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Behavior in Organizations > Chapter 11 - Leadership in Organizational Settings > Flashcards

Chapter 11 - Leadership in Organizational Settings Flashcards

1
Q

List the 8 main attributes of effective leaders

A
  1. Personality
  2. Self-concept
  3. Drive
  4. Integrity
  5. Knowledge of the business
  6. Cognitive and practical intelligence
  7. Emotional intelligence
  8. Leadership motivation
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2
Q

Describe an effective leader’s personality

A

Effective leaders have higher levels of extraversion and conscientiousness

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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

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4
Q

What type self-view do effective leaders use?

A

Both transformational and managerial leadership

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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

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6
Q

List 3 characteristics of a positive self-evaluation

A
  1. High self-esteem
  2. High self-efficacy
  3. High locus of control
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7
Q

Describe an effective leader’s drive

A

Effective leaders have an inner motivation to pursue goals

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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

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9
Q

True or False:

An effective leader’s drive puts them on a quest to learn

A

True

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10
Q

Describe an effective leader’s integrity

A

Effective leaders have strong moral principles, truthfullness and consistency of words and actions

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11
Q

What is integrity based on?

A

The leader’s values

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12
Q

Describe an effective leader’s leadership motivation

A

Effective leaders have a high need for socialized power to accomplish goals

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13
Q

True or False:

Effective leaders have a need for personalized power

A

False

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14
Q

What is the opposite of socialized power?

A

Personalized power

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15
Q

What is the desire to have the power to lead others in accomplishing organizational objectives and similar good deeds?

A

Socialized power

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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

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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

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18
Q

What is a person’s ability to process information?

A

Cognitive intelligence

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19
Q

What is a person’s ability to solve real-world problems by adapting to, shaping, or selecting appropriate environments?

A

Practical intelligence

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20
Q

What do effective leaders use cognitive intelligence for?

A

They use it to analyze problems/opportunities

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21
Q

What do effective leaders use practical intelligence for?

A

They use it to create solutions

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22
Q

Describe an effective leader’s emotional intelligence

A

Effect leaders perceive and understanding emotions

and regulate their emotions and relationships

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23
Q

What occurs when a person influences, enables, and motivates others to contribute towards the effectiveness and success of their organization?

A

Leadership

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24
Q

List the 4 main limitations of the attributes perspective

A
  1. It assumes that all effective leaders have the same personal characteristics that are equally important
  2. The relationship between attributes and performance is muddied by leadership prototypes and the romance of leadership (perceptual distortions)
  3. It assumes that leadership is within the person more than existing between people
  4. Attributes are “raw materials” that make certain behaviors possible
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25
Q

True or False:

Leadership is simple enough to have a universal list of traits that apply to every condition

A

False

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26
Q

True or False:

Effective leaders cannot be identified without considering the quality of their relationships

A

True

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27
Q

What do people tend to define effective or ineffective leaders based on?

A

Their personal characteristics

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28
Q

When are people considered effective leaders?

A

When they have favorable relations with followers

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29
Q

What do attributes indicate?

A

Leadership potential

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30
Q

Fill in the Blanks:

Attributes indicate leadership ________ instead of leadership ________

A
  1. Leadership potential

2. Leadership performance

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31
Q

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?

A

Authentic leadership

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32
Q

What is the dominant model that applies the contingency approach to managerial leadership?

A

The path-goal leadership theory

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33
Q

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?

A

The path-goal leadership theory

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34
Q

What is an important influence in the expectancy theory of motivation?

A

The path-goal leadership theory

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35
Q

List the 4 path-goal leadership styles

A
  1. Leader behaviors
  2. Leader effectiveness
  3. Employee contingencies
  4. Environmental contingencies
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36
Q

List 4 leader behaviors that lead to leader effectiveness

A
  1. Directive
  2. Supportive
  3. Participative
  4. Achievement-oriented
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37
Q

List 2 employee contingencies that lead to leader effectiveness

A
  1. Skills/experience

2. Locus of control

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38
Q

List 2 environmental contingencies that lead to leader effectiveness

A
  1. Task structure

2. Team dynamics

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39
Q

List 3 indicators of leader effectiveness

A
  1. Employee motivation
  2. Employee satisfaction
  3. Leader acceptance
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40
Q

What is directive leadership the same as?

A

Task-oriented leadership

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41
Q

Which leadership behavior consists of clarifying job duties and performance standards and behaviors?

A

Directive leadership

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42
Q

List 3 behaviors that directive leadership clarifies

A
  1. Performance goals
  2. The means to reach the goals
  3. The standards used to judge the performance
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43
Q

What does directive leadership include?

A

The wise usage of rewards and disciplinary actions

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44
Q

What is supportive leadership the same as?

A

People-oriented leadership

45
Q

Which leadership behavior provides psychological support for subordinates?

A

Supportive leadership

46
Q

List 4 characteristics of a supportive leader

A
  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
Q

Which leadership behavior encourages and facilitates subordinate involvement in decisions beyond their normal work activities?

A

Participative leadership

48
Q

List 3 characteristics of a participative leader

A
  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
Q

What does participative leadership relate to?

A

Involving employees in decisions

50
Q

Which leadership behavior encourages challenging goals, continuous improvement, and much self-management by employees?

A

Achievement-oriented leadership

51
Q

True or False:

Effective leaders will often use two or more leadership styles at the same time

A

True

52
Q

List the 2 sets of situational variables that moderate the relationship between a leader’s style and effectiveness in the path-goal leadership model

A
  1. Employee contingencies

2. Environmental contingencies

53
Q

What are contingencies?

A

Characteristics

54
Q

What do employees believe when they have an internal locus of control?

A

They have control over their work environment

55
Q

What do employees believe when have an external locus of control?

A

Their performance is due to luck and fate

56
Q

What do cohesive teams use as a substitute for supportive leadership?

A

High team cohesion

57
Q

What do cohesive teams use as a substitute for directive and achievement-oriented leadership?

A

Performance-oriented team norms

58
Q

List 4 instances when the directive leadership style is appropriate

A
  1. Inexperienced and unskilled employees
  2. External locus of control
  3. Nonroutine task structure
  4. Team norms oppose the team objectives
59
Q

List 4 instances when the supportive leadership style is appropriate

A
  1. Inexperienced and unskilled employees
  2. External locus of control
  3. Routine task structure
  4. Low team cohesion
60
Q

List 2 instances when the achievement-oriented leadership style is appropriate

A
  1. Skilled and experienced employees

2. Internal locus of control

61
Q

List 4 instances when the participative leadership style is appropriate

A
  1. Skilled and experienced employees
  2. Internal locus of control
  3. Nonroutine task structure
  4. Team norms support the team objecting
62
Q

List 2 instances when the directive leadership style is ineffective

A
  1. Internal locus of control

2. Routine task structure

63
Q

When is the participative leadership style ineffective?

A

When employees have a routine task structure

64
Q

Fill in the Blanks:

Transformation leadership is _______ while managerial leadership is _______

A
  1. Leading

2. Managing

65
Q

What is a leadership perspective stating that effective leaders help employees improve their performance and well-being toward current objectives and practices?

A

Managerial leadership

66
Q

What is managerial leadership also known as?

A

Transactional leadership

67
Q

List the 3 main features of managerial leadership

A
  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
Q

List the 3 main features of transformation leadership

A
  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
Q

What can help provide managerial and transformational behaviors?

A

Shared leadership

70
Q

What are managerial and transformation leadership best described as?

A

Interdependent perspectives

71
Q

List 3 ways that the managerial and transformation perspectives depend on one another

A
  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
Q

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?

A

Transformation leadership

73
Q

List the 4 elements of transformational leadership

A
  1. Develop and communicate a strategic vision
  2. Model the vision
  3. Encourage experimentation
  4. Build commitment to the vision
74
Q

What is the heart of transformation leadership?

A

A Strategic vision

75
Q

What is a positive image or model of the future that energizes and unifies employees?

A

A vision

76
Q

List 5 features of an effective vision

A
  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
Q

List the 3 stages of the process that makes visions more clear

A
  1. Abstraction
  2. Clarification process
  3. Specific goals/actions
78
Q

What helps bring about understanding, energy, and collective action?

A

Communication

79
Q

List 4 ways that leaders communication the vision

A
  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
Q

Fill in the Blank:

A successful vision is a _____ vision

A

Shared vision

81
Q

What can make values and expectations more tangible?

A

Overt behaviors and explanations for decisions

82
Q

What motivates people to pursue the vision?

A

Desired emotions

83
Q

What does modeling the vision include?

A

Enacting the vision by being consistent and persistent

84
Q

Fill in the Blanks:

Modeling should be _______ and _______

A
  1. Systematic

2. Interactive

85
Q

List 3 examples of symbolic actions

A
  1. Meeting agendas
  2. Dress codes
  3. Executive schedules
86
Q

List 2 reason why modeling the vision is important

A
  1. It legitimizes and demonstrates what the vision will look like
  2. It builds employee trust in the leader
87
Q

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

A

True

88
Q

What do transformation leaders support?

A

A learning orientation

89
Q

List 4 things that transformation leaders encourage employees to do

A
  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
Q

What does the transformation of a vision into reality require?

A

Employee commitment

91
Q

List 7 ways that transformation leaders build commitment

A
  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
Q

What does a transformation leader acting consistently with the values build?

A

Trust

93
Q

Fill in the Blank:

Attention to the purpose _______ people to work to achieve the vision

A

Energizes

94
Q

List 6 reasons why employees resist change

A
  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
Q

When do employees have a negative valence of change?

A

When they believe the new work environment will have more negative outcomes than positive

96
Q

When do employees have a fear of the unknown?

A

When they are unsure whether the change will have good or bad outcomes

97
Q

What is uncertainty associated with?

A

A lack of personal control

98
Q

When does the not-invented-here syndrome occur?

A

When employee oppose or secretly undermine organization change initiatives that originate elsewhere

99
Q

When is the not-invented-here syndrome most apparent among employees?

A

When they are responsible for the knowledge or initiative rather than the external source

100
Q

What are 2 reasons why employees resist change when their routines are broken?

A
  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
Q

What do incongruent team dynamics discourage?

A

Employees from accepting organization change

102
Q

What do organization systems and structures do when they are properly aligned?

A

They reinforce desired behaviors

103
Q

What do organization systems and structures do when they are misaligned?

A

They pull people back into their old attitudes and behaviors

104
Q

What do you have to be careful of when using the directive leadership style?

A

Being over-controlling and creating dependence

105
Q

What do you have to be careful of when using the supportive leadership style?

A

Reinforcing dysfunctional behaviors

106
Q

What do you have to be careful of when using the participative leadership style?

A

Inappropriate employee involvement

107
Q

What do you have to be careful of when using the achievement-oriented leadership style?

A

Becoming too hands-off

108
Q

What is transformational leadership aimed at?

A

Sustaining organizational change

Behavior in Organizations (10 decks)

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