Chapter 1: The Nature of Leadership

Question 1

Traits

Answer 1

Interaction between specific traits of one person and other traits of the many, in such a way that the course of action of the many is changed by the one (Bogardus, 1934: 3).

Question 2

Behaviour

Answer 2

Leadership may be defined as the behaviour of an individual while he [sic] is involved in directing group activities (Hemphill and Coons, 1957: 7).

Leadership … acts by persons which influence other persons in a shared direction (Seeman, 1960: 53).

Question 3

Power

Answer 3

Leadership is a particular type of power relationship characterized by a group member’s perception that another group member has the right to prescribe behaviour patterns for the former regarding his [sic] activity as a member of a particular group (Janda, 1960: 358).

Question 4

Process

Answer 4

Leadership is the reciprocal process of mobilizing by persons with certain motives and values, various economic, political, and other resources, in a context of competition and conflict, in order to realize goals independently or mutually held by both leaders and followers (Burns, 1978: 425).

Leadership is a formal or informal contextually rooted and goal-influencing process that occurs between a leader and a follower, groups of followers, or institutions (Antonakis and Day, 2018: 5).

Question 5

A concept of ______ appears in many definitions of leadership

Answer 5

Influence

Question 6

Leadership has no concrete definition

Answer 6

Many have tried to define it

Question 7

Leadership involves both ______ and _____ forms of influence

Answer 7

Direct

Indirect

Question 8

Direct leadership

Answer 8

Describes how leaders attempts to influence others they interact with,

For example when chairing a meeting or presenting a report

Question 9

Indirect leadership

Answer 9

Describes how leaders influence employees at lower levels of the organization who do not interact directly with the leader. (NO CONTACT)

For example, a CEO who supports environmental initiatives can indirectly influence subordinates’ workplace pro-environmental behaviours.

Question 10

The concept of __________ features in most popular definitions of leadership

Answer 10

Reciprocal process

Question 11

Economic power

Answer 11

The ability of an individual to influence or control others to do something they would not otherwise do through the deliberate use of economic assets, such as payment, financial reward or promotion leading to higher pay.

Question 12

Emphasized points of leadership

Answer 12

First, the meaning of leadership is contested (while we all know what it means, it can have different meanings)

Second, the notion of leadership carries unrelated connotations that create ambiguity.

Third, the way leadership is defined and understood is strongly influenced by an individual’s philosophical and theoretical standpoint.

Fourth, and related, notions of ‘shared objectives’ and ‘shared aspiration’ reflect a unitary view of organizations and the role of leaders therein: seeing the organization as a single entity with one goal and claiming that individual employees, managers and organizational interests are one and the same.

Question 13

Organizational leadership definition

Answer 13

A process of influencing within an employment relationship involving ongoing human interaction with others wherein those others consent to achieve a goal.

Question 14

Leadership and Management

Leadership vs management

Answer 14

Hard to discern clearly

Table I.2

Question 15

The role of managers

Answer 15

The role of managers is central to achieving control and direction

Managers’ work deals with uncertainties, resistance and conflicts. (critical studies)

Question 16

Henri Fayol (1949), identified four key roles performed by managers:

Answer 16

1) planning,
2) organizing,
3) directing
4) controlling

Question 17

Classic Fayolian management cycle

Answer 17

Planning, organizing, directing, controlling

Question 18

1) planning,

Answer 18

studying the future and drawing up a plan of action

Question 19

2) organizing,

Answer 19

organizing meant coordinating both the material and the people aspects of the organization

Question 20

3) directing

Answer 20

ensuring that all efforts were focused on a common goal

Question 21

4) controlling

Answer 21

all workplace activities were to be carried out according to specific rules and orders.

Question 22

Manager three sets of behaviours

Answer 22

1) interpersonal,
2) informational
3) decisional

Question 23

1) interpersonal,

Answer 23

There are three different interpersonal roles – figurehead, leader and liaison

Question 24

2) informational

Answer 24

monitor, disseminator and spokesperson – flow from the interpersonal roles

Question 25

3) Decisional

Answer 25

entrepreneur, disturbance handler, resource allocator and negotiator

Question 26

Activities

Answer 26

such as planning, organizing, directing and controlling are impacted by internal and external contingencies

Question 27

processes

Answer 27

the various means by which managers communicate ideas, gain acceptance of them and motivate others to implement the ideas through change

Question 28

END OF ROLE OF MANAGERS

Answer 28

END OF ROLE OF MANAGERS

Question 29

The role of leaders

Answer 29

The role of leaders (Table I.2)

Question 30

Aspects of leaders (leaders vs management)

Answer 30

1) Leaders establish direction, align people with that vision, model the direction and motivate and inspire them to make it happen despite obstacles
2) leaders operate at a emotional level, seeking to appeal to followers’ emotions, whereas managers operate logically and value rationality
3) alleged that leaders encourage empowerment
4) leadership is a value-laden activity, whereas management is not
5) leaders have a different attitude towards organizational change

Question 31

A leader may or may not be a _______

A manager may or may not be a _______

Answer 31

manager

Leader

Question 32

leadership research into five major categories

table I.3

Answer 32

trait, behaviour, contingency, charisma/transformative and shared/distributed leadership

Question 33

The earliest studies of leadership date back to the _________ theories from 19th-century Victorian Britain

Answer 33

“Great Man”

Question 34

The leadership behaviour perspective

Answer 34

focuses on what leaders do (i.e. leadership), and in particular on how they behave towards followers.

Question 35

Studies of ‘followership’ fall into three main categories:

Answer 35

1) leader–follower relations
2) follower attributes
3) follower outcomes such as change

Question 36

Different leadership theories reflect two management logics

Answer 36

1) the logic of direct, process-based control, in which the focus is on efficiency and cost containment
2) the logic of indirect behavioural outcomes, in which the focus is on leaders engaging followers’ intellectual capital, commitment and cooperation.

Question 37

The charismatic, ideological and pragmatic (CIP) model of leadership

Answer 37

based on the varied cognitive processes of leaders, but it also recognizes the significance of followers and context

Question 38

Functionalism

Answer 38

assumes that organizations are unitary wholes, characterized by compliance, consensus and order

Question 39

Critical studies

Answer 39

address the intersection of class, gender and race in work, organizational design and power structures that is the reality of organizational life.

Question 40

The employment relationship

Answer 40

the exchange between employers and employees for work or services performed in return for remuneration as conditioned by markets or regulations

Question 41

Lecture and beyond

Answer 41

Lecture and beyond

Question 42

Authority

Answer 42

Given formal / positional role in hierarchy, ordering within structure. Compare: Charismatic, epistemic

Question 43

Leadership

Answer 43

Given or emergent action-evidenced role, within or beside hierarchy, influencing or ordering, within and beyond formal structure and plans

Question 44

Management

Answer 44

Given formal / positional role, implementing within a structure

Question 45

Leadership is “_______” human activity - in the social space between formal authority and process and procedure.

Answer 45

“interstitial”

Question 46

Structural determinism

Answer 46

Choices and actions are functions of social subsystem, so “leaders’ and “leadership” reflect position in a structure, not special personal qualities, choices, and actions

Question 47

Empowering leadership

Answer 47

a process of sharing power, and allocating autonomy and responsibilities to employees, work teams, or collectives through a specific set of leader behaviours for employees to enhance internal motivation and organizational performance