Ch 11: Leadership Flashcards

1
Q

Leadership

A

capacity to direct, energize people to achieve goals

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2
Q

Early leadership theory focused on physical characteristics such as

A

height

Intelligence

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3
Q

In 1955, Katz identified these three skills as important to leadership

A
  1. Technical skills (knowledge, competencies
  2. Human skills (sensitivity, motivation)
  3. Conceptual skills (problem solving, abstract thinking
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4
Q

Skill based model of leadership

Mumford, Zaccaro, Harding, Jacobs, Fleishman

A

Leadership can be developed by increasing these competencies:

Problem solving
Social judgment
Knowledge

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5
Q

Observations about leaders fall into two dimensions

A
  1. Consideration: concern for relationships with subordinates
  2. Initiating structures: setting standards, assigning roles, pressing for productivity.
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6
Q

Blake and Mouton Managerial Grid (1984)

A
  1. Organization characteristics-concern for people, production
  2. Authority -obedience management-low concern for people, high concern for production
  3. Country club management-high concern for people, low concern for production
  4. Impoverished management-low concern for people and production
  5. Team management-high concern for people and production
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7
Q

Fred Fiedler (1967) described this theory as the relationship between leadership style and the organizational setting

A

Contingency Theory

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8
Q

LPC Scale

A

Least Preferred Coworker Scale

Part of Fielder’s Contingency Theory

20 numerical scales of personal characteristics

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9
Q

Fiedler said that organizations must alter setting

A

to fit their leader

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10
Q

When leaders help employees achieve important goals, they increase

A

motivation and satisfaction.

Path-Goal Theory

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11
Q

House and Mitchell (1974) described four leadership styles:

A
  1. Directive
  2. Achievement oriented
  3. Participative
  4. Supportive
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12
Q

Vroom & Yetton’s Normative Model (1973)

A

Decision tree that helps leaders decide how much to involve subordinates in decisions.

Factors include quality of the decision, necessary information, whether the problem is well structured, whether acceptance is important, whether conflict is likely.

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13
Q

Hersey & Blanchard (1982) discussed maturity of groups in this theory

A

Life-cycle theory

Mature groups have higher capacity for accepting responsibility

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14
Q

Attribution Models

A

Explain how leaders draw conclusions about how and why their subordinates are performing.

If employee has good track record, leader assumes it’s not the employee’s fault.

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15
Q

LMX Theory, Dansereau, Graen, Haga

A

Low exchange relationships: little mutual influence between leader, subordinate

High exchange relationships: trusted subordinates; loyalty, high responsibility

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16
Q

This leadership researcher said that Operant Conditioning Theory needed to be expanded to include:

A

Learning from others
Mental Symbols-rehearsal, memorization

This is called Social Learning Theory

17
Q

If the group supports the leader and the task requires cognitive abilities,

A

cognitive abilities of the group determine its performance.

18
Q

If the group does not support the leader,

A

external factors (such as task difficulty), rather than cognitive ability, will determine performance.

19
Q

According to Fletcher and Kaufer, shared leadership is

A

a social process that is dynamic and multi-dimensional. Shared leadership practices among many leaders in an org.

20
Q

Servant Leadership, Robert Greenleaf (1977)

A

Primary role of leaders is to understand and serve the needs of followers.

21
Q

According to Dirk Van Dierendonck, characteristics of shared leadership include:

A
Confidence
Humility
Integrity
Empathy
Direction
Stewardship
22
Q

This type of leader motivates employees through a sense of morality, honesty and integrity

A

Authentic leader

23
Q

Avolio, Luthans and Walumbwa describe authentic leadership as

A

including strong moral character, cognitive confidence, optimism, hope, resilience, attentive to environment, deep awareness of values and capabilities of others.

24
Q

Transactional leaders

McGregor Burns, 1978

A

Motivate followers by recognizing needs, providing rewards in exchange for performance & support

25
Q

Transformational leaders

A

Raise followers’ goals and focus on transcendental, higher-level goals (self-actualization)

26
Q

These researchers did a systematic analysis of transformational leadership

A

Bernard Bass and Bruce Avolio

27
Q

Transformational behaviors

A

idealized influence, intellectual stimulations, individual consideration, inspirational motivation

28
Q

Transactional behaviors

A

Contingent reward; passive management; active management

29
Q

This type of leadership has the capacity to lift and expand individual goals

A

Transformational Leadership

Focuses on intangible, idealized influences such as vision, empowerment, inspiration, individualism, intellectual stimulation

30
Q

When followers identify with their leader, they

A

internalize the values and beliefs of the leader

31
Q

Social architecture

A

symbols, values, culture of organization

32
Q

According to Trice & Beyer (1993), organizational culture is the pattern of shared

A

meaning in an organization

33
Q

Edgar Schein (1992) described organizational culture as

A

environment, values, artifacts and creations

34
Q

Anne Khademain proposed a cultural roots framework with these three elements

A
  1. the public task to be done
  2. The resources available to do it
  3. Environment in which the agency or program has to operate