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Chapter 5 Flashcards

1
Q

T: is a person who can influence others to be more effective in working to achieve their mutual goals and maintain effective working relationships among members

A

leader

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2
Q

what’s a leader

A

is a person who can influence others to be more effective in working to achieve their mutual goals and maintain effective working relationships among members

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3
Q

is the process through which leaders exert such influence. Being a leader and exerting leadership takes skill.:T

A

leadership

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4
Q

what is leadership

A

is the process through which leaders exert such influence. Being a leader and exerting leadership takes skill.

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5
Q

… are your ability to help the group achieve its goals and maintain effective working relationships among members

A

Leadership skills

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6
Q

difference between leader and manager

A

managers handle status quo

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7
Q

Leadership may be illusionary. explain this

A

Many philosophers, such as Hegel and Spencer, believed that “great leaders” are merely puppets of social forces that shape events and history, regardless of who occupies positions of leadership.

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8
Q

what are the 2 broad views of leadership

A

history is shaped by great leaders or history is shaped by strong social forces regardless of who leaders are

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9
Q

5 places leadership may come from?

A

genetic traits, style of leadership, ability to influence others, occupying a position of authority, and ability to provide situational leadership

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10
Q

what is the influence followers play on leaders

A

Followers can play an active role in the relationship, empowering their leaders, influencing their leaders’ behavior, and determining the consequences of the leaders’ actions

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11
Q

review figure 5.1

A

.

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12
Q

T: many people looked for a great leader who had unique, inborn traits in genetic makeup = natural ability, trait based

A

great person theory of leadership

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13
Q

who believes in great person leadership

A

elite, older siblings

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14
Q

Strong, mediocre, and weak monarchs are associated with strong, mediocre, and weak periods respectively

A

t

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15
Q

why did the great person theory loose support

A

The evidence suggests that leadership is a relation that exists between persons in a social situation, and that ­persons who are leaders in one situation may not necessarily be leaders in other ­situations

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16
Q

which of these traits is most to least correlated with performance in a leadership role: adjustment, masculinity, conservatism, intelligence, dominance, sensitivity, extroversion

A

intelligence, adjustment, extroversion, dominance, masculinity, conservatism, sensitivity

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17
Q

Thus, there may be some traits that are stable across different situations while other traits may be situationally bound. does this mean no p type of leader?

A

Because of the flexibility of a leader’s behavior, persons who emerge as leaders in one situation may also emerge as leaders in much different situations.

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18
Q

what traits are associated w effective leadership

A

persistence, tolerance for ambiguity, personal adjustment, social competence, self-confidence, initiative, sense of humor, drive, honesty, integrity, internal locus of control, achievement motivation, extroversion, and cognitive ability= must be in combos to be predictive

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19
Q

leaders are better adjusted psychologically than nonleaders

A

t but , many leaders (such as Adolf Hitler, Mussolini, and Stalin) showed signs of being emotionally disturbed.

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20
Q

Clusters of traits may matter, however, only when they fit with …

A

the specific demands of the group, organization, or society.

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21
Q

Regardless of a person’s specific traits, however, the best predictor of leadership …

A

success is prior success in leadership roles

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22
Q

Perhaps the safest conclusion to draw from the trait studies of leadership is that individuals who have the energy, drive, self-confidence, and determination to succeed will become leaders because …

A

they work hard to get leadership positions.

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23
Q

problem with trait theories of leadership?

A

focus on men, many trait interactions, traits are flexible not static

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24
Q

2 major traits of focus in some leaders

A

charisma and Machiavellianism

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25
Q

an extraordinary power, as of working miracles:T

A

charisma

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26
Q

what is charisma

A

an extraordinary power, as of working miracles

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27
Q

2 ways leaders can be charismatic?

A

Sometimes charismatic leaders seem to inspire their followers to love and be passionately devoted to them. Other times charismatic leaders offer their followers the promise

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28
Q

2 abilities of charismatic leaders?

A

has (a) the ability to communicate an extraordinary power or vision to others or (b) unusual powers of practical leadership that enable the leader to achieve goals that alleviate followers’ distress.

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29
Q

3 belies of machiavellian leaders

A

(a) people are basically weak, fallible, and gullible, and not particularly trustworthy; (b) others are impersonal objects; and (c) one should manipulate others whenever it is necessary to achieve one’s own ends.

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30
Q

4 characteristics of mach leaders

A

1 not emotionally involved in their relationships

  1. not concerned with morality
  2. Because successful manipulation of followers depends on an accurate perception of their needs and of reality in general, they are not psychologically pathological.
  3. a low degree of ideological commitment.
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31
Q

2 objections to trait approach to leadership

A

One defines leadership as a relationship existing between leaders and followers—no followers, no leader. A second objection views leadership as being determined by social forces, social movements, and changing social values
sheer chance often makes leaders

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32
Q

Perhaps the question is not whether individual traits determine leader effectiveness. A more appropriate question is, …

A

“Under what conditions will individual traits influence leader effectiveness?”

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33
Q

what the difference between substance and style

A

Style refers to the way in which something is said or done

substance of the statements and actions

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34
Q

he style with which an action is executed can carry as many messages as does the substance of the action itself

A

t

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35
Q

Three main styles of leadership have been identified: …

A

autocratic, democratic, and laissez-faire

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36
Q

T: dictate orders and determine all policy without involving group members in decision making

A

autocratic

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37
Q

T: set policies through group discussion and decision making, encouraging and helping group members to interact, requesting the cooperation of others, and being considerate of members’ feelings and needs.

A

democratic

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38
Q

T: do not participate at all in their group’s decision-making processes.

A

laissez faire

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39
Q

Aggressive acts were more frequent under what leadership

A

autocratic and laissez-faire leaders than they were under a democratic leader (more satisfaction)

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40
Q

Person-oriented styles of leadership are consistently related to productivity.

A

f not

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41
Q

Among the work-oriented leadership styles, socially distant, directive, and structured leader behaviors that tend to maintain role differentiation and let members know what to expect are consistently related to group productivity.

A

t

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42
Q

what’s the difference from work and person oriented leadership styles

A

?

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43
Q

Among the person-oriented leadership styles, only those providing for … in decision making and showing concern for members’ welfare and comfort are consistently related to group cohesiveness.

A

member participation

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44
Q

Among the …leadership styles, only the structuring of member expectations is related uniformly to group cohesiveness.

A

work-oriented

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45
Q

All of the person-oriented leadership styles tend to be related to member satisfaction.

A

t

46
Q

Only the structuring of member expectations is related positively to … among the work-oriented leadership styles.

A

member satisfaction

47
Q

the most effective style of leadership is showing concern for the well-being and contributions of group members while at the same time … by clearly defining one’s role as a leader and what one expects from the other members.

A

initiating group structure

48
Q

Two major shortcomings of the style approach to leadership are…

A

different styles are effective under different conditions, and an unlimited number of styles may be identified

49
Q

when is auto style best

A

uch as when an urgent decision has to be made

50
Q

is lazzi e faire ever best?

A

such as when the group is committed to a decision, has the resources to implement it, and needs a minimum of interference to work effectively

51
Q

Because different leadership styles are required in different situations, even with the same group, the attention of many social scientists has moved to …

A

situational approaches to leadership

52
Q

… implies that different leaders can behave in their own quite idiosyncratic and unique ways and still achieve the same outcome.

A

Equifinality

53
Q

what are the strengths and weaknesses of 3 leadership styles?

A

?

54
Q

Leadership is influencing other …

A

group members

55
Q

An influence approach to leadership claims you need … for leader

A

followers

56
Q

Influence over others is purchased at the price of allowing oneself to be influenced by others how does this operate in influence approach

A

The leader receives status, recognition, esteem, and other reinforcement for contributing his or her resources to the accomplishment of the group’s goals. The followers obtain the leader’s resources and ability to structure the group’s activities toward the attainment of a goal. The leader provides structure, direction, and resources. The followers provide deference and reinforcement.

57
Q

The success or failure of the group does not seem to affect a leader’s ability to influence, nor does approval of him or her by subordinates.

A

t

58
Q

The influence of leaders is directed toward …

A

persuading group members to cooperate in setting and achieving goals.

59
Q

strengths and weaknesses of influence theory of leadership

A

?

60
Q

posits that a person becomes a leader when he or she is put in a position of authority:T

A

role position approach to leadership

61
Q

T: is legitimate power assigned to a particular position to ensure that individuals in subordinate positions meet the requirements of their organizational roles

A

authority

62
Q

what is authority

A

is legitimate power assigned to a particular position to ensure that individuals in subordinate positions meet the requirements of their organizational roles

63
Q

if you are low in a heirarchy who is your leader

A

the person who is directly above you in the authority hierarchy is your leader.

64
Q

few leaders in an authority hierarchy who do not also have a boss

A

t

65
Q

3 problems with role approach to leadership

A

(a) Individuals are appointed to high-authority positions for a variety of reasons, not all of which have to do with leadership ability. (b) The theory does not explain how the leader can engage in nonleadership behaviors and how the subordinates can engage in leadership actions. Not all of the appointed leader’s actions are leadership behavior. In addition, subordinates can provide leadership. (c) The role behavior of subordinates is influenced by outsiders who have no direct authority over them.

66
Q

If one wants to know who is likely to occupy a position of formal leadership, the place to look is …

A

the opportunity structure of the society. As is frequently noted, if you want to be king, your best bet is to be the son of a king or queen.

67
Q

leadership is provided by group members varying their behavior to provide the actions a group needs at that specific time:T

A

situational theories

68
Q

4 situational theories of leadership

A

the distributed-actions ­theory, Bales’s interaction-process analysis, Fiedler’s contingency theory, and Hersey and Blanchard’s situational theory.

69
Q

T: emphasizes that certain functions need to be provided if a group is to achieve its goals and maintain effective working relationships among members

A

distributed actions theory of leadership

70
Q

what is a function

A

an action that must take place for a group to be effective

71
Q

To help reach group goals, members must engage in the … of contributing, asking for, summarizing, and coordinating information; structuring and directing the group’s efforts; and providing the energy to motivate members

A

goal-leadership actions

72
Q

group members must engage in the … of listening carefully and respectfully to one another, encouraging the participation of all members, facilitating communication, relieving tension, assessing the emotional climate of the group, and discussing how the group’s work can be improved.

A

relationship–leadership actions

73
Q

any member provides leadership , how and when ?

A

when he or she engages in an action that helps the group complete its goals and maintain effective working relationships, or arranges for someone else to engage in the needed functions= is specific to the situation

74
Q

Responsibility for providing leadership needs to be distributed among all group members for at three reasons

A

First, if members do not participate, then their ideas, skills, and information are not being utilized. This reduces the group’s effectiveness. Second, members who participate become more committed to the group than do members who remain silent. Third, unequal patterns of participation can create relationship problems in the group as active members often become worried about or annoyed by the silent members and view them as unconcerned about goal achievement.

75
Q

Leaders are also followers, and followers also exhibit leadership what theory supports this

A

distributed actions theory

76
Q

the …theory of leadership is one of the most concrete and direct approaches available for improving your leadership skills

A

distributed-actions

77
Q

criticism of distributed actions model

A

There are so many different actions members can take to help in achieving goals and maintaining relationships that specific ones are hard to pin down.
it is unclear whether this view of leadership is useful in understanding the leadership of larger and more complex entities, such as organizations and nations.

78
Q

If you put five strangers together and assign them a task that requires them to cooperate, something quite remarkable but very predictable happens: …

A

The social interaction among them becomes patterned, and a leadership structure emerges.

79
Q

what is this role called that includes behaviors oriented primarily to task achievement (such as directing, summarizing, and providing ideas).

A

task leadership role (Bales’s Interaction-Process Analysis)

80
Q

what is this role that includes behaviors oriented primarily to the expressive, interpersonal affairs of the group (such as alleviating frustrations, resolving tensions, and mediating conflicts).

A

social emotional leadership (Bales’s Interaction-Process Analysis)

81
Q

5 steps in Bales interaction process

A

When a group has a task to complete, its members engage in task-related behaviors on an unequal basis.
The members who are high on task behaviors tend to create some tension and hostility on the part of members who are less committed to the task.
There is a need for actions that help maintain effective working relationships among members.
Social-emotional actions are engaged in by members other than those high on task actions.
These differentiated roles (task and social-emotional) are stabilized and synchronized as the task and social-emotional leaders reinforce and support each other.

82
Q

how often are opinions and info offered vs asked for

A

Opinions and information are much more often volunteered (46% of all participant behaviors observed) than asked for (7%)

83
Q

positive emotions are expressed 2 times as often as negative ones

A

t

84
Q

Problem-solving groups tend to progress through three stages

A

orientation (What is the problem?), evaluation (How do we feel about it?), and control (What should we do about it?).

85
Q

when in the 3 stages of problem solving groups are emotions expressed more

A

As the discussion moves from the intellectual examination of the problem (the orientation phase) to evaluation and decision (the control phase), emotions are expressed more often.

86
Q

review figure 5.3

A

.

87
Q

what was new about Fiedler’s Contingency Theory of Leadership

A

first psychologist to present a model of leadership that dealt with both leader orientation and situational variables.

88
Q

… models of leadership assume that there is an interaction between a leader’s traits and the current situation

A

Contingency

89
Q

how did Fiedler define a leaders effectiveness

A

Fiedler defined a leader’s effectiveness in terms of the group’s performance in achieving its goals

90
Q

He identified three key situational conditions in a group—…3—that determine which type of leadership is most beneficial for the group

A

leader–member relations, task clarity, and leader powe

91
Q

Fiedler divided leaders into those who were …2 , arguing that orientations were rather enduring characteristics not subject to change or adaptation (i.e., traits)

A

task-oriented and those who were maintenance-oriented (both equally effective)

92
Q

A task-oriented leader is effective under two sets of conditions. what are they

A
  1. he or she is on good terms with the group members, the task is clearly structured, and the leader has a position of high authority and power
  2. is on poor terms with group members, the task is ambiguous, and the leader has low authority and power. The leader’s effectiveness then depends on taking responsibility for making decisions and directing group members.
93
Q

the maintenance-oriented leader who emphasizes … in decision making tends to be more effective.

A

member participation

94
Q

problem with fielders theory?

A

?

95
Q

weaknesses of contingency models?

A

Contingency models tend to become more and more complex as research identifies more and more potential moderators between personal and situations attributes.= less practical

96
Q

weaknesses of contingency models?

A

Contingency models tend to become more and more complex as research identifies more and more potential moderators between personal and situations attributes.= less practical

97
Q

difference between leader and manager

A

Leaders take us on journeys to places we have never been before. Managers tend to handle the status quo

98
Q

Leading an organization involves five steps

A

Challenging the status quo of the traditional competitive and individualistic models of management.
Inspiring a clear mutual vision of what the organization should and could be, a clear mission that all members are committed to achieving, and a set of goals that guide members’ efforts.
Empowering members through teams. Being part of a team empowers each member to accomplish things beyond his or her individual expertise, both technically and interpersonally.
Leading by example by modeling the behaviors the leader recommends to the members of the organization, including teamwork and taking risks to increase expertise.
Encouraging the hearts of members to persist and keep striving when work gets difficult.

99
Q

does status quo an leadership have the same goal

A

Both forces seek the same goal of team and organizational productivity, and both forces are needed

100
Q

who represents status quo

A

both status quo an leadership operate within each member

101
Q

leaders highlight that if members are not working to increase their expertise, they are..

A

losing their expertise

102
Q

T: is a process, not an end product. A person’s proficiency, adroitness, competence, and skill.

A

expertise

103
Q

tasks of organizational leadership?

A

challenge the status quo
creating a mutual vision
empower members through teams
leading by example

104
Q

4 steps to creating a mutual vision

A

Have a vision/dream of what the organization could be.
Communicate that vision with commitment and enthusiasm.
Make it a shared vision that staff members adopt as their own.
Make it a rational vision based on theory and research and sound implementation procedures.

105
Q

A person with no followers is not a leader

A

t

106
Q

You cannot command commitment, you can only ..

A

inspire it

107
Q

The one-word test to detect whether someone is on the road to becoming a leader is …

A

we

108
Q

Members become exhausted, frustrated, and disenchanted. They often are tempted to give up how can this be counteracted 2

A

Leaders inspire staff members by giving them the courage and hope to continue the quest by:

Recognizing individual contributions to the common vision.
Celebrating individual and joint accomplishments frequently.

109
Q

To give individual recognition and have a group celebration requires a … structure

A

cooperative organizational

110
Q

5 things that will make you a bad leader

A

Be absent from group meetings as frequently as possible.
When you do attend, contribute nothing.
If you do participate, come on strong early in the discussion. Demonstrate your knowledge of everything, including your extensive vocabulary of big words and technical jargon.
Indicate that you will do only what you have to and nothing more.
Read the paper or knit during meetings.

111
Q

read summary

A

…

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