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ORGB 2811 > Chapter 12 - Leadership > Flashcards

Chapter 12 - Leadership Flashcards

1
Q

what makes a good leader?

A

develops a vision for the group, communicates that vision, orchestrates the group’s energy and activity toward goal attainment, turns a group of individuals into a team, and transforms good intentions into positive action

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2
Q

define leadership

A

social influence relationship between two or more persons who depend on each other to attain mutual goals in a group situation

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3
Q

two needs that effective leaders focus on

A
  1. maintenance needs
    - need for individuals to fit and work together
  2. task needs
    - need for group to make progress towards attaining the goal that brought them together
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4
Q

are leader and manager interchangeable?

A

no. to be a good manager one should be an effective leader, but it doesn’t necessarily work the other way

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5
Q

how do managers and leaders differ?

A

how they came into power

–> managers derive power from larger organization

–> leaders get power from followers’ perception of their knowledge, their personality and attractiveness

i.e., motivation to comply to managers and leaders has different base

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6
Q

what is the leadership process?

A

there are leaders, followers, context, and consequences

over time, each component interacts with and influences other components and the consequences influence future interactions

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7
Q

what did Edwin Hollander suggest about followers and leadership

A

followers are the most critical factor in any leadership event

–> because followers define the needs that the leader must fulfill
–> followers personality and readiness to follow determine the style of leadership that will be necessary (e.g., individuals with internal locus of control/ high self-esteem are much more responsive to participative styles of leadership)

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8
Q

context of a leadership event

A

situations make demands on groups and not all are the same

situations are multidimensional

aspects
- structured or unstructured task, clear or ambiguous goals, agreement or disagreement, boring or exciting task, etc.

each factor places a different set of needs and demands on the leader and followers

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9
Q

process of leadership event

A

leader influences followers and the followers influence the leader, context influences the leaders and followers too, and so on

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10
Q

consequence of leadership event (2 important outcomes at the group level)

A
  1. have the group’s maintenance needs been fulfilled?
  2. have the group’s task needs been fulfilled?

LMX Theory

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11
Q

What is the LMX Theory?

A

the quality of the relationship between leaders and followers reflected by the degree of mutual trust, loyalty, respect, etc.

high and low quality relationships between a leader and follower produce in and out groups

in groups tend to have higher performance/ satisfaction, while out group members have lower

similar attitudes/ extroversion are associated with good leader-member relations

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12
Q

two types of leaders that an organization can have

A
  1. formal (put in power)
  2. informal (emerge within the group)

more frequently, both types have been encourages to exercise the full set of management roles

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13
Q

two paths to leadership

A
  1. designation
  2. emergence (through dynamic processes that unfold among a group)
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14
Q

What did Salancik and Pfeffer observe about who attains leadership power within a group

A

power flows to individuals who possess the critical resource that a group needs to overcome a major problem

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15
Q

what are idiosyncrasy credits

A

form of competency-based status

these credits give an individual status that allows them to influence the direction of the group

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16
Q

Five types of power defined by French and Raven

A
  1. reward power
  2. coercive power
  3. referent power
  4. expert power
  5. legitimate power
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17
Q

what is reward power

A

people believe they can reward them

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18
Q

what is coercive power

A

people believe they can punish them

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19
Q

what is referent power

A

others want to associate or be accepted by them

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20
Q

what is expert power

A

people believe they have expertise and are willing to share

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21
Q

legitimate power

A

others believe they possess the right to influence them

22
Q

are all forms of leadership by French and Raven equal?

A

no.

leaders who use referent and expert power commonly experience a favorable response in terms of follower satisfaction and performance

good leaders develop many sources of power to generate lots of influence

23
Q

what are some key effective leadership traits

A

charismatic/ knowledgeable (people want to follow)

use tools –> language, ritual, drama, myths, stories –> to evoke emotion from followers

24
Q

what is the Tannenbaum and Schmidt Continuum

A

continuum of leadership styles ranging from authoritarian to high levels of worker freedom

25
Q

what leader power styles did researchers create out of the Tannenbaum Schmidt Continuum?

A

autocratic (boss-centered)
participative
free-rein (members are assigned the work and decide how to do it on their own)

26
Q

What are Theory X and Theory Y Leaders?

A

Theory X Leaders (more of these opinions)
= assume the average individual dislikes work and i incapable of exercising adequate self-control
= exert high-control

Theory Y Leaders
= believe people have creative capacities and ability and desire to exert self-control
- exert low-control

27
Q

4 directive/ permissive leadership styles and when are they good for

A
  1. directive autocrat
    - makes unilateral decisions, closely supervises
    - recommended with new or underqualified employees
  2. permissive autocrat
    - retains decision-making power but permits members to exercise discretion when executing decisions
    - recommended when decision-making time limited, task routines, members have sufficient expertise
  3. directive democrat
    - encourages participative decision-making but retains power to direct team members
    - appropriate when followers have valuable opinions, but one person needs to have final say
  4. permissive democrat
    - share power with group members
    - appropriate when participation is informational and motivational, for when group members are super capable
28
Q

what is the trait approach to leadership? and who cane up with it?

A

some people are born with the necessary attributes to be great leaders, but more is needed to realize this potential (vision and vision implementation, skills, knowledge, etc.)

Locke and associates identified core traits

29
Q

What are the core traits of a leader as defined by Locke and associates

A

drive
leadership motivation
honesty and integrity
self-confidence
cognitive ability
knowledge of the business
charisma, creativity/ originality, flexibility

30
Q

what role does sex and gender play in impacting leader emergence and style?

A

men emerge as leaders more frequently

people are more attracted to masculine leadership characteristics

androgynous characteristic people are just as likely to emerge into leadership roles as individuals with only masculine characteristics

feminine characteristics (more concerned with interpersonal needs)

masculine (more concerned with meeting the group’s task needs, more directive)

31
Q

what is the dispositional trait and how does it effect leadership emergence

A

aka mood

individuals with happier disposition more likely to exude confidence and optimism and become leaders

32
Q

what is self-monitoring and how does it affect leadership emergence?

A

individual’s ability and willingness to read verbal and nonverbal cues and to alter one’s behaviour as necessary

high self-monitoring = more likely to emerge as leaders
= better at social cues and regulating themselves to fit the situation

33
Q

what are two major sets of leadership behaviours found by Ohio State University?

A
  1. consideration
    - relationship-oriented behaviour of a leader
  2. initiating structure
    - task-oriented behaviours of a leader

need both to be a good leader –> no best style of leadership for all situations

34
Q

what two major types of leadership behaviours did the University of Michigan identify?

A
  1. job-centered behaviours
    - supervisory functions
  2. employee-member-centered behaviours
    - consideration and support for organizational members
35
Q
  1. additional behaviours associated with leadership following Ohio State and University of Michigan studies
A
  1. support
  2. work facilitation
  3. goal emphasis
  4. interaction facilitation

support and interaction facilitation contribute to maintenance needs

work facilitation and goal emphasis contribute to task needs

36
Q

what is Black and Mouton’s Leadership Grid?

A

theorized that any combo of two leader concerns is possible:

concerns for results (production)
concerns for people

leadership styles from these concerns
accommodating, sound, status quo, indifferent, controlling

37
Q

what is the most universally effective leader as theorized from Black and Mouton’s leadership grid?

A

Sound
(though still not effective with organizational members of high-involvement organizations who have mastered their job duties –> since they require little production-oriented leader behaviour)

38
Q

what are the situational (contingency) approaches to leadership?

A
  1. fielder’s contingency model
  2. path-goal theory (House and Evans)
39
Q

What is fielder’s contingency model?

A

leaders must be assessed according to an underlying trait and the situation faced by the leader and construct a proper match between the two

leaders trait = least-preferred coworker (LPC)

40
Q

how does a leader’s least-preferred coworker play into Fielder’s Contingency Model

A

leaders are asked about their LPC, their response reflects a leader’s underlying disposition towards others

high LPC leaders = evaluate LPC in fairly favorable terms and are relationship oriented

low LPC leaders = evaluate LPC in less favorable terms and are task oriented

41
Q

how does the situational factor play into Fielder’s Contingency Model? what are the 3 factors that determine how favorable a situation is?

A

degree to which leaders have control and influence and therefore feel they can determine the outcomes of a group interaction

  1. leader-member relations
  2. task structure
  3. position power
42
Q

compare high-LPC, mid-range LPC, and low LPC leaders (Fielder’s contingency model)

A

some combos of leader-situation work better than others

high-LPC
= better under conditions of highly favorable or highly unfavorable situations because they are not very directive

mid-LPC
= more effective in wider range of situations

low LOC
= highly favorable and unfavorable situations

43
Q

what is the controversy around fielder’s theory?

A
  • fails to make the connection between the least preferred coworker attitude and subsequent behaviour
44
Q

what is the path-goal theory by House and Evans? and what do effective leaders look like as part of it (4 elements)

A

suggests an effective leader provides organizational members with a path to a valued goal

effective leaders
1. provide valued rewards
2. give clear instructions
3. provide coaching, guidance, and training
4. remove barriers to task accomplishment

also behaviour dimensions

45
Q

what are the two challenges leaders may face as part of House and Evan’s path-goal theory

A
  1. must analyze situations and identify the most appropriate leadership style
  2. leader must be flexible enough to use different styles of leadership as appropriate

behaviour dimensions as guides

46
Q

what are the 4 behaviour dimensions of House and Evans’ Path-Goal Theory?

A
  1. supportive leadership
  2. directive leadership
  3. participative leadership
  4. achievement-oriented leadership
47
Q

multiculturalism as seen by Hofstede

A

different dimensions of culture to consider
–> individualism vs collectivism, power distance, uncertainty avoidance, masculinity-femininity, time orientation…

leaders among culturally diverse groups will encounter belief and value differences among followers

48
Q

what are several factors that can substitute or neutralize the effects of leader behaviour

A

substitutes (can clarify role expectations and/ or motivate members)
- experience, ability, training
- professional orientation
- structured routines/ tasks
- feedback provided by task
- intrinsically satisfying task
- cohesive work group

neutralizers (prevent leaders from acting as they wish)
- indifference towards rewards
- low position power of leader
- inflexibility
- leader located apart from subordinates with limited communication

49
Q

are there any positive neutralizers of leadership?

A

yes! union contracts!

50
Q

what are transactional leaders

A

“if it ain’t broke don’t fix it”

move group towards task accomplishment by initiating structure and by offering incentives in exchange for desired behaviours

51
Q

what are transformational leaders?

A

move and change things in a big way by inspiring others to action through their personal values, vision, passion, and belief in and commitment to their mission

could inspire through charisma, intellectual stimulation, etc.

move people to focus on higher-order needs and become self-leaders

ORGB 2811 (15 decks)

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