Chapter 11

Question 1

“capacity to direct, energize people to achieve goals (349).”

Answer 1

Leadership

Question 2

In Traits and Skills theories “height, intellectual (intelligence, foresight), personality (enthusiasm, persistence) (350).”

Answer 2

Physical characteristics

Question 3

“Relationship between traits and effective leadership is an important element in leadership research (350).”

Answer 3

Traits and Skill Theories

Question 4

In Traits theory Robert L Katz (1955) proposed 3 categories of essential leadership skills

Answer 4

“technical skills (knowledge, competencies);
human skills [sensitivity, motivation];
conceptual skills [problem solving, abstract thinking] (350).”

Question 5

developed skills-based model of leadership (problem-solving, social judgment skills, knowledge) (350).

Answer 5

Mumford, Zaccaro, Harding, Jacobs, and Fleishman (2000)

Question 6

developed questionnaires that asked people to report on the behaviors of their superiors.

“Systematic observations of human behavior (questionnaires, [computer analysis]) (350-351).”

Answer 6

The Ohio State Leadership Studies

Question 7

“consideration, initiating structure (351).”

Answer 7

Dimensions in the Ohio studies

Question 8

In Ohio studies, “leader’s concern, relationship with subordinates (337).”

Answer 8

Consideration

Question 9

In Ohio studies, setting standards, assigning roles, pressing for productivity and performance (351).”

Answer 9

Initiating structures

Question 10

theorists who came up with managerial grid model: improving management practices (351).”

Answer 10

Robert R. Blake and Jane Mouton (1984)

Question 11

Blake and Mouton Managerial Grid characterized organizations by two dimensions

Answer 11

○ Concern for people

○ Concern for production

Question 12

in managerial grid, organizations low on concern for people and high on concern for production

Answer 12

authority-obedience management

Question 13

in managerial grid, organizations high on concern for people and low on concern for production

Answer 13

country club management

Question 14

in the managerial grid, “low concern, people [and] production (352).”

Answer 14

impoverished management

Question 15

In the managerial grid “high concern [people, production] (open communication, participative problem solving, goal setting, confrontation of differences, teamwork) (352).”

Answer 15

Team management

Question 16

relationship between leadership style, organizational setting; how [it] affects leader’s effectiveness (352).”

“Rather than train leaders to fit setting, organizations must alter setting to fit leader (353).”

Answer 16

Fred E. Fielder (1967) – “contingency theory

Question 17

In contingency theory, “20 numerical scales of personal characteristics (pleasant, unpleasant; tense, relaxed; boring, interesting; nasty, nice (352).”

Answer 17

Least preferred coworker (LPC) scale

Question 18

“effective leaders increase motivation, satisfaction among subordinates (important goals) (353).”

The approach is based on the expectancy theory of motivation and emphasizes the three motivational variables that leaders may influence through their behaviors or decision-making styles.
○ Valences
○ Instrumentalities
○ Expectancies

Answer 18

Path-goal theory

Question 19

Robert J. House & Terence R. Mitchell (1974) propose what four behavioral styles enable leaders to manipulate the three motivational variables.

Answer 19

○ Directive - specific directions and expectations
○ Supportive - encouraging, sympathetic relations
○ Participative - encourages subordinates to express opinions
○ Achievement-oriented - sets high goals and expectations for performance

Question 20

The decision tree model proposes that the most effective leadership style depends on the characteristics of the situation and the followers.
○ how important the quality of the decision will be,
○ whether the leader has the necessary information to make a high-quality decision,
○ whether the problem is well structured,
○ whether acceptance of the decision by subordinates is important,
○ and whether conflict among them is likely.
The decision tree emphasizes the fact that leaders achieve success through effective decision-making.

Answer 20

The Vroom and Yetton Model

Victor Vroom and Phillip Yetton (1973).
Victor Vroom and Arthur Yago (1974).

Question 21

Proposes that the effectiveness of a leader’s decision-making style depends largely on followers’ level of maturity, job experience, and emotional maturity.

Paul Hersey and Ken Blanchard (1982)

Mature groups – “higher capacity for accepting responsibility (educated, experienced, capable; well-developed relationships with one another, leader (355).”

Lower-level groups – “leaders engage in telling, emphasizing task directions, task capabilities (355).”

Answer 21

Life-Cycle Theory

Question 22

Social psychologists – “how people make attributions about or attribute characteristics to one another (356).”

the main idea is that people actively search for explanations of the behavior that they observe and form hypotheses as to the causes of that behavior.

“Leaders always face challenge of managing impressions [validity] (356).”

“Attribution processes pertain to problems in public management (political appointees, civil servants) (356).”

Answer 22

Attribution Models

Question 23

“dyadic relationships between leader, subordinates, development of low-exchange, high-exchange relationships (357).”

Fred Dansereau, George Graen and William J. Haga (1975)

Research (high-exchange relationships) – “[positive] = performance ratings of leaders, satisfaction with supervision, overall subordinate satisfaction, role clarity; [negative] = role conflict, turnover intention (357).”

Answer 23

Leader-member exchange (LMX) theory of leadership

Question 24

“little mutual influence between leader, subordinate (formal role requirements, standard benefits (salary)) (357).”

Answer 24

“Low-exchange relationships

Question 25

“trusted subordinates (mutually influential relations) (assignments, decisions) (obligations = work, loyalty, responsibility) (357).”

Answer 25

High-exchange relationships

Question 26

Albert Bandura (1978, 1997) – “operant conditioning models expand forms of learning, behavioral change not tied to reinforcement (358).”

“People learn by watching others (mental symbols, rehearsal, memorization to develop behaviors (358).”

“Social learning theory models of leadership have added analysis of internal mental states and social learning to assessments of leadership (358).”

Answer 26

Operant Conditioning/Social Learning Theory

Question 27

Fred E. Fielder and Joseph E. Garcia – “cognitive resource utilization theory – specifying when directive (low-LPC) behaviors affect group performance (leader’s intelligence, competence, stress level) (358).”

“Considerate (high-LPC) leader behavior has little effect on group performance (358).”

“If the group supports the leader and the task requires cognitive abilities, cognitive abilities of group determine performance (358).”

“If the group does not support the leader, then external factors (task difficulty) determine performance (358).”

Answer 27

Cognitive Resource Utilization Theory

Question 28

Joyce K. Fletcher and Katrin Kaufer (2003): is a social process that is dynamic, multidimensional [involving] shared practices (359).”

Type of leadership identified as a result of the study of the top-down influence of a single leader

Complementary of top-down leadership

Answer 28

Shared Leadership

Question 29

Leadership style introduced by Robert Greenleaf (1977)

“primary role of leaders, understand and serve needs of followers, achieve their objectives, promote their well-being (360).”

Answer 29

Servant Leadership

Question 30

Dirk Van Dierendonck (2010) six characteristics of servant leadership

Answer 30

confidence; humility; integrity; [empathy]; direction; stewardship (360).”

Question 31

is a complex, multidimensional concept and definitions of it abound.

Definition of this type of leadership provided by Bruce J. Avolio, Fred Luthans and Fred O. Walumbwa (2004) – “strong moral character; possessing cognitive confidence, optimism, hope and resilience; attentive to their environment; deep awareness of values and capabilities of others (361).”

Authentic leaders – “motivate followers, increase their commitment; [create] appealing vision [model] appropriate behaviors; [appeal] to sense of morality, honesty, integrity (361).”

Answer 31

Authentic Leadership

Question 32

Bernard M. Bass (1985, 1988); Bernard M. Bass and Bruce J. Avolio (2002) – “systematic analysis of transformational leadership (uplifting) (364).”

Answer 32

Transformational Leadership

Question 33

“emotional (charisma); intellectual (benevolent, developmental, mentoring) (364).”

“do not control subordinates, influence climate in which they work (365).”

Emphasis – “intangible, idealized influences (vision, empowerment, charisma, inspiration, individual consideration, intellectual stimulation (365).”

Answer 33

Transformational leadership

Question 34

“idealized influence; intellectual stimulation; individualized consideration; inspirational motivation (364-365).”

Answer 34

Transformational behaviors

Question 35

“contingent reward; passive management; active management (365).”

Answer 35

Transactional behaviors

Question 36

leaders sometimes influence followers not just through traditional or formal authority, but also through exceptional personal qualities that invoke strong confidence, loyalty, and commitment from followers.

Answer 36

Charismatic Leadership

Question 37

treats charisma as primarily a matter of the characteristics that followers attribute to their leader.

Identify with the leader, internalize values, beliefs of leader (366).”

When do they imitate the leader – “vision different from status quo; unconventional pursuit of vision; self-sacrifice and risk in pursuit of vision; confidence in leader’s ideas, proposals; uses visioning rather than formal authority; uses capacity to [implement] novel strategies (366).”

Answer 37

attributional theory of charismatic leadership

Question 38

Emphasis – “observable characteristics of leader, followers (366).”

Assumptions- “tendency of individuals to maintain conception of themselves (social identities, self-esteem, effects leader has on processes) (366).”

“Leaders have charismatic effects on followers when followers: leader’s beliefs [presumed] correct; obey leader, feel affection; accept high performance goals; emotionally involved in mission of group; regard leader as having extraordinary abilities (366).”

Answer 38

self-concept theory of charismatic leadership

Question 39

“symbols, values, culture of organization (transformational leaders) (368).”

Answer 39

Social architecture

Question 40

the pattern of shared meaning in an organization (369).” Harrison M. Trice and Janice M. Beyer (1993)

Answer 40

Organizational Culture

Question 41

“environment; values; artifacts and creations (369).”Edgar Schein (1992)

Answer 41

organizational culture

Question 42

strong ([adherence] to values; weak ([lack of] consensus, commitment) (371).”

Answer 42

Cultural variation