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Group Dynamics short > Chapter 9 > Flashcards

Chapter 9 Flashcards

1
Q

Leadership processes:

A
  • Bidirectional process: leader influences follower, but also the other way around.
  • Transactional process: leaders and followers exchange time, energy, and skill to increase
    joint rewards.
  • Transformational process: leaders change group members through motivation, confidence,
    and satisfaction.
  • Cooperative process: leader is accepted by followers as leader and followers follow leader.
  • Adaptive & goal-seeking process: leader organizes and motivates group members’ attempts
    to attain personal and group goals.
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2
Q

Sorts of leadership:

A
  • Task leadership = promoting all actions that are focused on task completion.

-Relationship leadership = promoting all actions that are focused on interpersonal
relationships inside the group.

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3
Q

Task leadership

A

promoting all actions that are focused on task completion.

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4
Q

Relationship leadership

A

promoting all actions that are focused on interpersonal

relationships inside the group.

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5
Q

Reason that a leader emerges:

A

Trait approach

Situationism

Interactional approach

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6
Q

Trait approach

A

leader emerges because of certain traits he possesses.

  • Carlyle: great leader theory = successful leaders possess certain characteristics that
    mark them for greatness.
  • All trait cluster in the five-factor model of personality are related to leadership
    emergence and effectiveness: extroversion, consciousness, openness, emotional
    stability, and acceptance.
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7
Q

Situationism

A

situation determines who becomes leader.

  • Tolstoy: Zeitgeist theory = history is determined primarily by the “spirit of times”
    rather than by the actions and choices of great leaders.
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8
Q

Interactional approach

A

both traits and situation are of influence of who becomes leader.

  • Reciprocal relationships = base predictions of leadership on bidirectional
    relationships among leader, followers, and the nature of the group situation.
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9
Q

great leader theory

A

successful leaders possess certain characteristics that

mark them for greatness.

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10
Q

Zeitgeist theory

A

history is determined primarily by the “spirit of times”

rather than by the actions and choices of great leaders.

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11
Q

Reciprocal relationships

A

base predictions of leadership on bidirectional

relationships among leader, followers, and the nature of the group situation.

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12
Q

Competencies associated with leadership emergence:

A
  1. Intelligence: groups prefer leaders who are somewhat more intelligent than the average group
    member.
  2. Emotional intelligence: must have knowledge about emotions and how to deal with them.
  3. Practical intelligence: large amount of knowledge and expertise about tasks.
    - The babble effect = group members who talk at a high rate in the group are tended to emerge as group leaders, even if the shared information is of low quality.
    - Leadership emergence associated with demographic variables: (1) Leaders tend to be older,
    taller, and heavier than the average group member, and (2) Ethnic minorities and women are
    less likely to be selected as group leaders.
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13
Q

The babble effect

A

group members who talk at a high rate in the group are tended to emerge as group leaders, even if the shared information is of low quality.

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14
Q

Theories about the emergence of leadership:

A
  1. Lord: implicit leadership theory
  2. Hogg: social identity theory
  3. Eagly: social role theory
  4. Terror management theory
  5. Evolutionary theory
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15
Q

Lord: implicit leadership theory

A

individuals’ beliefs about what qualities they expect in a
leader influence their perceptual and cognitive reactions to leaders and potential leaders.

-Can cause Warren Harding effect = thinking someone is suited, even though he
isn’t.

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16
Q

Hogg: social identity theory

A

we choose a leader that shares the same social identity.

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17
Q

Eagly: social role theory

A

stereotypes of sex roles and leadership roles can create negative expectations for women leaders.

18
Q

Terror management theory

A

individuals have a deep-seated need for leaders, especially in times of crisis, when mortality is very noticeable.

19
Q

Evolutionary theory

A

leadership is an evolutionary adaption that improves the fitness of
both leaders and followers.

20
Q

Warren Harding effect

A

thinking someone is suited to lead, even though he

isn’t.

21
Q

Fiedler: contingency theory

A

leadership effectiveness is determined by: (1) The leader’s motivational style (task motivated / relationship motivated), and (2) The favourability of the
situation (determined by leader-member relations, task structure, and leader’s power)

22
Q

Least Preferred Co-Worker (LPC) Scale

A

measures the degree of a leader being task
motivated or relationship motivated > High score = relation motivated, Low score = task motivated.
- Task motivated (low-LPC): leader will be most effective in situations that are
either extremely unfavourable or extremely favourable.
- Relationship motivated (high-LPC): leader will be most effective in
intermediate situations.

23
Q

Leadership style theorists: effectiveness depends on the leader’s task and relationship
behaviors:

A

-Blake & Mouton: The Leadership Grid = people vary in their concern for results and
their concern for people and that individuals who are high on both dimensions (9,9)
are the best leaders.

  • Hersey & Blanchard: Situational leadership theory = groups benefit from leadership
    that meshes with the developmental state of the group.
24
Q

Blake & Mouton: The Leadership Grid

A

people vary in their concern for results and
their concern for people and that individuals who are high on both dimensions (9,9)
are the best leaders.

25
Q

Hersey & Blanchard: Situational leadership theory

A

groups benefit from leadership

that meshes with the developmental state of the group.

26
Q

Leader-member exchange theory (LMX)

A

dyadic relationships linking the leader to each
member of the group. In many cases, two subgroups of linkages (inner group and outer
group) exist due to the leader favouring certain members.

27
Q

Participation theories

A

suggest that leadership should be distributed throughout the group
rather than concentrated on a single individual.Lewin-

28
Q

Lippitt-White study

A

investigates effects of leadership styles.
Three types:
1. Autocratic leader: leader takes no input from members in making decisions.

  1. Democratic leader: leader listens to input from members.
  2. Laissez-faire leader: provides group only with technical information, rarely intervenes in group activities (no supervision).
29
Q

Autocratic leader

A

leader takes no input from members in making decisions.

30
Q

Democratic leader

A

leader listens to input from members.

31
Q

Laissez-faire leader

A

provides group only with technical information, rarely intervenes in group activities (no supervision).

32
Q

Kelly: theory of followership

A

followers vary along two dimensions: (1)
Active/passive, and (2) Independent/dependent. Five types of followers:

  1. Conformist followers: will conform/depend the leader to all costs, do not
    think on their own.
  2. Passive followers: will follow the lead of others, but without great
    commitment or enthusiasm, must be constantly monitored.
  3. Pragmatic followers: rank-and-file members; are not clearly active,
    passive, conforming, or independent, but make up the group’s basic
    workforce.
  4. Alienated followers: not committed to group or its goals, independence
    is important, often think that they would be the rightful leader of the
    group.
  5. Exemplary followers: actively engaged, but do think critically on their
    own.
33
Q

Transformational theories

A

Transformational leadership: charismatic leaders promote

change

34
Q

Burns: four components of transformational leadership

A
  1. Idealized influence: emphasize commitment and trust, emphasize the
    importance of purpose and ethical consequences of decisions.
  2. Inspirational motivation: emphasize vision of the future, are optimistic, and
    encourage followers for what needs to be done.
  3. Intellectual stimulation: questioning old assumptions, traditions, and beliefs.
    Stimulate creativity and the expression of ideas and reasons.
  4. Individualized consideration: dealing with others as individuals; considering
    individuals needs. Listening attentively and furthering individual members’
    development.
35
Q

Avoidant/passive leadership

A

two components:
- Passive management by exception = being uninvolved in the group activity until
serious problems occur.

  • Laissez-faire = do not accept responsibility for leadership role; often absent when
    needed, ignoring their followers’ requests for help, not making their views and
    values known to others
36
Q

Passive management by exception

A

being uninvolved in the group activity until

serious problems occur.

37
Q

Laissez-fair leaders

A

do not accept responsibility for leadership role; often absent when
needed, ignoring their followers’ requests for help, not making their views and
values known to others

38
Q

Transactional leadership

A

Contingent rewards = providing rewards to followers contingent on performance,
recognizing achievements, and providing direction and positive feedback.

Management by exception (active) = supervising followers’ performances and
intervening if they detect failures to reach goals or maintain standards.

39
Q

Contingent rewards

A

providing rewards to followers contingent on performance,

recognizing achievements, and providing direction and positive feedback.

40
Q

Management by exception (active)

A

supervising followers’ performances and

intervening if they detect failures to reach goals or maintain standards.

Group Dynamics short (14 decks)

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