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PYB302 > 7. Leadership and influence > Flashcards

7. Leadership and influence Flashcards

1
Q

What is leadership?

A

Process whereby one individual influences other group members towards the attainment of defined group or organizational goals.
A process of creating a vision for others and having the power to translate this vision into a reality and then sustain it.
generally:
Leadership is a process
Involves influencing others
Take place within a group context
Involves achieving goals

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2
Q

Difference between leadership and management?

A

Leadership: when one or more people influence and energise others to work towards shared goals

Management: formulate detailed plans, create and maintain appropriate organisational structures, oversee routine operations

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3
Q

Leadership roles

A 
Having a vision
Translating that vision
Establish direction
Motivating
Inspiring
Energizing
Power given from below
Ideal in fast changing workplace
People follow willingly
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4
Q

management roles

A 
Planning
Organising
Achieve results
Dealing with human resources
Controlling
Ensuring smooth running
Power given from above
Ideal in predictable, stable workplaces
People do as they have to
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5
Q

what are the leadership theories in chronological order?

A

Traits/Universal
Attributes Approach
1800s-1940s
Revived 1990s

Behavioural/Style
Process Approach
1940s-1970s
Revived 2000s

Situational-
Contingency Approach
Early 1960s to present

Transformational
Charismatic Approach
Late 1800s, rediscovered in 1970s
Active since 1980s

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6
Q

Trait approach to leadership

A

Born to be leaders or characteristics developed early in life. This approach focuses on innate characteristics. It is the “Great Man” approach

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7
Q

What did early studies on the trait approach focus on?

A

Early studies mainly focused on great military leaders and statesmen

  • Shared characteristics that could predict future greatness in people
  • Looked at points in life where people were successful – and assumed they would always be successful

But…Many cases of non-leaders possessing same traits

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8
Q

what are the 5 key traits that differentiate leaders from followers?

A 
Intelligence
Dominance
Self-confidence
High level of energy
Task-related knowledge

With additional characteristics:
Need for achievement
Need for power
Goal directedness

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9
Q

big 5 personality factors for leadership

A 
openness to experience
conscientiousness
extraversion
agreeableness
emotional stability (low neuroticism)
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10
Q

what lead to the behavioural style approaches to leadership?

A

Dissatisfaction with trait approach

Behavioural style of leaders examined – coincided with rise in Behavioural Psychology

What the person did, not who the person was (i.e., their BEHAVIOUR)

Search for a “one style fits all” situation

(what does the successful leader do so that others can learn?)

Observe, categorise and determine behaviour leading to success

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11
Q

Aim of the Ohio and Michigan studies on leadership

A

Aim was to investigate behaviour associated with effective leadership

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12
Q

What were the two independent factors examined in the Ohio state studies?

A

Initiating structure

consideration

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13
Q

initiating structure in ohio state studies

A

Leader behavior aimed at defining and organizing work relationships and roles
Establishing clear patterns of organisation, communication, and ways of getting things done

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14
Q

Consideration in ohio state studies

A

Leader behavior aimed at:

  • Nurturing friendly, warm working relationships
  • Encouraging mutual trust and interpersonal respect within the work unit (welfare of workers)
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15
Q

What did the michigan studies example?

A

the production-oriented leader and the employee-oriented leader

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16
Q

Production-Oriented Leader in the Michigan studies?

A

Constant leader influence
Direct or close supervision
Many written or unwritten rules and regulations
Focus on getting work done

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17
Q

Employee-oriented leader

A

Relationship-focused environment
Less direct/close supervision
Fewer written or unwritten rules and regulations
Focus on employee concerns and needs

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18
Q

What questions did the Michigan studies raise?

A

Suggests effective leaders are people oriented??
Can leaders be both?
How will you be viewed if you aren’t reprimanding? Fear of productivity dropping?

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19
Q

Situational-contingency approaches

A

Emphasises importance of contextual factors on leadership
Realisation that there is no universal style to fit all situations
Need for managers or supervisors to adapt their style to fit the situation

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20
Q

what is an effective leader according to contingency theories?

A

one who can match his or her style to the particular demands of the situation.

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21
Q

What is Fielder’s Contingency Theory?

A

AKA Least Preferred Co-worker.

Trait and style theory combined

Leadership is a function of both the person and the situation

Attempts to match leaders and situations to identify the optimal leadership style suited to that situation

Sole criterion for evaluation is task performance

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22
Q

What is the Least Preferred Co-worker measurement?

A

Traits measured by asking managers to assess their least preferred person to work with along 16 bipolar dimensions
Relationships with subordinates revealed

High scores on LPC indicate a relationship orientation – people they least like to work with evaluated more favourably
Low scores on LPC indicate task orientation

Certain situations favour certain managerial
approaches or styles more than others

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23
Q

What are the three contextual variables in Fielder’s Contingency Theory and what do they determine??

A

3 contextual variables determine favourability of situation for a particular leadership style:

Group atmosphere
Task structure
Position of power

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24
Q

Group atmosphere in Fielder’s theory?

A

extent to which the group trusts and accepts their manager (leader member relations)

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25
Q

Task structure in Fielder’s theory?

A

extent to which this is clear and unambiguous

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26
Q

Position of power in Fielder’s theory?

A

possessed by leader and how much control to reward or punish subordinates

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27
Q

What does Fielder’s Contingency theory support?

A

Leadership style is part of personality that is relatively fixed and unchanging
Reflects deep-rooted psychological characteristics

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28
Q

What does Fielder’s Contingency theory depend on?

A

Value system
Personal wants
Confidence in employees
Willingness of subordinates to accept responsibility

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29
Q

What does Fielder’s Contingency theory indicate should happen if the leader’s style fails to fit the situation?

A

Leave or
Change the situation

evidence is mixed

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30
Q

What does the path-goal theory of leadership examine?

A

Examines employee motivation in a given situation

Not just about leader and situation – motivation too.

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31
Q

What does the path-goal theory of leadership suggest leadership effective depends on?

A

Leadership effectiveness depends on subordinate satisfaction.

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32
Q

What os the path-goal theory of leadership based on?

A

Based on Expectancy theory of motivation

Expectancy
Instrumentality
Valence

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33
Q

What does the path-goal theory of leadership generally support?

A

Suggests different types of leadership styles are appropriate for different situations

A leader will adapt their style in order to help employees achieve their goals

Implies leaders have ability to analyse a situation then change their approach based on their analysis

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34
Q

What interaction does the path-goal theory of leadership emphasise?

A

Interaction between leader traits/behaviours and situation

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35
Q

According to the path-goal theory of leadership, what does leader influence ensure?

A

Ensure expectations between effort, performance and outcomes are clear

Ensure those who put in more effort are helped perform better, and those who perform receive valued rewards

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36
Q

What are the key types of leaders examined in the path-goal theory of leadership?

A

Directive
supportive
participative
achievement orented

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37
Q

DIRECTIVE leader in the path-goal theory of leadership

A

focus on tasks and rules as motivations of group. Tells how and what to do.

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38
Q

SUPPORTIVE leader in the path-goal theory of leadership

A

Relationship focus (friendly, shows concern for status, wellbeing and needs of subordinates)

39
Q

PARTICIPATIVE leader in the path-goal theory of leadership

A

Joint generation of ideas with the group (consults and asks for suggestions – serious consideration in decision making)

40
Q

ACHIEVEMENT ORIENTED leader in the path-goal theory of leadership

A

Setting challenging goals for group – expects subordinates to perform. Confidence that they will achieve.

41
Q

what are the employee contingencies of DIRECTIVE leader?

A

Low skill and experience

external locus of control

42
Q

what are the employee contingencies of SUPPORTIVE leader?

A

low skill and experience

external locus of control

43
Q

what are the employee contingencies of PARTICIPATIVE leader?

A

high skill and experience

internal locus of control

44
Q

what are the employee contingencies of ACHIEVEMENT-ORIENTED leader?

A

high skill and experience

internal locus of control

45
Q

what are the environmental contingencies of DIRECTIVE leader?

A

novel task demands

negative group dynamics

46
Q

what are the environmental contingencies of SUPPORTIVE leader?

A

routine task demands

unsettled group dynamics

47
Q

what are the environmental contingencies of PARTICIPATIVE leader?

A

novel task demands

positive group dynamics

48
Q

what are the environmental contingencies of ACHIEVEMENT-ORIENTED leader?

A

unknown task demands and unknown group dynamics

49
Q

What types of leaders are in the full-range leadership model?

A 
transformational
contingent reward
management by exception (active)
Management by exception (passive)
Laissez-faire
50
Q

transformational leaders in the full-range leadership model

A

Seek to optimise individual and organisational development

51
Q

contingent reward leaders in the full-range leadership model

A

Clarifies objectives and exchanges rewards for performance

52
Q

management by exception (active) leaders in the full-range leadership model

A

Monitors for mistakes and takes corrective action

53
Q

Management by exception (passive) leaders in the full-range leadership model

A

Takes corrective action when made aware of mistakes

54
Q

Laissez-faire leaders in the full-range leadership model

A

Unwilling to get involved or intervene

55
Q

what are the elements in the transformational leadership model?

A

idealised influence
inspirational motivation
Intellectual stimulation
Individualised consideration

56
Q

idealised influence in the transformational leadership model

A

Who we are
present core values
create a positive shared identity

57
Q

Inspirational motivation in the transformational leadership model

A

What we do
communicate group vision
set positive challenges

58
Q

intellectual stimulation in the transformational leadership model

A

We value you
encourage new ideas and perspectives
involve people in change

59
Q

individualised consideration in the transformational leadership model

A

We are about you?
attend to members’ needs and abilities
provide development opportunities

60
Q

charisma

A

effective acquisition and use of referent power (and an increase in personal loyalty)

Can be helpful for transformational leadership, but conceptually different

61
Q

what do Charismatic leaders tend to have?

A

Charismatic leaders tend to…
have a strong need for power
be very confident and certain of their cause
act to impress followers (emphasise achievements)
communicate an appealing vision appealing to basic motives (power, achievement, affiliation)
model desired behaviours (“walk the talk”), especially involving personal risk or self-sacrifice
engage in unconventional behaviours that attract attention

62
Q

What is transformational leadership related to?

A 
Lower turnover
Higher productivity
Lower employee stress
Lower employee burnout
Job satisfaction
63
Q

Leader-member exchange

A

According to the LMX theory, all followers ARE NOT treated the same by leaders. Some followers are favoured based on competence or compatibility with a leader

64
Q

what is involved in high-quality LMX relationships?

A

Mutual support
High trust
Frequent interaction

65
Q

what is involved in low-quality LMX relationships?

A

Leader indifference

Distrust

66
Q

What did the GLOBE STUDY of culture examine?

A

Global Leadership and Organizational Behavior Effectiveness
18000 participants from ~1000 organisations in ~ 60 countries
Rated 112 characteristics of an “outstanding” leader

67
Q

what are were the two styles consistently associated with leader effectiveness (“universally”) according to the GLOBE STUDY?

A

charasmatic/value based

Team-oriented

68
Q

charasmatic/value based according to the GLOBE STUDY

A

inspirational vision, sets high standards, innovative

69
Q

team-oriented according to the GLOBE STUDY

A

builds team cohesiveness and collaboration

70
Q

What are the four styles that varied in associations with leader effectiveness across countries (“culturally variable”) in the GLOBE STUDY?

A

participative
humane
self-protective
autonomous

71
Q

participative according to the GLOBE STUDY

A

involves others in decision-making and promotes equality

72
Q

Humane according to the GLOBE STUDY

A

compassionate and generous

73
Q

Self-protective according to the GLOBE STUDY

A

: safety and security of group and own reputation

74
Q

Autonomous according to the GLOBE STUDY

A

independent and self-oriented

75
Q

what are the basis of individual power

A 
Position power:
legitimacy
reward
coercion
Personal power:
informational
expertise
referent
76
Q

legitimacy base of individual power

A

Authority granted from an accepted source

Influence behaviour through official authority

77
Q

reward base of individual power

A

Ability to reward others for helpful behaviour

Influence behaviour using promise of positive outcomes

78
Q

coercion base of individual power

A

Ability to punish others for non-compliance

Influence behaviour using fear of negative outcomes

79
Q

informational base of individual power

A

Ability to provide valuable information to help others

Influence based on persuasive arguments

80
Q

expertise base of individual power

A

Ability to provide better solutions to problems

Influence based on holding special skills or knowledge

81
Q

referent base of individual power

A

Ability to make people identify and like you

Influence based on respect and admiration

82
Q

How to enhance legitimacy, reward and coercion pwoer

A

Increase centrality of your work
tightly link your work to key organizational goals
Increase criticality of your work
respond quickly to urgent organizational needs

83
Q

How to enhance informational power

A

Increase information network centrality and control

try to be the conduit of information between people and areas

84
Q

How to enhance expertise power

A

Take additional training/education

Get involved in new projects from the beginning

85
Q

How to enhance informational and referent power

A

Build negotiation skills
try to understand others’ concerns, goals, and motivations
Be seen as someone who cares about others
be friendly
involve others in social networks

86
Q

impression management

A

Be “visible” so that you come to mind when power is allocated
Be in a position to defend yourself when things go wrong

87
Q

impression management techniques

A

ingratiation - conformity, favours
defensive - excuses, apologies
self-focused - self-promotion, self-enhancement
assertive - likeability, exemplification

88
Q

ingratiation as an impression management technique

A

conformity - Agreeing with someone’s opinions to gain approval
favours - Doing nice things for someone to gain approval

89
Q

Defensive as an impression management technique

A

excuses - explanations of issues that minimise severity and responsibility
Apologies - admitting responsibility for issue in hope of being pardoned

90
Q

self-focusedas an impression management technique

A

self-promotion - highlight achievements & strengths, downplaying shortcomings
self-enhancement - overvaluing (“hyping”) performance relative to actual levels

91
Q

Assertive as an impression management technique

A

flattery - complementing people’s strengths to look insightful and likeable
Exemplification - exerting extra effort to show dedication and diligence

92
Q

what impression management techniques are best in job interviews?

A

Self-promotion and ingratiation are common strategies

Self-promotion is most effective

93
Q

what impression management techniques are best in performance ratings?

A

Ingratiation linked to higher ratings
Self-promotion linked to lower ratings
except for people seen as likeable

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