Chapter 11&12: Leadership

Question 1

Describe the Nature of Leadership as a process:

Answer 1

Leadership is the use of non-coercive influence to direct and coordinate the activities of group members to meet a goal.

Question 2

Describe the Nature of Leadership as a property:

Answer 2

Leadership is the set of characteristics attributed to someone who is perceived to use influence successfully.

Question 3

Define Influence:

Answer 3

The ability to affect the perceptions, beliefs, attitudes, motivation and behaviours of others.

Question 4

Name the three Early Approaches to Leadership:

Answer 4

a) Trait approaches to leadership: characteristics of a leader.
b) Behavioural approaches to leadership: behaviours of a leader.
c) Situational approaches to leadership: situation influences the leader.

Question 5

What does the Trait approach to leadership attempt to identify?

Answer 5

Stable and enduring character traits that differentiated effective leaders from non-leaders.

Question 6

List nine Traits of a leader:

Answer 6

Emotional intelligence
Drive
Motivation
Honesty
Integrity
Self-confidence
Cognitive ability
Knowledgeable
Charismatic

Question 7

Define the Behavioural Approach to Leadership:

Answer 7

Identified behaviours that differentiated effective leaders from non-leaders.

Question 8

Behavioural Approach:

Describe the purpose of Michigan Studies.

Answer 8

Determine the pattern of leadership behaviours that resulted in effective group performance.

Question 9

Behavioural Approach:

Name+ explain the two basic forms of leader-behaviours in the Michigan Studies.

Answer 9

1. Job-centered: behaviour that envolves paying close attention to the work of the subordinates, explaining work procedures and demonstrating a strong interest in perfromance.
2. Employee-centered: behaviour involoves attempting to build effective work groups with high performance goals.

Question 10

Behavioural Approach:

What is the purpose of the Ohio State studies?

Answer 10

To understand the subordinates’ perceptions of their leader’s behaviours.

Question 11

Behavioural approach:

Name+ explain the two basic forms of leader-behaviours in the Ohio Studies.

Answer 11

1. Consideration behaviour: involves being concerned with subordinates’ feelings and respecting subordinates’ ideas.
2. Initiating-structure behaviour: involves clearly defining the leader-subordinate roles so that
   subordinates know what is expected.

Question 12

Behavioural Approach: The leadership/managerial grid

What is the purpose of the Leadership grid?

Answer 12

Provides a means for evaluating leadership styles and then training managers to move towards an ideal
style of behaviour.

Question 13

Behavioural Approach

Describe the Leadership in terms of the x-and y-axis:

Answer 13

y-axis: Concern for people
x-axis: Concern for production

Question 14

Behavioural Approach: The Leadership grid

Give the name of the management found at 1.1 on the grid

Answer 14

Impoverished management
Exertion of minimum effort to get required work done is appropriate to sustain organisation membership.

Question 15

Behavioural Approach: The Leadership grid

Give the name of the management found at 1.9 on the grid

Answer 15

Country club management
Thoughtful attention to need of people for satisfying relationshipsnleads to comfortable, friendly organisation atmosphere+ work tempo.

Question 16

Behavioural Approach: The Leadership grid

Give the name of the management found at 5.5 on the grid

Answer 16

Middle-of-the-road management
Adequate organisation performance is possible through balancing necessity to get work with maintaining morale of people at a satisfactory level.

Question 17

Behavioural Approach: The Leadership grid

Give the name of the management found at 9.1 on the grid

Answer 17

Authority-compliance
Efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimum degree.

Question 18

Behavioural Approach: The Leadership grid

Give the name of the management found at 9.9 on the grid

Answer 18

Team management
Work accomplishment is from committed people; interdependance through a “common mistake” in organisation purpose leads to relationships of trust and respect.

Question 19

Situational Approaches to Leadership:

Describe the Tannenbaum Schmidt’s Leadership Continuum based on the process of Manager Centered Leadership (using authority) to Subordinate Centered Leadership (Giving freedom)

Answer 19

Tells: manager makes decision and announces it.
Sells: manager “sells” decision.
Suggests: manager presents ideas and invites questions from team.
Consults: manager presents tentative decision, subject to change by consulting with team.
Joins: manager presents problem, gets suggestions, makes decision.
Delegates: manager defines limits, asks team for decision.
Abdicates: manager permits subordinates to function within limts defined by superior.

Question 20

Situational Approaches to Leadership:

What was the Least-Preferred Co-worker Theory of Leadership originally known as?

Answer 20

Fred Fiedler’s Contingency Model- a leader’s effectiveness depends on the situation.

Question 21

Situational Approaches to Leadership:

Who developed the Path-Goal Theory of Leadership?

Answer 21

Martin Evans
Robert House

Question 22

Situational Approaches to Leadership:

What does the Path-Goal Theory of Leadership suggests?

Answer 22

Suggests that effective leaders clarify the paths (behaviour) that will lead to desired rewards (goals).

Question 23

Situational Approaches to Leadership:

What is the major difference between the LPC theory and Path-Goal?

Answer 23

It is believed that leaders can quickly adapt to different situations.

Question 24

Situational Approaches to Leadership:

Who developed Vroom’s Decision Tree Approach to Leadership?

Answer 24

Victor Vroom and
Philip Yetton

Question 25

# Situational Approaches to Leadership: What is the purpose of Vroom's Decision Tree Approach to Leadership?

Answer 25

Attempts to prescribe how much participation subordinates should be allowed in making decisions. -depends on characteristics of the situation.

Question 26

# Contemporary Leadership Approaches: What are Contemporary theories?

Answer 26

New and developing ideas/theories.

Question 27

# Contemporary Situational Theories: Define **The Leader-Member exchange model:** (LMX)

Answer 27

Stresses the importance of variable relationships between supervisors and each of their subordinates. In-group vs out-group (connections and favours)

Question 28

# Contemporary Situational Theories: Define the **Hersey and Blanchard** model:

Answer 28

Based on the premise that appropriate leader behaviour depends on the "readiness" of the leader's followers.

Question 29

# Contemporary Situational Theories: What determines an employee's readiness?

Answer 29

1. Degree of motivation 2. Competence 3. Experience 4. Interest in accepting responsibility

Question 30

# Leadership through the eyes of Followers Name the three types of Leadership:

Answer 30

1. Transactional leadership 2. Transformational leadership 3. Charismatic leadership

Question 31

# Leadership through the eyes of followers: 1. Define Transactional Leadership:

Answer 31

Leadership focused on routine, regimented activities. -normal routine activities: assigning work, evaluating performance, making decision (managing)

Question 32

# Leadership through the eyes of followers: 2. Define Transformational leadership:

Answer 32

The set of abilities that allows the leader to recognise the need for change, create a vision to guide that change and execute the change effectively. (change)

Question 33

# Leadership through the eyes of followers: Define Charisma:

Answer 33

A form of interpersonal attraction that inspires support and acceptance.

Question 34

3. Define Charismatic leadership:

Answer 34

A type of influence based on the leader's personal charisma.

Question 35

List and explain the three elements of Charismatic leadership:

Answer 35

1. **Envisioning:** articulating compelling vision; setting high expectations. 2. **Energising:** seeking, finding and using success; expressing personal confidence. 3. **Enabling:** expressing personal support; empathising; expressing confidence in people.

Question 36

What is the danger of charismatic leadership?

Answer 36

-Ability to get people to do what they want them to do (influence).

Question 37

# Alternatives to Leadership: Define 1.Leadership Substitutes and 2.Leadership Neutralisers

Answer 37

1. Individual, task and organisational characteristics that tend to outweigh the leader's ability to affect subordinates' satisfaction and performance. 2. Factors that render ineffective the leader’s attempts to engage in leadership behaviours.

Question 38

# Alternatives to Leadership: Name the four Substitutes and Neutralisers for Leadership:

Answer 38

1. Individual 2. Group 3. Job 4. Organisation

Question 39

# Alternatives to Leadership: Substitutes and Neutralisers 1. List five categories under *Individual:*

Answer 39

Professionalism Motivation Experience Training Indifference to rewards

Question 40

# Alternatives to Leadership: Substitutes and Neutralisers 2. List two categories under *Group*:

Answer 40

Group norms Group cohesiveness

Question 41

# Alternatives to Leadership: Substitutes and Neutralisers 3. List five categories under *Job:*

Answer 41

Structured Automated Highly controlled Intrisically satisfying Embedded feedback

Question 42

# Alternatives to Leadership: Substitutes and Neutralisers 4. List four categories under *Organisation:*

Answer 42

Rigid procedures Rigid rules Explicit goals and objectives Rigid reward systems