Chapter 11 - Leadership in Organizational Settings Flashcards
1
Q
List the 8 main attributes of effective leaders
A
- Personality
- Self-concept
- Drive
- Integrity
- Knowledge of the business
- Cognitive and practical intelligence
- Emotional intelligence
- Leadership motivation
2
Q
Describe an effective leader’s personality
A
Effective leaders have higher levels of extraversion and conscientiousness
3
Q
Describe an effective leader’s self-concept
A
Effective leaders have high self-efficacy regarding their ability to lead others and meet objectives
4
Q
What type self-view do effective leaders use?
A
Both transformational and managerial leadership
5
Q
What are the 3 characteristics of a successful leader’s self-concept?
A
Successful leaders have a complex, internally consistent, and clear self-concept
6
Q
List 3 characteristics of a positive self-evaluation
A
- High self-esteem
- High self-efficacy
- High locus of control
7
Q
Describe an effective leader’s drive
A
Effective leaders have an inner motivation to pursue goals
8
Q
What 3 things does an effective leader’s drive relate to?
A
An effective leader’s drive relates to high conscientiousness, high extraversion, and high self-evaluation
9
Q
True or False:
An effective leader’s drive puts them on a quest to learn
A
True
10
Q
Describe an effective leader’s integrity
A
Effective leaders have strong moral principles, truthfullness and consistency of words and actions
11
Q
What is integrity based on?
A
The leader’s values
12
Q
Describe an effective leader’s leadership motivation
A
Effective leaders have a high need for socialized power to accomplish goals
13
Q
True or False:
Effective leaders have a need for personalized power
A
False
14
Q
What is the opposite of socialized power?
A
Personalized power
15
Q
What is the desire to have the power to lead others in accomplishing organizational objectives and similar good deeds?
A
Socialized power
16
Q
Describe an effective leader’s knowledge of the business
A
Effective leaders have knowledge about the business environment, which enables them to make more intuitive decisions
17
Q
Describe an effective leader’s cognitive and practical intelligence
A
Effective leaders can analyze problems/opportunities and create solutions to real-world situations
18
Q
What is a person’s ability to process information?
A
Cognitive intelligence
19
Q
What is a person’s ability to solve real-world problems by adapting to, shaping, or selecting appropriate environments?
A
Practical intelligence
20
Q
What do effective leaders use cognitive intelligence for?
A
They use it to analyze problems/opportunities
21
Q
What do effective leaders use practical intelligence for?
A
They use it to create solutions
22
Q
Describe an effective leader’s emotional intelligence
A
Effect leaders perceive and understanding emotions
and regulate their emotions and relationships
23
Q
What occurs when a person influences, enables, and motivates others to contribute towards the effectiveness and success of their organization?
A
Leadership
24
Q
List the 4 main limitations of the attributes perspective
A
- It assumes that all effective leaders have the same personal characteristics that are equally important
- The relationship between attributes and performance is muddied by leadership prototypes and the romance of leadership (perceptual distortions)
- It assumes that leadership is within the person more than existing between people
- Attributes are “raw materials” that make certain behaviors possible
25
True or False:
Leadership is simple enough to have a universal list of traits that apply to every condition
False
26
True or False:
Effective leaders cannot be identified without considering the quality of their relationships
True
27
What do people tend to define effective or ineffective leaders based on?
Their personal characteristics
28
When are people considered effective leaders?
When they have favorable relations with followers
29
What do attributes indicate?
Leadership potential
30
# Fill in the Blanks:
Attributes indicate leadership ________ instead of leadership ________
1. Leadership potential
| 2. Leadership performance
31
What is the view that effective leaders need to be aware of, feel comfortable with, and act consistently with their values, personality, and self-concept?
Authentic leadership
32
What is the dominant model that applies the contingency approach to managerial leadership?
The path-goal leadership theory
33
What is a leadership theory stating that effective leaders choose the most appropriate leadership style(s), depending on the employee and the situation, to influence employee expectations about desired results and other positive outcomes?
The path-goal leadership theory
34
What is an important influence in the expectancy theory of motivation?
The path-goal leadership theory
35
List the 4 path-goal leadership styles
1. Leader behaviors
2. Leader effectiveness
3. Employee contingencies
4. Environmental contingencies
36
List 4 leader behaviors that lead to leader effectiveness
1. Directive
2. Supportive
3. Participative
3. Achievement-oriented
37
List 2 employee contingencies that lead to leader effectiveness
1. Skills/experience
| 2. Locus of control
38
List 2 environmental contingencies that lead to leader effectiveness
1. Task structure
| 2. Team dynamics
39
List 3 indicators of leader effectiveness
1. Employee motivation
2. Employee satisfaction
3. Leader acceptance
40
What is directive leadership the same as?
Task-oriented leadership
41
Which leadership behavior consists of clarifying job duties and performance standards and behaviors?
Directive leadership
42
List 3 behaviors that directive leadership clarifies
1. Performance goals
2. The means to reach the goals
3. The standards used to judge the performance
43
What does directive leadership include?
The wise usage of rewards and disciplinary actions
44
What is supportive leadership the same as?
People-oriented leadership
45
Which leadership behavior provides psychological support for subordinates?
Supportive leadership
46
List 4 characteristics of a supportive leader
1. They are friendly and approachable
2. They make work more pleasant
3. They treat employees with equal respect
4. They show concern for the status, needs, and well-being of employees
47
Which leadership behavior encourages and facilitates subordinate involvement in decisions beyond their normal work activities?
Participative leadership
48
List 3 characteristics of a participative leader
1. They consult with employees
2. They ask for employee suggestions
3. They take employee's ideas into serious consideration before they make a decision
49
What does participative leadership relate to?
Involving employees in decisions
50
Which leadership behavior encourages challenging goals, continuous improvement, and much self-management by employees?
Achievement-oriented leadership
51
True or False:
Effective leaders will often use two or more leadership styles at the same time
True
52
List the 2 sets of situational variables that moderate the relationship between a leader's style and effectiveness in the path-goal leadership model
1. Employee contingencies
| 2. Environmental contingencies
53
What are contingencies?
Characteristics
54
What do employees believe when they have an internal locus of control?
They have control over their work environment
55
What do employees believe when have an external locus of control?
Their performance is due to luck and fate
56
What do cohesive teams use as a substitute for supportive leadership?
High team cohesion
57
What do cohesive teams use as a substitute for directive and achievement-oriented leadership?
Performance-oriented team norms
58
List 4 instances when the directive leadership style is appropriate
1. Inexperienced and unskilled employees
2. External locus of control
3. Nonroutine task structure
4. Team norms oppose the team objectives
59
List 4 instances when the supportive leadership style is appropriate
1. Inexperienced and unskilled employees
2. External locus of control
3. Routine task structure
4. Low team cohesion
60
List 2 instances when the achievement-oriented leadership style is appropriate
1. Skilled and experienced employees
| 2. Internal locus of control
61
List 4 instances when the participative leadership style is appropriate
1. Skilled and experienced employees
2. Internal locus of control
3. Nonroutine task structure
4. Team norms support the team objecting
62
List 2 instances when the directive leadership style is ineffective
1. Internal locus of control
| 2. Routine task structure
63
When is the participative leadership style ineffective?
When employees have a routine task structure
64
# Fill in the Blanks:
Transformation leadership is _______ while managerial leadership is _______
1. Leading
| 2. Managing
65
What is a leadership perspective stating that effective leaders help employees improve their performance and well-being toward current objectives and practices?
Managerial leadership
66
What is managerial leadership also known as?
Transactional leadership
67
List the 3 main features of managerial leadership
1. The leader engages in daily activities that support and guide the performance and well-being of employees
2. The emphasis is on continuous improvement
3. It is more micro-focused and concrete
68
List the 3 main features of transformation leadership
1. The leader is a change agent
2. The emphasis is on redirecting the organization for better alignment with the environment
3. It is more macro-focused and abstract
69
What can help provide managerial and transformational behaviors?
Shared leadership
70
What are managerial and transformation leadership best described as?
Interdependent perspectives
71
List 3 ways that the managerial and transformation perspectives depend on one another
1. They are both needed at various times
2. A leader’s role may require both
3. Managerial behaviors help translate the abstract vision into more specific operational behaviors and practices
72
What is a leadership perspective that explains how leaders change teams or organizations by creating, communicating, and modeling a vision for the organization or work unit and inspiring employees to strive for that vision?
Transformation leadership
73
List the 4 elements of transformational leadership
1. Develop and communicate a strategic vision
2. Model the vision
3. Encourage experimentation
4. Build commitment to the vision
74
What is the heart of transformation leadership?
A Strategic vision
75
What is a positive image or model of the future that energizes and unifies employees?
A vision
76
List 5 features of an effective vision
1. It relates to a higher purpose
2. It is associated with personal values that help fulfill the needs of stakeholders
3. It is meaningful and appealing to employees
4. It is abstract
5. It is challenging
77
List the 3 stages of the process that makes visions more clear
1. Abstraction
2. Clarification process
3. Specific goals/actions
78
What helps bring about understanding, energy, and collective action?
Communication
79
List 4 ways that leaders communication the vision
1. They frame the messages around a higher purpose
2. They communicate with sincerity and passion
3. They use symbols, metaphors, and stories that create an emotional and logical appeal
4. They provide a roadmap for change
80
# Fill in the Blank:
A successful vision is a _____ vision
Shared vision
81
What can make values and expectations more tangible?
Overt behaviors and explanations for decisions
82
What motivates people to pursue the vision?
Desired emotions
83
What does modeling the vision include?
Enacting the vision by being consistent and persistent
84
# Fill in the Blanks:
Modeling should be _______ and _______
1. Systematic
| 2. Interactive
85
List 3 examples of symbolic actions
1. Meeting agendas
2. Dress codes
3. Executive schedules
86
List 2 reason why modeling the vision is important
1. It legitimizes and demonstrates what the vision will look like
2. It builds employee trust in the leader
87
True or False:
The greater the consistency between the leader's words and actions, the more employees will believe in and be willing to follow the leader
True
88
What do transformation leaders support?
A learning orientation
89
List 4 things that transformation leaders encourage employees to do
1. Discover new practices that are consistent with the vision
2. Question the status quo and assumptions
3. Experiment with new behaviors and processes
4. Learn from reasonable mistakes
90
What does the transformation of a vision into reality require?
Employee commitment
91
List 7 ways that transformation leaders build commitment
1. They actively involve employees in the process of change
2. They demonstrate a can-do attitude by acknowledging obstacles and resistance
3. They promote small wins and celebrate successes
4. They pay attention to the purpose
5. They remove obstacles and reduce stressors
6. They give employees more task control and information
7. They act consistently with their values
92
What does a transformation leader acting consistently with the values build?
Trust
93
# Fill in the Blank:
Attention to the purpose _______ people to work to achieve the vision
Energizes
94
List 6 reasons why employees resist change
1. Negative valence of change
2. Fear of the unknown
3. Not-invented-here syndrome
4. Breaking routines
5. Incongruent team dynamics
6. Incongruent organizational systems
95
When do employees have a negative valence of change?
When they believe the new work environment will have more negative outcomes than positive
96
When do employees have a fear of the unknown?
When they are unsure whether the change will have good or bad outcomes
97
What is uncertainty associated with?
A lack of personal control
98
When does the not-invented-here syndrome occur?
When employee oppose or secretly undermine organization change initiatives that originate elsewhere
99
When is the not-invented-here syndrome most apparent among employees?
When they are responsible for the knowledge or initiative rather than the external source
100
What are 2 reasons why employees resist change when their routines are broken?
1. They don't like being forced out of their comfort zone
| 2. They don't like investing effort into learning new role patterns
101
What do incongruent team dynamics discourage?
Employees from accepting organization change
102
What do organization systems and structures do when they are properly aligned?
They reinforce desired behaviors
103
What do organization systems and structures do when they are misaligned?
They pull people back into their old attitudes and behaviors
104
What do you have to be careful of when using the directive leadership style?
Being over-controlling and creating dependence
105
What do you have to be careful of when using the supportive leadership style?
Reinforcing dysfunctional behaviors
106
What do you have to be careful of when using the participative leadership style?
Inappropriate employee involvement
107
What do you have to be careful of when using the achievement-oriented leadership style?
Becoming too hands-off
108
What is transformational leadership aimed at?
Sustaining organizational change
