people management skills

A

Executives, Middle Management

26
Q

[Importance] Business and Strategic Leadership Goals

A

Executive

27
Q

[Importance] Integrity related people management skills

A

Executive > Middle > Supervisor

28
Q

Effective Manager define + focus

A

Managing people, inward focus

29
Q

Successful Manager

A

Networking, outside focus

30
Q

Career Success and Leadership effectiveness correlation

A

No correlation

31
Q

Why Women

A

Childcare/Housework
More participative/democratic
More transformation
Overall equally effective men-> congruence in leader style
More devaluation/less likely group leaders
Less likely to promote themslves

32
Q

5 CEO personality traits and organizational effectiveness (outcomes)

A

Neuroticism -> Risk averse, lack cohesion
Extraversion- Perceive as dominant, dependence
Openess to ex-> illectual flex, risk taking
Aggreablness -> cohesive, decentralized decision
Conscientiousness -> avoid corrupt, focus on control enviroment

33
Q 
TMT Dynamic and income growth
Flexibility 
Cohesiveness 
Corruption 
Centralization 
Risk taking
A 
Flexibility +
Cohesiveness +
Corruption -
Centralization -
Risk taking +
34
Q

Ethical Exec leads to

A

Ethical middle, + Employee OCB - Deviance

35
Q

Injustice Exec leads to

A

Abusive middle, - Employee OCB - Employee commit

LSG (7 decks)

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