Chapter 13 - Leadership Styles and Behaviours

Question 1

leadership

Answer 1

the use of power and influence to direct the activities of followers toward goal achievement

Question 2

unit-focused approach

Answer 2

ask all members of the unit to fill out the following survey items, then average the responses across the group to get a measure of leader effectiveness

Question 3

dyad-focused approach

Answer 3

ask members of the unit to fill out the following survey items in reference to their particular relationship with the leader

Question 4

leader-member exchange theory

Answer 4

a theory describing how leader-member relationships develop over time on a dyadic basis

Question 5

relates to exchange theory

role taking

Answer 5

the phase in a leader-follower relationship when a leader provides an employee with job expectations and the follower tries to meet those expectations
leader tries to get a feel for the talent and the motivation levels of the employee

Question 6

exchange theory

role making

Answer 6

for some employees, that initial phase is supplemented by
role making: during which the employee’s own expectation for the dyad get mixed in with those of the leader

Question 7

high quality exchange dyad

Answer 7

marked by the frequent exchange of information, influence, latitude, support and attention
form the leaders ingroup, have higher levels of communication, mutual trust, respect and obligation

Question 8

leader effectiveness

Answer 8

the degree to which the leader’s actions result in the achievement of the unit’s goals, the continued commitment of the unit’s employees and the development of mutual trust, respect and obligation in leader-member dyads

Question 9

leader emergence

Answer 9

the process of becoming a leader a leader in the first place

Question 10

autocratic style

Answer 10

the leader makes the decision alone without asking for the opinions or suggestions of the employees in the work unit

Question 11

consultative style

Answer 11

a leadership style in which the leader presents the problem to employees asking for their opinions and suggestions before ultimately making the decision
have a say but the ultimate authority still rests with the leader

Question 12

facilitative style

Answer 12

leader presents the problem to a group of employees and seeks consensus on a solution, making sure that their own opinion receives no more weight than anyone else’s

Question 13

delegative style

Answer 13

the leader gives an individual employee or group the responsibility to make the decision within some set of specified boundary conditions

Question 14

time-driven model of leadership

Answer 14

a leadership model in which the focus shifts away from autocratic, consultative, facilitative and delegative leaders to autocratic, consultative, facilitative and delegative situations
several factors combine to make some decision-making styles more effective in a given situation and others less effective

Question 15

decision significance

Answer 15

success of the project or the organization

Question 16

importance of commitment

Answer 16

is it important that employees “buy in” to the decision?

Question 17

leader expertise

Answer 17

does the leader have significant knowledge or expertise regarding the problem

Question 18

likelihood of commitment

Answer 18

how likely is it that employees will trust the leader’s decision and commit to it?

Question 19

shared objectives

Answer 19

do employees share and support the same objectives, or do they have an agenda of their own?

Question 20

employee expertise and teamwork skills

Answer 20

self explantory

Question 21

time driven model of leadership main takeaways

Answer 21

autocratic styles are reserved for decisions that are insignificant or for which employee commitment is unimportant
delegative styles should be reserved for circumstances in which employees have strong teamwork skills and are not likely to commit blindly to whatever decision the leader provides
consultative and facilitative = more complex

unless a leader is an expert with regard to the focus of the decision, autocratic decisions are not the right style to choose

Question 22

day to day of leaders

initiation structure

Answer 22

initiation - facilitating new ideas
organization - defining and structuring work
production - setting goals and providing incentives

Question 23

day to day of leaders

consideration

Answer 23

membership - informal interactions
integration - pleasant atmosphere
communication - providing information to employees
recognition - expressing approval or disapproval of the behaviours of employees
representation - acting on behalf of the group

Question 24

initiating structure

Answer 24

a pattern of behaviour in which the leader defines and structures the roles of employees in pursuit of goal attainment

Question 25

consideration

Answer 25

reflects the extent to which leaders create job relationships characterized by mutual trust, respect for employee ideas, and consideration of employee feelings

Question 26

life cycle theory of leadership

Answer 26

the optimal combination of initiating structure and consideration depends on the readiness of the employees in the work unit

Question 27

readiness

Answer 27

the degree to which employees have the ability and the willingness to accomplish their specific tasks

Question 28

R1 telling

Answer 28

when the leader provides specific instructions and closely supervises performance
employees working together for the first time

Question 29

R2 selling

Answer 29

when the leader explains key issues and provides opportunities for clarification
finding out work is more difficult than anticipated

Question 30

R3 participating

Answer 30

leader behaviour in which the leader shares ideas and tries to help the group conduct its affairs
employees have learned to work together well

Question 31

R4 delegating

Answer 31

leader behaviour in which the leader turns responsibility for key behaviours over to employes
leader just needs to have some degree of observation

Question 32

transformational leadership behaviours

Answer 32

a pattern of behaviour in which the leader inspires followers to commit to a shared vision that provides meaning to their work while also serving as a role model who helps followers develop their own potential and view problems from new perspectives
heighten follower’s awareness of the importance of certain outcomes
more motivational approach to leadership

Question 33

laissez-faire

Answer 33

a type of leadership in which the leader avoids leadership duties altogether

Question 34

transactional leadership

Answer 34

a pattern of behaviour in which the leader rewards or disciplines the follower on the basis of performance

Question 35

passive management by exception

Answer 35

a type of transactional leadership in which the leader waits around for mistakes and errors, then takes corrective action as necessary

Question 36

active management by exception

Answer 36

a type of transactional leadership in which the leader arranges to monitor mistakes and errors actively and takes corrective action when required

Question 37

contingent reward

Answer 37

a more active and effective way of transactional leadership, in which the leader attains follower agreement on what needed to be done using rewards in exchange for adequate performance

Question 38

dimensions of transformational leadership

idealized influence

Answer 38

the power held by a leader who behaved in ways that earn the admiration, trust and respect of followers, causing followers to want to identify with and emulate the leader
charisma

Question 39

dimensions of transformational leadership

inspirtational motivation

Answer 39

involves behaving in ways that foster an enthusiasm for and commitment to a shared vision of the future
compelling vision of the future /power of vision

Question 40

dimensions of transformational leadership

intellectual stimulation

Answer 40

involves behaving in ways that challenge followers to be innovative and creative by questioning assumptions and reframing old situations in new ways
many different angles
redefining problem or approach

Question 41

dimensions of transformation leadership

indiviualized consideration

Answer 41

involves behaving in ways that help followers achieve their potential through coaching, development and mentoring

Question 42

how important is leadership?

Answer 42

transformational leadership is more strongly related to unit-focused measures of leadership effectiveness
foster leader-member exchange relationships that are of higher quality
employees with transformational leaders have higher levels of motivation than other employees / more trust
employees with transformational leaders tend to be more committed to their organization
higher levels of job satisfaction
more optimistic and less frustration

Question 43

subsitutes for leadership model

Answer 43

a model that suggests that characteristics of the situations can constrain the influence of the leader, which makes it more difficult for the leader to influence employee performance

Question 44

subsitutes

Answer 44

reduce the important of the leader while providing a direct benefit to employee performance
task feedback, training and experience, professionalism, staff support, group cohesion, intrinsic satisfaction

Question 45

neutralizers

Answer 45

in contrast to substitutes, only reduce the importance of the leader, they themselves have no beneficial impact on performance
task stability, formalization, inflexibility, spatial distance

Question 46

offers a number of prescriptions for a better understanding of leadership in organizations

Answer 46

explains why a leader who does the right things does not seem to be making any difference
explain what to do if an ineffective person is in a leadership role

Question 47

leaders and training

Answer 47

such training can increase transformational leadership behaviours, despite the fact that charisma is somewhat dependant on personality and genetic factors