Ch 12: Leadership Flashcards
If a researcher is studying the characteristics of individuals who become leaders, he or she would particularly be interested in ______________.
a. leader treatment
b. leadership effectiveness
c. leader emergence
d. leadership ability
c. leader emergence
All of the following are personality characteristics that are associated with individuals who emerge as leaders except:
a. Emotional stability
b. Agreeableness
c. Extraversion
d. Openness to experience
b. Agreeableness
All of the following are descriptive of the more modern approach to trait theory except:
a. It defines personality traits behaviorally.
b. It considers traits in the context of organizational/situational variables.
c. It has not had the success of traditional trait theory.
d. It includes a general consensus on the meaning of personality traits.
c. It has not had the success of traditional trait theory.
Most leadership training programs concentrate on developing, maintaining, or enhancing individual attributes. This is most accurately described as an example of:
a. behavior development
b. personality development
c. leadership development
d. leader development
d. leader development
The researchers at Ohio State University pursued an approach that dealt with two dimensions: consideration and initiating structure. Which general leadership approach did they utilize?
a. Maturity approach
b. Contingency approach
c. New trait theory
d. Behavioral approach
d. Behavioral approach
What is the general notion behind the contingency approach?
a. Any tactic should be backed up by an alternate course of action.
b. The success of any given tactic depends upon multiple factors or situations.
c. The ability of one factor to influence another factor is inherently ambiguous.
d. Multiple factors must be considered in developing a course of action.
b. The success of any given tactic depends upon multiple factors or situations.
______________ leadership is best when the job is boring or the subordinate lacks self-confidence, whereas ____________ leadership is most effective when the job is not clearly defined.
a. Supportive; directive
b. Directive; supportive
c. Participative; directive
d. Directive; participative
a. Supportive; directive
Which of the following is characteristically true of out-group members?
a. They are more likely to stay in an organization.
b. They view exchanges with their leaders as simply contractual.
c. They see themselves as involved in valuable knowledge exchange.
d. Their leaders initiate discussions about personal matters with them
b. They view exchanges with their leaders as simply contractual.
Which of the following is a criticism of the Multifactor Leadership Questionnaire?
a. It is based on only one theory, that of transactional leadership theory.
b. It is unclear how many transactional and transformational strategies there are.
c. It is overly long and often frustrates the test takers.
d. It tends to be imprecise in measuring what it says it is measuring.
b. It is unclear how many transactional and transformational strategies there are.
According to a study described in the textbook, the mental health of female managers was ________ if they adopted a(n) _________ style in a male dominated industry.
a. worse; autocratic
b. worse; interpersonal
c. better; interpersonal
d. better; nurturing
b. worse; interpersonal
Study of the characteristics of individuals who become leaders, examining the basis on which they were elected, appointed, or simply accepted.
Leader emergence
Study of which behaviors on the part of a designated leader (regardless of how that position was achieved) led to an outcome valued by the work group or organization.
Leadership effectiveness
Tyrannical leadership:
May accept the goals of the organization but seeks to achieve those goals through actively manipulating and humiliating subordinates.
Derailed leadership
Engages in anti organizational behaviours such as laziness, fraud, and theft.
Supportive-Disloyal
Shows consideration for subordinates but violates the goals of the organization by undermining the goal accomplishments.
The toxic triangle of destructive leadership
Destructive leadership
Susceptible followers
Conducive environments
Non-physical forms of hostility or aggression carried out by managers against employees who directly report to them.
Abusive supervision
A situation that occurs when a leader accepts the goal of changing a follower and can be observed attempting to do so.
Attempted leadership
A situation that occurs when a follower changes his or her behavior as a function of the leader’s effort.
Successful leadership
A situation that occurs when a leader changes a follower’s behavior, resulting in both leader and follower feeling satisfied and effective.
Effective leadership
A process that concentrates on developing, maintaining, or enhancing individual leader attributes such as knowledge, skills, and abilities.
Leader development
A process that concentrates on the leader-follower relationship and on developing an environment in which the leader can build relationships that enhance cooperation and resource exchange.
Leadership development
Type of competence that includes social awareness and social skills, such as the ability to resolve conflict and foster a spirit of cooperation.
Interpersonal competence
The desire to attain control or power that results from people learning that the exercise of control over others or the environment is pleasing.
Power motive
Psychological term used to describe a person who is not impulsive.
Activity inhibition
Need for approval or connections with others.
Affiliation need
Leadership theories developed by historians who examined the life of a respected leader for clues leading to that person’s greatness; often focused on a galvanizing experience or an admirable trait (persistence, optimism, or intelligence) that a leader possesses to a singular degree.
“Great man” theories
Leadership theory that attempted to show that leaders possessed certain characteristics that nonleaders did not.
Trait approach
Leadership theory that examines the types of power wielded by leaders.
Power approach
Begun by researchers at Ohio State University, leadership theory that focused on the kinds of behavior engaged in by people in leadership roles and identified two major types: consideration and initiating structure.
Behavioral approach
Type of behavior identified in the Ohio State studies; included behavior indicating mutual trust, respect, and a certain warmth and rapport between the supervisor and group.
Consideration
Type of behavior identified in the Ohio State studies; included behavior in which the supervisor organizes and defines group activities and his or her relation to the group.
Initiating structure
Type of behavior identified by University of Michigan researchers as an important part of a leader’s activities; similar to initiating structure from the Ohio State studies.
Task-oriented behavior
Type of behavior identified by University of Michigan researchers as an important part of a leader’s activities; similar to consideration in the Ohio State model.
Relations-oriented behavior
Type of behavior identified in the Michigan studies; allows subordinates more participation in decision making and encourages more two-way communication.
Participative behavior
Leadership theory proposed to take into account the role of the situation in the exercise of leadership.
Contingency approach
A subordinate’s job-related ability, skills, and knowledge.
Job maturity
The self-confidence and self- respect of the subordinate.
Psychological maturity
Leadership theory proposing that leaders adopt different behaviors with individual subordinates; the particular behavior pattern of the leader develops over time and depends to a large extent on the quality of the leader–subordinate relationship.
Leader–member exchange (LMX) theory
People who have high-quality relationships with their leader and high latitude for negotiating their work roles.
In-group members
People who have low-quality relationships with their leader and little latitude for negotiating their work roles.
Out-group members
Life cycle of a leader–follower relationship
A description of more recent versions of leader–member exchange (LMX) theory, which includes a dynamic process in which the task of the leader is to drive the relationship from a tentative first-stage relationship to a deeper, more meaningful one.
Leadership theory that describes the behavior of inspirational political leaders who transform their followers by appealing to nobler motives such as justice, morality, and peace.
Transformational leadership
Leaders show followers how they can meet their personal goals by adopting a particular behavior pattern; the leader develops social contracts with followers in which certain behaviors will be rewarded.
Transactional leadership
Leaders display conviction, emphasize trust, take stands on difficult issues, emphasize the importance of commitment and purpose, and are aware of the ethical consequences of their decisions.
Idealized influence
Leaders articulate an appealing vision of the future, challenge followers with high standards, talk optimistically with enthusiasm, and provide encouragement and meaning for what needs to be done.
Inspirational motivation
Leaders question old assumptions, values, and beliefs; stimulate new ways of doing things; and encourage expression of ideas and reasons.
Intellectual stimulation
Leaders deal with others as individuals; consider individual needs, abilities, and aspirations; listen attentively; and advise, coach, and teach.
Individualized consideration
Leaders provide little guidance to their followers; lowest level of leadership identified by Bass (1997), who contrasted it with transactional leadership and transformational leadership.
Laissez-faire leadership
Hierarchical model that ranges from laissez-faire leadership through transactional leadership to transformational leadership.
Full-range theory of leadership
Multifactor Leadership Questionnaire (MLQ)
Self-report instrument used in the development and validation of the theory of transformational leadership.
A style of leadership that emphasizes the genuineness and integrity of the leader, usually accompanied by a life story.
Authentic leadership
A personal attribute of a leader that hypnotizes followers and compels them to identify with and attempt to emulate the leader.
Charisma
Followers are emotionally attached to this leader, never question the leader’s beliefs or actions, and see themselves as integral to the accomplishment of the leader’s goals.
Charismatic leader
Approach to leadership theory with many different versions of the notion that charisma is related to leadership; in one version, in a crisis situation, followers perceive charismatic characteristics in an individual and accept that person as a leader;
in another version,
certain leader behaviors (use of innovative strategies) contribute to a charismatic aura.
Charismatic leadership theory
Team that has widely dispersed members working together toward a common goal and linked through computers and other technology.
Virtual team
Global leadership and organizational behavior effectiveness (GLOBE)
Large-scale cross-cultural study of leadership by 170 social scientists and management researchers in over 60 countries.
Leader characteristics that are more acceptable in some countries than others.
Culture-specific characteristics
Power approach, 5 different types of power:
Reward Power Coercive Power Legitimate Power Expert Power Referent Power
Reward power.
The potential of a supervisor to dispense valued rewards
Coercive power.
The potential of a supervisor to dispense punishments
Legitimate power.
The “right” of a supervisor to influence a subordinate and the obligation of the subordinate to accept that influence
Referent power.
The identification of the subordinate with the supervisor; the desire of the subordinate to be like and act like the supervisor; the power of example
Expert power.
The knowledge or expertise that a supervisor has in a special area
Outcomes of Power
Commitment, Compliance, Resistance
Douglas McGregor’s XY Theory
proposed that the beliefs that managers hold about their subordinates influence their behavior toward those subordinates.
Theory X
Theory developed by McGregor to describe managers who believe subordinates must be controlled to meet organizational ends
Theory Y
Theory developed by McGregor to describe managers who believe subordinates are motivated to meet goals in the absence of organizational controls.
Blake & Mouton’s Leadership Grid
Low-High Person Orientation
Low-High Task Orientation
Leadership Grid
Low Person Orientation
Low Task Orientation
Impoverished (Michigan/ Fiedler)
Leadership Grid
Low Person Orientation
High Task Orientation
Task-Centered (Michigan/ Fiedler)
Initiating structure (Ohio State)
Theory X
Leadership Grid
High Person Orientation
Low Task Orientation
Country Club (Michigan/ Fiedler)
Consideration (Ohio State)
Theory Y
Leadership Grid
High Person Orientation
High Task Orientation
Team (Michigan/ Fiedler)
Leadership Grid
Medium Person Orientation
Medium Task Orientation
Middle of the road (Michigan/ Fiedler)
Key Examples of Leadership Behaviours
Making decisions
Influencing people
Giving-seeking information
Building relationships
Contingency theory: Leader as unable to change behavior readily, person has a behavioral predisposition.
Fiedler’s contingency theory
Fiedler’s contingency theory, Dimensions of situations:
Leader-member relations
Task structure
Position power
Contingency Theory: Leader as able to choose from a behavioral repertoire
House’s Path-Goal Theory
Components of Path-goal theory:
Leader behaviours - Subordinate characteristics - Task characteristics - Motivation
Provides guidance and psychological structure
Group members: dogmatic, authoritarian
Tasks: ambiguous, unclear rules, complex
Directive leadership
Provides nurturance
Group members: unsatisfied, need affiliation
Tasks: repetitive, unchallenging, mundane
Supportive leadership
Provides involvement
Group members: autonomous, need control + clarity
Tasks: Ambiguous, unclear, unstructuredd
Participative leadership
Provides challenges
Group members: High expectations, need to excel
Tasks: Ambiguous, challenging, complex
Achievement orientated leadership
Facets of Transformational Leadership
Idealized influence – attributed Idealized influence – behaviour Inspirational motivation Intellectual stimulation Individualized consideration
refers to the socialized charisma of the leader, whether the leader is perceived as being confident and powerful, and whether the leader is being viewed as focusing on higher-order ideals and ethics;
Idealized influence – attributed
refers to the charismatic actions of the leader that are centred on values, beliefs, and a sense of mission;
Idealized influence – behaviour
refers to the ways leaders energize their followers by viewing the future with optimism, stressing ambitious goals, projecting an idealized vision, and communicating to followers that the vision is possible;
Inspirational motivation
refers to leader actions that appeal to followers’ sense of logic and analysis, by challenging followers to think creatively and find solution to difficult problems; and
Intellectual stimulation
refers to leader behaviour that contributes to follower satisfaction by advising, supporting, and paying attention to the individual needs of followers, and thus allowing them to develop and self- actualize
Individualized consideration
Facets of Transactional Leadership
Contingent reward
Management-by-exception (active)
Management-by-exception (passive)
refers to leader behaviours that focus on clarifying role and task requirements and providing followers with material or psychological; rewards contingent on the fulfilment of contractual obligations;
Contingent reward
refers to the active vigilance of the leader whose goal is to ensure that standards are met; and
Management-by-exception (active)
with this approach the leaders only intervene after mistakes or noncompliance has already taken place.
Management-by-exception
_ power outcomes:
Commitment: Possible
Compliance: Likely
Resistance: Possible
Reward
_ power outcomes:
Commitment: Very unlikely
Compliance: Possible
Resistance: Likely
Coercive
_ power outcomes:
Commitment: Possible
Compliance: Likely
Resistance: Possible
Legitimate
_ power outcomes:
Commitment: Likely
Compliance: Possible
Resistance: Possible
Expert
_ power outcomes:
Commitment: Likely
Compliance: Possible
Resistance: Possible
Referent
Influencing tactics – Core Tactics
Rational persuasion
Consultation
Inspirational appeals
Collaboration
The agent uses logical arguments and factual evidence to show that a request or proposal is feasible and relevant for important task objectives.
Rational persuasion
The agent asks the target person to suggest improvements or help plan a proposed activity or change for which the target person’s support is desired.
Consultation
The agent appeals to the target’s values and ideals or seeks to arouse the target person’s emotions to gain commitment for a request or proposal.
Inspirational appeals
The agent offers to provide assistance or necessary resources if the target will carry out a request or approve a proposed change.
Collaboration