Chapter 7 Leadership

Question 1

• is a complex process of exerting social influence on other people to maximize their efforts to achieve a particular goal or objective or to accomplish a mission or task. It is a product not of authority or power but of social influence. Leadership does not entail position or title since a leader can lead others who are not necessarily.

Answer 1

Leadership

Question 2

In this approach, all leaders have certain characteristics which distinguish them from non-leaders (Hollander & Offermann, 1990).

Answer 2

Trait Approach

Question 3

:
physical features (height, appearance, age, and body built) ability (intelligence, knowledge, and fluency of speech) personality traits [dominance, emotional control, expressiveness, and introversion-extraversion]

Answer 3

The three major characteristics are the following (Bryman, 1992)

Question 4

There is the assumption that leaders are born with innate qualities; they are destined to lead.
The famous historian, Thomas Carlyle was deeply involved in the Great Man theory of leadership in the 19th century.
The theory was formulated by analyzing the behavior of men especially those in the military. As the name of the theory implies, women were not considered then and the theory was exclusively applicable to men, thus the title great man (Leadership Central, 2014).

Answer 4

Great man Theory

Question 5

The positive virtues of human attributes and the characteristics of leadership are central to this theory. The search for leaders based on key characteristics and attributes is in line with the belief that leaders can be selected and installed into leadership position. The trait theory is still used in the military establishment (Stogdill, 1974)

Answer 5

Trait Theory

Question 6

This approach focuses on leadership behavior. The effectiveness of leaders depends on the acquired patterns of behavior which can be learned (Bryman, 1992).
• The Ohio State University (1945, in Fleshman & Harris, 1962) identified two leadership dimensions: consideration and initiating structure. The University of Michigan, however, proposed three types of leadership behavior: task oriented behavior, relationship oriented behavior, and participative leadership (leishman & Harris, 1962).

Answer 6

Leadership Style Approach

Question 7

• One of the famous behaviorist is Douglas McGregor’s Theory X-
Theory Y.
posits that managers believe that workers inherently dislike work and will avoid it as much as possible. Therefore, they must be forced to work. This is done by threatening, coerning, and punishing to get effort required of them to do the task

Answer 7

Theory X

Question 8

on the other hand, is the exact opposite. Workers possess the initiative to work; hence; they perform without coercion or force.
They even have the capacity to innovate on the job.

Answer 8

• Theory Y

Question 9

Another theory under the leadership style approach was developed by Robert Blake and Jane Mouton. They conceptualized the Leadership Grid.
The theory focuses on task and employee orientations of managers and the combination of concerns between the two extremes.
The Horizontal Axis refers to concern for production
The Vertical Axis deals with concern for people

Answer 9

Leadership Grid

Question 10

The Levels of Strength on Concern for People and Concern for Production

(high task; low relationship) are very task- oriented and push their people too hard for them to work. There is no opportunity to cooperate or collaborate with one another,

Answer 10

• Authoritarian leaders

Question 11

The Levels of Strength on Concern for People and Concern for Production

(low task; high relationship). These leaders use reward power to maintain discipline and motivate their subordinates.

Answer 11

Country club leaders

Question 12

The Levels of Strength on Concern for People and Concern for Production

(low task; high relationship). These leaders use reward power to maintain discipline and motivate their subordinates.

Answer 12

Country club leaders

Question 13

The Levels of Strength on Concern for People and Concern for Production

(low task; low relationship). Impoverished leaders delegate tasks and the leave the subordinates unsupervised

Answer 13

• Impoverished leaders

Question 14

The Levels of Strength on Concern for People and Concern for Production

(high task; high relationship). are role models. They encourage their members to reach their highest potential.

Answer 14

Team Leaders

Question 15

The Levels of Strength on Concern for People and Concern for Production

.
(medium task; medium relationship).
It seems acceptable but these leaders always want a compromise.
They put little concern for both production and people

Answer 15

Middle-of-the-road leaders

Question 16

allow participate to contribute to decision making.
The participants are subordinates, peer, superiors and other stakeholders.

Answer 16

Participative leaders

Question 17

do not consult their members. This is good for making quick decisions as team agreement is not necessary to have a successful outcome.

Answer 17

Autocratic Leaders

Question 18

, by contract, allow the team members to provide inputs before making a decisions. These leaders, however, encounter difficulty when member have varying and contracting inputs.

Answer 18

• Democratic Leaders

Question 19

do not interfere. They allow members to make most of the decisions

Answer 19

Laissez-faire leaders

Question 20

. Have a low concern for people.
He/She uses threats to achieve conformance. The flow of communication is usually downward.

Answer 20

• Exploitive Authoritative Leader

Question 21

. They uses rewards to encourage appropriate performance. However major decision are still centralized.

Answer 21

Benevolent Authoritative Leader

Question 22

maximizes the subordinates participation in decision- making
The leadership styles are believed

Answer 22

Participative Leader

Question 23

developed what is called the leadership continuum.

Answer 23

• Tannenbaum and Schmidt (1958)

Question 24

suggests that when one moves away from the extremely autocratic leadership, subordinate participation and involvement in decision making increased.

Answer 24

• Continuum

Question 25

leadership style arouse from the continuum

. A leader may take the decisions and relay them to his/her subordinates.

Answer 25

• Autocratic- telling-style

Question 26

. He/ She may likewise take the decision to the group without consultation but persuade them to believe that these will make more motivated.

Answer 26

Persuasive- selling style

Question 27

. The leader can also ask and confer with the group member before making decisions.

Answer 27

Consultative

Question 28

The leader may also lay down the problem to the members. He/She is not the decision maker. The decision will come out of the discussion with his/her member.

Answer 28

Democratic- joining style.

Question 29

, the leadership style depends on the situation. Some leader behaviors are effective in certain situations while others are not.

Answer 29

The contingency approaches

Question 30

Movation and actual effort spent.

Answer 30

Subordinate effort.

Question 31

. Followers know what to do and how to do it.

Answer 31

Subordinate ability and role clarity

Question 32

. The structure of work and utilization of resources.

Answer 32

• Organization of the work

Question 33

. The group’s working together.

Answer 33

Cooperation and cohesiveness

Question 34

. The availability of tools, materials and people.

Answer 34

Resource and support

Question 35

The need to collaborate with other groups.

Answer 35

External coordination.

Question 36

This theory is based on the direction and emotional support a leader provides to his/ her followers ( Blanchard, Johnson & Hersey, 2007)

Answer 36

Hersey Blanchard Leadership Theory

Question 37

. The leader assigns the duties and functions of members

Answer 37

Task Behavior

Question 38

The leader opens the lines of communication between him/her and the follower.

Answer 38

Relationship Behavior.

Question 39

This involves the willingness of the leader to take responsibility for directing or steering his/her people

Answer 39

Maturity.

Question 40

Four Leadership Styles

The leader gives directions and clear instructions.
Leadership style is good for followers who have a low readiness
level

Answer 40

DIRECTING

Question 41

Four Leadership Styles

• The leader is always open to two1 way communication;
  he/she motivates the employees.

Answer 41

COACHING

Question 42

Four Leadership Styles

• The leader and the followers support each other.
  There is active participation among followers who have moderate readiness level.

Answer 42

SUPPORTING

Question 43

Four Leadership Styles

The leader has followers who have a high readiness level.
The followers are competent and motivated to take the responsibility for accomplishing a particular task

Answer 43

DELEGATING -

Question 44

• describes the way a leader supports his/her followers in achieving their
goals.

Answer 44

Path Goal Theory of Leadership

Question 45

. Theorized by John Adair (1973) -this theory rests on the idea that a work is done through teamwork. The leader emphasizes any of three elements according to what the situation requires.

Answer 45

Action-centered leadership theory

Question 46

3 Elements

includes defining the work to be done, making pans, allocating resources, and assigning tasks, among others.

Answer 46

Task

Question 47

3 Elements

• entails duties such as maintaining discipline, building team spirit, and motivating members.

Answer 47

Team

Question 48

3 Elements

attending to personal problems, recognizing and using individual abilities, and developing group members

Answer 48

Individual -

Question 49

-A refinement of the situational leadership theory and focuses on a particular situation.

Answer 49

Fiedlers contingency theory

Question 50

-A refinement of the situational leadership theory and focuses on a particular situation.

-predicts the variables that identify the most effective leadership style to fit the given situation. Pieder’s contingency theory maintains that there is no one best leadership style (Piedler, 1967)

Answer 50

Fiedlers contingency theory

Question 51

The primary concept of transformational leadership is change. The theory holds that leaders are tasked to provide direction and implement changes through performance and attainment of goals (Bass, 1985).
• Burns (1978) sees the power of transforming leadership as more noble and different from charismatic leadership. He calls it “heroic” leadership and executive or business leadership. Surprisingly, most of the application of Burns’ work has been in these two types of leadership. Bernard Bass (1985), in his book Leadership and Performance Beyond Expectations, developed Burn’s concept of transforming leadership into transformational leadership in which the leader “transforms” the followers. The difference, however, is that the direction of influence to Bass is one-way while it is potentially a two-way process for Burns (Bass & Avolio, 1994)
Bass deals with the Transformational Style of Executive

Answer 51

Transformational Theory of Leadership

Question 52

Bonus

Answer 52

Bonus