Chapter 13 - Effective Leadership Processes

Question 1

Warren Bennis “The End of Leadership”

Answer 1

effective leadership cannot exist without the full inclusion, initiatives, and the cooperation of employees

Question 2

Barry Posner - how business leadership is viewed

Answer 2

In the past, business believed that a leader was like the captain of a ship: cool, calm, collected. Now, we see that leaders need to be human. They need to be in touch, they need to be empathetic, and they need to be with people. Leaders need to be a part of what’s going on, not apart from what’s going on

Question 3

Manager vs. Leader (Bennis)

Answer 3

“Leaders conquer the context—the volatile, turbulent, ambiguous surroundings that sometimes seem to conspire against us and will surely suffocate us if we let them—while managers surrender to it.”

• an individual can be a leader without being a manager and be a manager without being a leader

Question 4

Leadership definition

Answer 4

• defined in terms of group processes, personality, compliance, particular behaviors, persuasion, power, goal achievement, interaction, role differentiation, initiation of structure, and combinations of two or more of these.

Question 5

Bennis and Thomas Conclusion

Answer 5

• One of the most reliable indicators and predictors of true leadership is an individual’s ability to find meaning in negative events and to learn from even the most trying circumstances.
• the skills required to conquer adversity and emerge stronger and more committed than ever are the same ones that make for extraordinary leaders.

Question 6

Manager Characteristics

Answer 6

• Administers
• A copy
• Maintains
• Focuses on systems and structure
• Relies on control
• Short-range view
• Asks how and when
• Eye on the bottom line
• Imitates
• Accepts the status quo
• Classic good soldier
• Does things right

Question 7

Leader Characteristics

Answer 7

• Innovates
• An original
• Develops
• Focuses on people
• Inspires trust
• Long-range perspective
• Asks what and why
• Eye on the horizon
• Originates
• Challenges the status quo
• Own person
• Does the right thing

Question 8

Authentic Leaders

Answer 8

• To know oneself, to be consistent with oneself, and to have positive and strength-based orientations toward one’s development and the development of others.
• Such leaders are transparent with their values and beliefs. They are honest with themselves and with others. They exhibit a higher level of moral reasoning capacity, allowing them to judge between gray and shades of gray

Question 9

Kurt Lewin’s three leadership styles

Answer 9

1. authoritarian- very directive and allowed no participation, give individual attention when praising and criticizing, and tried to be friendly or impersonal rather than openly hostile
2. democratic - encouraged group discussion and decision making, tried to be “objective” in giving praise or criticism and to be one of the group in spirit
3. laissez-faire- gave complete freedom to the group; this leader essentially provided no leadership

Question 10

Two Dimensions of Leadership

Answer 10

• consideration and initiating structure
• In simple terms, the Ohio State factors are task or goal orientation (initiating structure) and recognition of individual needs and relationships (consideration).
• The two dimensions are separate and distinct from each other.
• This two-dimensional approach lessened the gap between the strict task orientation of the scientific management movement and the human relations emphasis, which had been popular up to that time

Question 11

Fiedler’s classic contingency theory

Answer 11

suggests that leadership styles must fit or match the situation in order to be effective

Question 12

Trait Theories of Leadership

Answer 12

• Only intelligence seemed to hold up with any degree of consistency, usually not the most intelligent of the group. Most intelligent of the group is usually the lieutenant of the leader.

Question 13

Leader emergence & effectiveness

Answer 13

• extraversion has the highest average correlation with leader emergence and leadership effectiveness
• followed by conscientiousness
• openness to experience
• neuroticism
• and nonsignificant agreeableness

Question 14

States related to effective leaders

Answer 14

optimism, hope, resiliency, emotional intelligence and self-efficacy

Question 15

Effective Leadership Competencies

Answer 15

1. Drive, or the inner motivation to pursue goals
2. Leadership motivation, which is the use of socialized power to influence others to succeed
3. Integrity, which includes truthfulness and the will to translate words into deeds
4. Self-confidence that leads others to feel confidence, usually exhibited through various forms of impression management directed at employees
5. Intelligence, which is usually focused in the ability to process information, analyze alternatives, and discover opportunities
6. Knowledge of the business, so that ideas that are generated help the company to survive and thrive
7. Emotional intelligence, based on a self-monitoring personality, making quality leaders strong in situation sensitivity and the ability to adapt to circumstances as needed

Question 16

Leader-Based
Domain Characteristics
(TABLE 13.2. page 383)

Answer 16

• Appropriate behavior of the person in leader role
• Establishing and communicating vision; inspiring, instilling pride
• Appropriate: Fundamental change; charismatic leader in place; limited diversity among followers
• Most effective: Structured tasks; strong leader position power; member acceptance of leader

Question 17

Leader-Based
Advantages & Disadvantages
(TABLE 13.2. page 383)

Answer 17

• Advantages: Leader as rallying point for organization; common understanding of mission and values; can initiate whole-sale change
• Disadvantages: Highly dependent on leader problems if leader changes or is pursuing inappropriate vision

Question 18

Follower-Based
Domain Characteristics
(TABLE 13.2. page 383)

Answer 18

• Ability and motivation to manage one’s own performance
• Empowering, coaching, facilitating, giving up control
• Appropriate: Highly capable and task committed followers
• Most Effective: Unstructured tasks; weak position power; member nonacceptance of leader

Question 19

Follower-Based
Advantages & Disadvantages
(TABLE 13.2. page 383)

Answer 19

• Advantages: Makes the most of follower capabilities; frees up leaders for other responsibilities
• Disadvantages: Highly dependent on follower initiative and ability

Question 20

Relationship-Based
Domain Characteristics
(TABLE 13.2. page 383)

Answer 20

• Trust, respect, and mutual obligation that generates influence between parties
• Building strong relationships with followers; mutual learning and accommodation
• Appropriate: Continuous improvement of teamwork; substantial diversity and stability among followers; network building
• Most Effective: Situation favorability for leader between two extremes

Question 21

Relationship-Based
Advantages & Disadvantages
(TABLE 13.2. page 383)

Answer 21

• Advantages: Accommodates differing needs of subordinates; can elicit superior work from different types of people
• Disadvantages: Time consuming; relies on long term relationship between specific leaders and members

Question 22

Followers’ Impact on Leaders

Answer 22

• research studies indicate that followers/associates may actually affect leaders as much as leaders affect followers/associates
• one study found that when associates were not performing very well, the leaders tended to emphasize the task or initiating structure, but when associates were doing a good job, leaders increased emphasis on their people or consideration
• group productivity had a greater impact on leadership style than leadership style had on group productivity
• in newly formed groups, leaders may adjust their supportive behavior in response to the level of group cohesion and arousal already present

Question 23

The Leader-Member Exchange (LMX) Model

Answer 23

• leaders treat individual followers differently
• leaders and their associates develop dyadic (two-person) relationships that affect the behavior of both
• Over time, the leader will develop an “in-group” of associates and an “out-group” of associates and treat them accordingly

Question 24

The Leader-Member Exchange (LMX) Model Evolution

Answer 24

(1) the discovery of differentiated dyads
(2) the investigation of characteristics of LMX relationships and their organizational implications/outcomes
(3) the description of dyadic partnership building
(4) the aggregation of differentiated dyadic relations to group and network levels

Question 25

Fiedler’s Contingency Model of Leadership Effectiveness

Answer 25

Situations are favorable to the leader if all three of these dimensions are high:

1. The leader-member relationship, which is the most critical variable in determining the situation’s favorableness
2. The degree of task structure, which is the second most important input into the favorableness of the situation
3. The leader’s position power obtained through formal authority, which is the third most critical dimension of the situation
   - the favorableness of the situation in combination with the leadership style determines effectiveness

Question 26

Why is the task-directed leader successful in very favorable situations?

Answer 26

In the very favorable conditions in which the leader has power, informal backing, and a relatively well-structured task, the group is ready to be directed, and the group expects to be told what to do

Question 27

Why is the task-directed leader successful in highly unfavorable situations?

Answer 27

Fiedler’s model suggests is that in highly unfavorable situations, the effective leader takes charge and makes the decisions that need to be made to accomplish the task without asking for input or trying to keep everyone happy

Question 28

human-oriented, democratic leader effectiveness

Answer 28

• is most effective in the intermediate range of favorableness
• human-oriented, democratic style of leadership would be most effective in managing human resources in the large majority of organizational situations

Question 29

Path-Goal Leadership Theory

Answer 29

• derived from the expectancy framework of motivation theory

-

Question 30

Robert House’s Four leadership styles

Answer 30

1. Directive leadership. This style is similar to that of the Lippitt and White authoritarian leader. Associates know exactly what is expected of them, and the leader gives specific directions. There is no participation by subordinates.
2. Supportive leadership. The leader is friendly and approachable and shows a genuine concern for associates.
3. Participative leadership. The leader asks for and uses suggestions from associates but still makes the decisions.
4. Achievement-oriented leadership. The leader sets challenging goals for associates and shows confidence that they will attain these goals and perform well.

Question 31

Use of the House Four Leadership Styles

Answer 31

• the leader attempts to influence associates’ perceptions and motivate them, which in turn leads to their role clarity, goal expectancies, satisfaction, and performance
  1. Recognizing and/or arousing associates’ needs for outcomes over which the leader has some control
  2. Increasing personal payoffs to associates for work goal attainment
  3. Making the path to those payoffs easier to travel by coaching and direction
  4. Helping associates clarify expectancies
  5. Reducing frustrating barriers
  6. Increasing the opportunities for personal satisfaction contingent on effective performance

Question 32

Directive Leadership Effectiveness

Answer 32

(a) positively related to satisfactions and expectancies of associates engaged in ambiguous tasks
(b) negatively related to satisfactions and expectancies of associates engaged in clear tasks

Question 33

Supportive Leadership Effectiveness

Answer 33

• positive effect on satisfaction for associates who work on stressful, frustrating, or dissatisfying tasks

Question 34

Participative Leadership Effectiveness

Answer 34

• in nonrepetitive, ego-involving tasks, employees were more satisfied under this leadership

Question 35

Achievement-oriented Leadership Effectiveness

Answer 35

employees performing ambiguous, nonrepetitive tasks were confident that their efforts would pay off in effective performance

Question 36

Charismatic leadership

Answer 36

• “by the force of their personal abilities are capable of having profound and extraordinary effects on followers”
• are characterized by self-confidence and confidence in their associates, high expectations for associates, ideological vision, and the use of personal example
• positive effect on desirable outcomes such as cooperation and motivation, and recent conceptualization proposing that alternative forms (personalized versus socialized) are relevant to successful implementation of mergers and acquisitions

Question 37

Ethical Charismatic Leader Characteristics

Answer 37

• Uses power to serve others
• Aligns vision with followers’ needs and aspirations
• Considers and learns from criticism
• Stimulates followers to think independently and to question the leader’s view
• Open, two-way communication
• Coaches, develops, and supports followers; shares recognition with others
• Relies on internal moral standards to satisfy organizational and societal interests

Question 38

Unethical Charismatic Leader Characteristics

Answer 38

• Uses power only for personal gain or impact
• Promotes own personal vision
• Censures critical or opposing views
• Demands own decisions be accepted without question
• One-way communication
• Insensitive to followers’ needs
• Relies on convenient, external moral standards to satisfy self-interests

Question 39

Transactional Leaders Characteristics

Answer 39

1. Contingent reward: Contracts the exchange of rewards for effort; promises rewards for good performance; recognizes accomplishments.
2. Management by exception (active): Watches and searches for deviations from rules and standards; takes corrective action.
3. Management by exception (passive): Intervenes only if standards are not met.
4. Laissez-faire: Abdicates responsibilities; avoids making decisions

Question 40

Transformational Leaders Characteristics

Answer 40

1. Charisma: Provides vision and sense of mission; instills pride; gains respect and trust.
2. Inspiration: Communicates high expectations; uses symbols to focus efforts; expresses important purposes in simple ways.
3. Intellectual stimulation: Promotes intelligence; rationality; and careful problem solving.
4. Individual consideration: Gives personal attention; treats each employee individually; coaches; advises

Question 41

Transformational Leaders Goals

Answer 41

1. Changing situations for the better
2. Developing followers into leaders
3. Overhauling organizations to provide them with new strategic directions
4. Inspiring people by providing an energizing vision and high ideal for moral and ethical conduct

Question 42

Effective Transformational Leaders Qualities

Answer 42

1. They identify themselves as change agents.
2. They are courageous.
3. They believe in people.
4. They are value driven.
5. They are lifelong learners.
6. They have the ability to deal with complexity, ambiguity, and uncertainty.
7. They are visionaries

Question 43

Substitutes for Leadership

See Figure 13.3, page 394 for examples

Answer 43

“substitutes” for leadership that make leader behavior unnecessary and redundant, and “neutralizers” that prevent the leader from behaving in a certain way or that counteract the behavior

Question 44

Authentic Leadership

Answer 44

• genuine, transparent, reliable, trustworthy, real, and veritable, behaving and expressing what you really think and believe
• A process that draws from both positive psychological capacities and a highly developed organizational context, which results in both greater self-awareness and self-regulated positive behaviors on the part of leaders and associates, fostering positive self-development. The authentic leader is confident, hopeful, optimistic, resilient, transparent, moral/ethical, future-oriented, and gives priority to developing associates to be leaders
• is more on a continuum, rather than just being dichotomous

Question 45

Global Leadership and Organizational Behavior Effectiveness (GLOBE) Nine Dimensions of Cultures

Answer 45

1. Power distance, or the degree to which members of a collective expect power to be distributed equally
2. Uncertainty avoidance, which is the extent a society, organization, or groups rely on norms, rules, and procedures to alleviate the unpredictability of future events
3. Humane orientation, reflected in the degree to which a collective encourages and rewards individuals for being fair, altruistic, generous, caring, and kind to others
4. Institutional Collectivism, described as the degree to which organizational and societal institutional practices encourage and reward the collective distribution of resources and collective actions
5. In-Group Collectivism, which is the degree to which individuals express pride, loyalty, and cohesiveness in their organizations or families
6. Assertiveness, defined as the degree to which individuals are assertive, confrontational, and aggressive in their relationships with others
7. Gender egalitarianism, expressed as the degree a collective minimizes gender inequality
8. Future orientation, or the extent to which individuals engage in future-oriented behaviors such as delaying gratification, planning, and investing in the future
9. Performance orientation, suggested by the degree to which a collective encourages and rewards group members for performance improvement and excellence

Question 46

GLOBE six leader attributes contributing to leadership in various cultures

Answer 46

1. Charismatic/Value-Base—the ability to inspire, to motivate, and to expect high performance outcomes from others on the basis of core beliefs.
2. Team-Oriented—effective team building and implementation of a common purpose/ goal among team members.
3. Participative—the degree to which managers/leaders involve others in making and implementing decisions.
4. Humane-Oriented—supportive, considerate, compassionate, and generous leadership.
5. Autonomous—independent and individualistic leadership.
6. Self-Protective—ensuring the safety and security of the individual, it tends to be an approach that is self-centered and face saving.