Chapter 8

Question 1

Define managers (1)

Answer 1

• promote stability, implement vision and strategy provided by leaders, coordinate and staff organization, handle day to day operations

Question 2

Define leader (1)

Answer 2

• established by developing vision, align people by inspiring them to jump over hurdles

Question 3

Define trait theories (3)

Answer 3

• purpose that leaders have a set of particular traits that make them different from non leaders
• importance of emotional intelligence to be empathetic
• leaders like to be around others (extroverted), have commitment (conscientious), and are flexible and creative (openness)

Question 4

Define Peter principle (1)

Answer 4

• people are promoted in one’s job based on how well they did in another (not promoted if they can’t reach competence)

Question 5

Importance of the Big 5 (1)

Answer 5

• predicting the emergence of leaders than it is at distinguishing effective and ineffective leaders

Question 6

Define behavioural theories (1)

Answer 6

• purpose that particular behaviours make for a better leader

Question 7

Ohio state studies (2)

Answer 7

• instituting status: leaders likely to change their role or employees role to attained goal
• consideration: leader have relationship that is characterized by trust, respect, and feeling of others

Question 8

Michigan studies (2)

Answer 8

• task oriented leadership: emphasizes technical and task aspect of job
• employee oriented leadership: emphasizes interpersonal relationship

Question 9

Define contingency theories (1)

Answer 9

• purpose that the situation affects the leader

Question 10

Fiedler contingency model (2)

Answer 10

• purpose of effective group performance depends on the leadership style and situation that control by leaders
• least preferred co-worker: determine whether individuals are interested in task oriented or relationship oriented leaders

Question 11

Effect on leadership in contingency (3)

Answer 11

• member leader relation: relationship between members and leaders
• task structured: best at high (followers are easily influence) and low control, while relationship oriented leaders are best at moderate control (get things done)
• power position: fire, hire, promote, discipline, and increase salaries

Question 12

How to improve these three ways (2)

Answer 12

• change the situation to meet the leader

- change the leader to meet the situation

Question 13

Define situational leadership (1)

Answer 13

• leader act effectively according to how willing and able followers accomplish task (readiness)

Question 14

Four types of Hersey and Blanchard’s situational leadership (4)

Answer 14

• unable and unwilling: leader need to use specific and clear directions
• unable and willing: leaders need to direct high task oriented leadership to compensate for followers lack of ability and high relationship oriented leadership to get them do to what leaders desire
• able and unwilling: leader need to use supportive and participative style
• able and willing: leaders do not need to do much

Question 15

Define path goal theory (1)

Answer 15

• leaders assist followers to ensure that their individual goals are compatible with overall goal

Question 16

How to be effective in path goal theory (3)

Answer 16

• determine the outcome for subordinates reward
• reward individuals with desired reward
• make individuals know how to get the reward

Question 17

Path theory four leadership behaviours (5)

Answer 17

• directive leadership: ensure followers know what to do
• supportive leadership: concern with followers need
• participative leadership: consult followers before making decision
• achievement oriented leadership: set challenging goal and expect followers to perform
• leadership behaviours to environmental and subordinates result in outcome

Question 18

Two types of contingency that affect leadership (3)

Answer 18

• the environment: outside control of followers
• the variable: characteristic of followers
• leader must be flexible

Question 19

Disadvantage of situational theories (1)

Answer 19

• assume that leaders will give into the needs of followers wants

Question 20

Define substitute leadership (2)

Answer 20

• reduce leadership status and is dependent on the situation
• neutralizer: make it impossible for leadership behaviour to influence the difference in followers outcome

Question 21

Substitute and Neutralizer for leadership and its effect (3)

Answer 21

• characteristic of individuals: experience (task), professionalism (task/relationship), and indifference to reward (neutralizer)
• characteristic of job: highly structured task (task), intrinsically satisfy (relationship), provide own feedback (task)
• characteristic of organization: explicit formal goal (task), rigid rules (task), and cohesive group work (relationship)

Question 22

Define charismatic leadership - inspirational roles (2)

Answer 22

• leaders inspire followers to achieve goal through empowerment theories
• followers are receptive to leaders when there is an issue

Question 23

Key characteristics of charismatic leader (4)

Answer 23

• vision
• personal risk
• unconventional behaviour
• sensitivity to followers needs

Question 24

Disadvantage of charismatic leadership (2)

Answer 24

• self confidence is a liability to company

- level 5 leader: ambition toward the company rather then themselves

Question 25

Define transactional leader (2)

Answer 25

• leader to guide or motivate followers to establish goal by clarifying task
• liassez fair, management by exception, contingent reward (passive and ineffective)

Question 26

Define transformational leader (3)

Answer 26

• leaders who inspire follower to go beyond their way
• transformation build on transactional
• individualized consideration, intellectual stimulation, inspirational motivation, idealized influence (active and effective)

Question 27

Difference between charismatic and transformational leaders (2)

Answer 27

• charismatic: shows followers on how to view the world

- transformational: attempt to make followers leaders

Question 28

Contemporary leadership roles (non managers) (5)

Answer 28

• team leader
• self leadership
• online leadership
• leading without authority
• mentoring

Question 29

define mentoring and coaching (2)

Answer 29

• mentoring: senior employee support and sponsor less experience employees (long term emotional relationship)
• coach: task oriented and short term

Question 30

how to create a self leadership (5)

Answer 30

• make a self leader
• encourage self criticism
• encourage self reward
• encourage employee to make goal
• positive thought pattern

Question 31

Difference roles of team leaders (4)

Answer 31

• liaison with others: represent team to other constitution
• trouble shooter: employee understand more about the task than the leader
• conflict leader: disagreement happen, and leader resolve on how to process conflict
• coach: make sure there is effective group performance

Question 32

Define identification based trust (1)

Answer 32

• leader trust based on mutual understanding of each others intentions

Question 33

Define leading without authority (1)

Answer 33

• explicit behaviour while leading without any form of title

Question 34

Heifetz benefits (2)

Answer 34

• creative deviance

- focus on detail

Question 35

Define authentic leadership (2)

Answer 35

• charismatic and transformation have vision but those vision maybe wrong
• leader who know who they are, have a vision and are ethical

Question 36

Define moral leadership (2)

Answer 36

• ethical conduct of social critic

- leader who have moral standards and show importance to others rather then themselves

Question 37

Do men and women lead differently (3)

Answer 37

• women get backlash for adopting leadership style
• women adopt charismatic style
• men adopt more directive style