Behavioral Competency Leadership Cluster: Leadership & Navigation

Question 1

What is the Coercive Leader approach?

Answer 1

Someone who enforces vision/solution and demands that team follows directives. Effective during crisis, ineffective with unmotivated employees that don’t feel ownership in their work.

Question 2

What is the Authoritative Leader approach?

Answer 2

Someone who proposes vision/solution and invites team to join. Effective when there is no clear path forward; ineffective when leader lacks expertise.

Question 3

What is the Affiliative Leader approach?

Answer 3

Someone who creates strong relationships and encourages feedback. Effective with a dysfunctional team; ineffective when used alone due to fear of damaging relationships.

Question 4

What is the Democratic Leader approach?

Answer 4

Someone who invites collaboration. Effective when leader does not have a clear vision or team is resistant to change; ineffective when leader does not have a lot of time.

Question 5

What is the Pacesetting Leader approach?

Answer 5

Someone who sets model for high performance and challenges team to meet them. Effective with competent, motivated team; ineffective with excessive paste.

Question 6

What is the Coaching Leader approach?

Answer 6

Someone who focuses on developing team members skills. Effective with leaders that are skilled in strategic management, communication, and motivation and they have time; ineffective when team resists changing their performance.

Question 7

How is Mentoring different from coaching?

Answer 7

Mentoring helps employee navigate the workplace which helps determine a career path.

Question 8

Trait Leadership Theory aka Great Man Theory

Answer 8

Leaders have great innate abilities (strength, stamina) that followers do not have

Question 9

Behavioral Theory: Blake Mouton Theory

Answer 9

Leader is concerned about production of work and people or relationships.

Country club- low/high
Impoverished- low/low
Authoritarian-high/low
Middle of road- middle/middle
Team Leader- high/high

Question 10

Five types of Blake Mouton Managers

Answer 10

1. Country club: low task, high relationship
2. Impoverished: low task, low relationship
3. Authoritarian: high task, low relationship
4. Middle-of-the-road: midpoint on task and relationship
5. Team leader (considered a leader): high tasks, high relationship

Question 11

Situational Leadership Theory: Hershey Blanchard Theory

Answer 11

Adjust techniques to those you’re leading. Methods leaders can use are:

Telling- close supervision
Selling- using persuasion
Participating- give guidance b/c employees are competent
Delegating- little to no guidance

Question 12

Hershey Blanchard leaders supply?

Answer 12

1. Telling: when employees are not competent or motivated
2. Selling: when competent employees still need focus and motivation
3. Participating: when competent employees can be included in problem solving
4. Delegating: when competent employees can benefit from more autonomy

Question 13

Situational Theory: Fiedler’s Contingency Theory

Answer 13

Leader style must fit the situation for a FAVORABLE SITUATION: trusting relationship, clear task, leader has power. UNFAVORABLE SITUATIONS that doesn’t have matching leadership style, leader must improve trust, make tasks clear, and increase power (provide promotion)

Question 14

Situational Theory: Path Goal Theory

Answer 14

Leader directs a supportive plan for goal achievement. Leadership styles:

Directive- communicate expectations and goals and assign clear tasks; works when team doesn’t know what to do.

Supportive- fulfill relationship needs

Achievement- set challenging goals because employee feels unchallenged

Participative- mutual participation, uses group expertise

Question 15

Emergent Leadership Theory

Answer 15

Emerge from group, not appointed

Question 16

Transactional Leadership Theory

Answer 16

Leader rely on reward and punishment to achieve job performance (military). Get the job done!

Question 17

Transformational Leadership Theory

Answer 17

Traits are idealized influence, inspirational motivation, intellectual stimulation, individual consideration, can mentor future transformational leaders.

Question 18

Leader Member Exchange Theory

Answer 18

Focuses on two-way relationship between leader and chosen employees. Select members are given more information to strengthen trust and support. Can lead to in- and -out groups.

Question 19

Servant Leadership Theory

Answer 19

Leader serves the needs of their employees, share power. Can be resource intensive and take longer to produce results.

Question 20

Types of Power to Influence Others

Answer 20

1. Legitimate: created formally through a title or position. Can save time in decision making, insufficient if leader is not competent.
2. Reward: leader can offer something of value (promotion). Can motivate employees but only useful when leaders can extend meaningful rewards.
3. Expert: leader has great insight. Can improve team efforts but can also create dependency.
4. Referent: leader has attractive personality. Appeals to social needs of individuals but can weaken team if leader is incompetent and unfair.
5. Coercive: leader can punish those that don’t follow. Immediate results but damages team motivation and self direction over time.

Question 21

Persuading to influence others

Answer 21

Gain support by:

Reasoning, explaining advantages. Most effective when combined with other person’s needs and aligning interests.

Appeal to mutual visions and values.

Trade by using expertise for resources to fulfill another’s needs.

Question 22

Motivation Theory: Theory X/Theory Y

Answer 22

Theory X, motivation is irrelevant. Leaders micromanage and coerce because they believe people are lazy.

Theory Y, motivation is critical. Leaders believe employees dislike rigid control and want to accomplish goals. More participation. More appropriate in knowledge driven workplaces.

Question 23

Motivation Theory: Needs Theory

Answer 23

Individuals are motivated by their desire to satisfy certain needs. Common factors are achievement, social connection and some degree of control.

Question 24

Need’s Theory: Maslow Theory

Answer 24

Five basic needs must be met in this order:
physiological
safety and security
belonging and love
esteem
self-actualization (fill one’s potential)

Question 25

Needs Theory: Herzberg Theory

Answer 25

Behavior is driven by motivators (intrinsic) and hygiene (extrinsic) factors.

Intrinsic: innate desires like challenging work
Extrinsic: workplace hygiene like job security

Motivation must appeal to individual needs/desires

Question 26

Needs Theory: McClleland Theory

Answer 26

Individuals are motivated by achievement, affiliation (feeling part of a group), and power (influence over others) but most important need may vary. Effective leaders may appeal to primary motivators.

Question 27

Needs Theory: Self-Determination Theory

Answer 27

Individuals are motivated by innate needs such as competence (achievement) and relatedness (affiliation) but also by need for autonomy and purpose

Question 28

Expectancy Theory: Vroom Theory

Answer 28

Effort increases in relation to one’s confidence that behavior will result in positive outcome and reward, level of effort depends on expectancy, instrumentality, and valence. All three must be addressed to motivate employees.

Expectancy - reasonable effort is succeeding
Instrumentality - success results in reward
Valence - meaningful reward to employee

Question 29

Attribution Theory

Answer 29

Present level of motivation related to the way a person interprets cause for past failure or success

Question 30

Attribution Theory: Heider, Weiner Theory

Answer 30

Success or failure attributed to internal factors (like skills) or external factors (like available resources). Leaders can create opportunities for success for less experienced and more challenging assignments for confident employees.

Question 31

Goal Setting Theory

Answer 31

Motivation can be increased by giving goals to employees to assess their achievement. Employees help create goals. Goals should be clear, important to individual, realistic and challenging.
Feedback helps employees determine effectiveness of their efforts.

Question 32

Equity Theory

Answer 32

Motivation based on sense of fairness. Individual compares someone in similar role and makes calculations based on inputs (skills, training, education, etc) and outputs (salary, bonuses, raises, promotions).

Question 33

What is the role of the Leader

Answer 33

Develop and coach, build relationships, model their values and do what they say, have functional expertise

Question 34

What are the approaches to leadership?

Answer 34

CAA DPC
Coercive, Authoritative, Affiliative, Democratic, Pacesetting, Coaching

Question 35

How does a leader navigate an organization

Answer 35

By understanding the formal and informal structure of organization.

Formal: reporting lines, decision making process, funding process, mission, events that are shaping or have shaped the organization.

Informal: culture of organization

Most valuable way is to observe and identify leaders.

Question 36

Personal leadership qualities

Answer 36

Self-motivated
Self-disciplined
Risk taker
Continuous learner
Growth mindset