Chapter 3: Leadership Theories and Styles

Question 1

Trait Approach

Answer 1

States that leaders are endowed with superior, unique, or inherent qualities, or naturally occurring tendencies, differentiating them from followers

Question 2

Behavioral Approach

Answer 2

Focuses on leader’s observable behaviors that influence followers to commit their actions to meet the specified task requirement of leader

Question 3

Power-influence Approach

Answer 3

Studies influence processes between leaders and other when leader centered causality when they direct and followers act on the direction

Question 4

Situational Approach

Answer 4

The demand that determines who will emerge as a leader for any given situation

Question 4

Integrative Leadership Approach

Answer 4

Includes more than a single variable of theoretical study, often combining more than two theories
Basically a mixture

Question 4

What did Bernard M. Bass do?

Answer 4

Conducted a mega study using fifty-two organizational surveys. He identified trait factors that appeared three or more times in any one organizational survey identifying a comprehensive list of traits used by organizational leaders. Also highlighted in Bass’s work is whether the leader or employee possesses one or more specific traits that lend to or detract from achieving organizational success

Question 5

Path-Goal Theory

Answer 5

The leader reinforces change in a follower or subordinate by providing or showing the follower the “PATH” to the rewards available

Question 6

What does Gary Yuki say about the power-influence approach from this chapter?

Answer 6

He states that the desired outcome of power for effective leaders indicates a reliance on their personal power more than on position power. Personal power includes expert and referent power, yet the more effective leader are identified with using expert power more than referent power and as having a moderate amount of position power in the organization

Question 7

Position Power

Answer 7

Includes potential influence derived primarily from the opportunities inherent in a person’s position in the organization or from attributes of the leader and leader-follower relationship

Question 8

Five types of position power

Answer 8

1. Legitimate
2. Reward
3. Information
4. Coercive
5. Ecological

Question 9

Personal Power

Answer 9

Includes potential influence derived from the leader’s task expertise and potential influence based on friendship and loyalty to the leader from the led

Question 10

Two types of personal power

Answer 10

1. Expert
2. Referent

Question 11

Autocratic leadership

Answer 11

Decisions are communicated directly by the leader to the subordinate by writing or articulation. The leader possesses a lot of power over employees

Question 12

Span of control

Answer 12

The number of subordinates is directly reporting to a leader or manager

Question 13

Charismatic leadership

Answer 13

Can resemble transformational leadership because leaders inspire enthusiasm in their teams, articulate a unique vision, and are energetic in motivating the core of their followers to move toward a desired end state. This ability is viewed as exceptional by followers and is what creates excitement and commitment to the leader’s far-reaching goals

Question 14

SOURCE OF CHARISMATIC LEADERSHIP:
Situation or social climate

Answer 14

Society is in a state of crisis. The leader is capitalizing on the crisis to assert or share his or her viewpoints so followers recognize the need for the leader’s extraordinary qualities

Question 15

SOURCE OF CHARISMATIC LEADERSHIP: Leader’s extraordinary qualities

Answer 15

The leader’s charisma is borne out by his or her exceptional attributes as seen by followers. The leader effectively communicates a strong and unique vision, strong personal conviction, trustworthiness, high self-confidence, and intelligence

Question 16

SOURCE OF CHARISMATIC LEADERSHIP: Combination of the situation and leader’s qualities

Answer 16

Charisma is the result of follower attributions and is influenced by not only the leader’s characteristics and behavior but also the context of the situation

Question 17

Democratic/Participative leadership

Answer 17

Democratic leaders are responsible for the final decisions and outcome of an action, but the decision-making process they use to arrive to a decision includes team members and a defined staff process. Creativity by team members is encouraged as it can provide the details necessary for an organization to succeed from top to bottom

Question 18

Inspirational leadership

Answer 18

Leadership by example defines the inspirational leader. This style is based on the power to inspire others to follow and take responsibility for their actions to the team

Question 19

Laissez-Faire leadership

Answer 19

Describes leaders who allow their employees to work on their own. This type of leadership can occur naturally, especially when there is a lack of leadership. This style of leadership may occur because managers don’t have sufficient control over their personal work and the people they manage. The one thing leaders should do in a laissez-faire situation is to provide team support, resources, and advice when asked for or needed. Otherwise, leaders do not get involved. The leader ignores problems and may dismiss subordinates’ needs for guidance, purpose and direction

Question 20

Servant leadership

Answer 20

Leaders at any level within an organization wo lead by meeting the needs of the team or members of the organization at the expense of their own noteworthiness. They lead by example with integrity, have high moral and ethical standards, and are generous. This style is a form of democratic leadership because the whole team tends to be involved in decision making. The difference is that the servant leader is not often at the forefront and prefers promoting individual team members or the organization as a whole rather than accepting recognition for his or her contribution.

Question 21

Transactional leadership

Answer 21

The “transaction usually involves the organization extrinsically motivating team members by paying them in return for their effort and compliance. It is understood that the leader has a right to coerce or punish team members if their work doesn’t meet an appropriate standard.

Question 21

The dark side of charisma

Answer 21

Involves a leader who is overdependent on his or her charismatic style. These leaders can be viewed as narcissistic and promoting highly self-serving and grandiose goals. Narcissistic charismatic leaders will commonly focus on self-glorification and self-transcendence motives

Question 22

Transformational leadership

Answer 22

Transformational leaders are inspiring because they expect the best from everyone on their team as well as themselves. They often lead by example, and in organizations that provide a product or service, this leads to high productivity and engagement from everyone on their team.

Question 23

What two leadership styles ensure that routine work is done reliably?

Answer 23

Transformational and Transactional

Question 24

Personal Leadership Characteristics Examples

Answer 24

1. Loyalty
2. Duty
3. Respect
4. Selfless Service
5. Honor
6. Integrity
7. Personal courage

Question 25

Attributes

Answer 25

Include the leader’s mental aptitude, physical skill, and emotional self-control