Chapter 11 Leadership Models, Processes, and Practices

Question 1

Lowder aspects of effective leaders

Answer 1

-Personal effectiveness dimension
-Interpersonal relationship effectiveness dimension
-Managerial effectiveness dimension
-Operational effectiveness dimension
-Operational effectiveness dimension
-Societal effectiveness dimension

Question 2

Barsch 5 dimensions of “centered leadership”

Answer 2

-From McKinsey Global Survey results
1) Meaning: finding strengths and putting them to work in the service of a purpose that inspires
2) Positive framing: adopting a more constructive way to view your world and convert even difficult situations into opportunities
3) Connecting: building a stronger sense of community
4) Engaging: pursuing opportunities disguised by risk
5) Energizing: practicing ways to sustain your energy on a long leadership journey

Question 3

Great Man Theory

Answer 3

-proposed in 1840s
-great leaders were born not made

Question 4

Trait Theory

Answer 4

Certain traits (e.g. assertiveness, dependability, persistence, adaptability, etc.) were correlated with great leaders
-most trains were considered innate, but some skills would be learned

Question 5

Blake and Moulton Leadership/Managearial Grid

Answer 5

-4 types of leaders based on concern for results and concern for people
-Authoritarian: concerned with results but not people
-Country club: concern with people not results
-Impoverished: no concern for people or results
-Team Leader: concern for both people and results

Question 6

Situational Leadership Model

Answer 6

-Developed by Paul Hersey and Ken Blanchard
-Different tasks and different people require different kinds of leadership
-4 degrees of maturity that correspond to 4 levels of supervision
-Performance Readiness (or Maturity):
=M1: lowest maturity, lack skills to perform job at hand
=M2: willing to work at the task, novice and enthusiastic
=M3: experienced, but lack confidence to take responsibility
=M4: mature, willing to do the task and take responsibility for it
-Supervision
=S1: Directing
=S2: Coaching
=S3: Supporting
=S4: Delegating

Question 7

Governance

Answer 7

Way the rules, norms, and actions in an organization are structured, sustained, regulated and enforced
-Requires structure (for example board of directors that are elected by shareholders and hold fiduciary responsibility for the organization)

Question 8

Authority

Answer 8

Power to give orders and have them obeyed, the power to make decisions

Question 9

Responsibility

Answer 9

Being accountable for an obligation, trust or debt, such as the obligation to complete and assignment

Question 10

Negotiation

Answer 10

Dialogue between 2 or more parties intended to reach a mutually beneficial outcome or to resolve a conflict

Question 11

Mediation

Answer 11

-When third party is brought in to help find resolution, both sides must agree to solution

Question 12

Arbitration

Answer 12

-Hire third party to effectively act as a judge and dictate a solution to the problem
-both sides agree a priori, to follow the decision of the arbitrator

Question 13

Litigation

Answer 13

-involves using the traditional court system to resolve the matter

Question 14

Alternative dispute resolution

Answer 14

any solution that avoids expensive litigation

Question 15

Distributive bargaining

Answer 15

-Zero-sum
-encountered when there are a fixed number of resources that are to be divided among participants
-how to fairly cut up a pie for all to share

Question 16

Integrative bargaining

Answer 16

-Win-win
-parties are building a lasting relationship and have to make sure that both sides will thrive under new agreement
-enlarge the pie so that everyone comes out with more

Question 17

Conflict resolution

Answer 17

aims to end conflict complete

Question 18

Conflict management

Answer 18

aims to preserve positive aspects of conflict while minimizing negative ones

Question 19

Pruitt (approach to conflict management)

Answer 19

2 dimensions: assertiveness and cooperativeness
-Inaction: low assertiveness and low cooperativeness
-Contending: highly assertive but not cooperative
-Yielding: willing to give up own needs
-Problem solvers: both cooperative and assertive, most likely to find solution

Question 20

DeChurch and Marks (conflict management model)

Answer 20

2 dimensions: activeness (how direct participants are), and agreeableness (how nice people are)
-activeness had minimal effect on resolution of conflict while agreeableness had positive impact

Question 21

Rahim (conflict management model)

Answer 21

-5 different management approaches; similar to Pruitt
-Integrating: studying differences, seeking alternatives, (i.e. problem solvers)
-Obliging: minimizing differences in order to appears other (i.e. yielding)
-Dominating: pursuing solution that benefits one side at cost of other (i.e. contending)
-Avoiding: trying to find answer that ignores needs of both parties (i.e. inaction)
-Compromising: similar to problem solving where each party gives up something to achieve piece

Question 22

Thomas and Kilmann (styles of conflict resolution)

Answer 22

-Similar to Rahim and pruitt
-Competing, Compromising, Collaborating, Avoiding, and Accomodating

Question 23

Collaboration

Answer 23

process of 2 or more parties working in coordinated fashion in order to achieve some purpose, connotes some form of leadership and is disciplines (versus cooperation)

Question 24

Maslow’s hierarchy of needs

Answer 24

humans have certain needs which motivate them to achieve
-pyramid (from bottom to top):
-psychological needs (rest, food, water)
-safety needs (safety, security)
-social needs (friendships, family)
-esteem needs (feeling accomplished)
-self-actualization: reaching one’s full potential

Question 25

Herzberg Motivation-Hygiene Theory

Answer 25

-2 classes of motivators: hygiene and motivation factors
-hygiene factors are required to prevent dissatisfaction but not positive motivators themselves, cannot be avoided, for example job security, working conditions, salary
-motivation factors: recognition, advancement, and growth are most important to inspire a team

Question 26

McClelland’s Acquired Needs Theory

Answer 26

-individual’s specific needs are acquired over time and shaped by personal life experiences: can be organized into 3 classes
-Need for achievement
-Need for affiliation
-Ned for power

Question 27

Types of decision makers

Answer 27

-2 axes: amount of information required (maximizers or satisfying), and how many options they pursue (multifocussed deciders, or single focus decision makers)
-Decisive: few options and minimal information
-Flexible: low information, but options open
-Hierarchic: a lot of information, but few options
-Integrative: a lot of information and a lot of options

Question 28

Gleason (classification of decision makers)

Answer 28

-Command: decisions are made quickly with minimal information and minimal consultation (most similar to Decisive style)
-Collaborative: leader seeks counsel from all stakeholders before making decision
-Consensus: all team members are invited to contribute ideas and majority rules
-Convenience: allowing someone else to decide, also called complete designation