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Human Resource Management (2nd Year) Midterm > CHapter 9: Leadership > Flashcards

CHapter 9: Leadership Flashcards

1
Q

Leadership

A

The
influence that particular
individuals exert on the goal
achievement of others in an
organizational context.

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2
Q

Strategic Leadership

A

Leadership that involves
the ability to anticipate,
envision, maintain flexibility,
think strategically, and
work with others to initiate
changes that will create
a viable future for the
organization.

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3
Q

How do strategic leaders provide competitive advantage?

A

by helping their organizations compete in turbulent and unpredictable
environments and by exploiting growth opportunities.

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4
Q

Individual with titles such as manager, occupy…

A

formal or assigned leadership roles.

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5
Q

Emergent Leadership

A

The
degree to which an
individual with no formal
status or authority is
perceived by one or more
team members as exhibiting
leaderlike influence.

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6
Q

Shared leadership

A

An
emergent and dynamic
team phenomenon whereby
leadership roles and
influence are distributed
among team members.

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7
Q

The more leadership is shared in a team…

A

The better its performance

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8
Q

Since informal leaders do not have formal authority, they must rely on being…

A

well liked or being perceived as highly skilled to exert
inf luence.

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9
Q

Trait theory of leadership.

A

Leadership depends on the
personal qualities or traits of
the leader.

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10
Q

Traits

A

Individual
characteristics such
as physical attributes,
intellectual ability, and
personality.

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11
Q

Research has shown that many traits..

A

many traits are not associated with whether people become leaders or
how effective they are as leaders.

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12
Q

From the big five dimension, what are the most consistent predictor of leadership effectiveness?

A

Extraversion & Conscientiounsness

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13
Q

Narcissism

A

A personality
trait that combines
grandiosity, attention
seeking, an unrealistically
inflated self-view, a need
for that self-view to be
continuously reinforced
through self-regulation, and
a general lack of regard for
others.

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14
Q

Motivation to Lead (MTL)

A

The desire to attain
leadership roles and to
expand effort to fulfill leader
role requirements.

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15
Q

Narcissism seems to be associated with…

A

extreme variations in leader behaviour that tend to result in greater performance volatility.
Thus, CEO narcissism can have both beneficial and detrimental effects on organizations.

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16
Q

Leadership Categorization Theory

A

People are more
likely to view somebody as
a leader and to evaluate
them as a more effective
leader when they possess
prototypical characteristics
of leadership.

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17
Q

The most crucial problem of the trait approach to leadership is…

A

its failure to
consider the situation in which leadership occurs. Intuitively, it seems reasonable that top
executives and first-level supervisors might require different traits to be successful. Similarly,
physical capabilities might be useful in directing a logging crew but irrelevant to managing
a team of scientists.

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18
Q

One general limitation of the trait approach…

A

The trait approach is mainly concerned with what leaders bring to a group setting. The
limitations of this approach gradually promoted an interest in what leaders do in group settings.

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19
Q

Consideration - Leader Behaviour

A

The
extent to which a leader is
approachable and shows
personal concern and
respect for employees.

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20
Q

Initiating structure - Leader Behaviour

A

The
degree to which a leader
concentrates on group goal
attainment.

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21
Q

Consideration tends to be more strongly related to…

A

follower satisfaction (leader satisfaction and job satisfaction), motivation, and
leader effectiveness.

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22
Q

Initiating structure is slightly more strongly related to…

A

leader job
performance and group performance.

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23
Q

Leader reward behaviour

A

The leader’s use of
compliments, tangible
benefits, and deserved
special treatment.

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24
Q

Contingent reward behaviour

A

Rewarding
employees for meeting
performance goals and
expectations.

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25
Q

Leader punishment behaviour

A

The leader’s
use of reprimands
or unfavourable task
assignments and the active
withholding of rewards.

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26
Q

Contingent reward behaviour is positively related to…

A

employees’ perceptions (e.g., trust
in supervisor), attitudes (e.g., job satisfaction and organizational commitment), and behaviour
(e.g., effort, performance, and organizational citizenship behaviour).

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27
Q

Contingent leader punishment is related to more…

A

favourable employee perceptions,
attitudes, and behaviour

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28
Q

Non-contingent punishment behaviour is related to…

A

unfavourable outcomes.

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29
Q

The relationships of leader reward and punishment behaviour is much stronger when…

A

rewards and punishment are
made contingent on employee behaviour, which means that the manner in which leaders
administer rewards and punishment is a critical determinant of their effectiveness.

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30
Q

Leader reward and punishment behaviour leads to…

A

more positive perceptions of justice and lower
role ambiguity.

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31
Q

Fiedler’s contingency theory

A

Fred Fiedler’s theory that states
that the association between
leadership orientation
and group effectiveness
is contingent on how
favourable the situation is
for exerting influence.

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32
Q

Least preferred co-worker

A

A current or
past co-worker with whom
a leader has had a difficult
time accomplishing a task.

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33
Q

A leader who describes the LPC favourably can be considered…

A

relationship oriented

34
Q

A leader who describes the LPC unfavourably can be considered…

A

task oriented

35
Q

House’s Path-Goal Theory

A

A
situational theory of
leadership that is concerned
with the situations under
which various leader
behaviours (directive,
supportive, participative,
achievement oriented) are
most effective.

36
Q

4 types of leader behaviour, Path-Goal Theory

A

1) Directive Behaviour
2) Supportive Behaviour
3) Participative Behaviour
4) Achievement-oriented behaviour

37
Q

Path-goal theory concerns itself with two primary classes of
situational factors, what is it?

A

employee characteristics and environmental factors

38
Q

Employees who are high need achievers (Chapter 5) should work well under…

A

achievement-oriented leadership

39
Q

Employees who prefer being told what to do should respond best to…

A

a directive
leadership style.

40
Q

When employees feel that they have rather low task abilities, they should appreciate…

A

directive leadership and coaching behaviour

41
Q

When tasks are clear and routine, employees should perceive directive leadership as…

A

a redundant and unnecessary imposition

42
Q

When tasks are challenging but ambiguous, employees should appreciate both…

A

directive and participative leadership

43
Q

Frustrating,
dissatisfying job should increase employee appreciation of…

A

supportive
behaviour.

44
Q

Participative leadership

A

Involving employees in
making work-related
decisions.

45
Q

Advantages of participative leadership

A

1) Motivation and Performance
2) Quality –> Empower employee to take direct actino
3) Acceptance –> Increase employee’s acceptance of decision

46
Q

Problems of Participative Leadership

A

1) Time & Energy
2) Loss of power
3) Lack of receptivity or knowledge

46
Q

Leader-member exchange (LMX) theory

A

A theory
of leadership that focuses
on the quality of the
relationship that develops
between a leader and an
employee.

47
Q

LMX Differentiation (LMXD)

A

The variability
in the quality of LMX
relationships between
members of the same
workgroup.

47
Q

The basis for the effects of LMX on employees is social exchange theory, what is it?

A

Individuals who are treated
favourably by others feel
obliged to reciprocate by
responding positively and
returning that favourable
treatment in some manner.

48
Q

Employees with higher-quality LMX have higher..

A

self-efficacy,
overall satisfaction, satisfaction with supervision, organizational commitment, organizational
citizenship behaviour (OCB), role clarity, job performance, creativity, and career
outcomes, and lower role conf lict, counterproductive performance, and turnover intentions.

49
Q

Transactional leadership

A

Leadership that is based on
a straightforward exchange
relationship between the
leader and the followers.

50
Q

Management by Exception

A

Leadership
that involves the leader
taking corrective action on
the basis of the results of
leader–follower transactions.

51
Q

Management by
exception–active
(MBEA)

A

Routinely
monitoring the behaviour
of followers and actively
searching for and correcting
deviations from the norm as
they happen.

52
Q

Management by
exception–passive
(MBEP).

A

Correcting
mistakes only after they
have occurred.

53
Q

Transformational
leadership.

A

Leadership
that provides followers with
a new vision that instills true
commitment.

54
Q

Behaviour of Transformational Leaders

A

1) Intellectual Stimulation
2) Individualized Consideration
3) Inspirational Motivation
4) Charisma

55
Q

What is Charisma?

A

The ability to
command strong loyalty
and devotion from followers
and thus have the potential
for strong influence among
them.

56
Q

Emergence of Charisma is…

A

a complex function of traits, behaviours,
and being in the right place at the right time.

57
Q

Charisma leadership has been found to be strongly related to…

A

follower satisfaction and leadership effectiveness

58
Q

Empowering leadership.

A

Implementing conditions
that enable power to be
shared with employees.

58
Q

Positive Leadership

A

Leadership that focuses
on leader behaviours and
interpersonal dynamics
that increase followers’
confidence and result in
positive outcomes beyond
task compliance.

59
Q

Empowering leadership provides employees with…

A

a greater feeling of control over their work
and a sense that they can make a difference in their organization’s effectiveness

60
Q

Ethical Leadership

A

The demonstration of
normatively appropriate
conduct through personal
actions and interpersonal
relationships, and the
promotion of such conduct
to followers through twoway
communication,
reinforcement, and decision
making.

61
Q

Ethical Organizational Climate

A

The shared
perceptions that employees
have about ethical policies,
practices, and procedures
in formal organizational
systems.

62
Q

Authentic Leadership

A

A positive form of leadership
that involves being true to
oneself.

63
Q

4 distinct behaviours of authentic leadership

A

1) Self-awareness
2) Relational Transparency
3) Balanced processing
4) Internalized moral perspective

64
Q

Servant Leadership

A

A
form of leadership that
involves going beyond
one’s own self-interests and
having a genuine concern
to serve others and a
motivation to lead.

64
Q

6 Key Characteristics of servant leadership

A

1) Empowering and developing people
2) Humility
3) Authenticity
4) Interpersonal acceptance
5) Providing direction
6) Stewardship

65
Q

Laissesz-faire leadership

A

A style of leadership that
involves the avoidance or
absence of leadership. (Negatively related to leader effectiveness)

66
Q

Women are perceived as more effective leaders in…

A

Middle management positions

67
Q

Glass Ceiling

A

An invisible
barrier that prevents women
from advancing to senior
leadership positions in
organizations.

67
Q

Role Congruity Theory

A

Prejudice against female
leaders is the result of an
incongruity between the
perceived characteristics of
women and the perceived
requirements of leadership
roles.

68
Q

Agentic Traits

A
  • Dedicated
  • Charismatic
  • Intelligent
  • Determined
  • Agressive
69
Q

Communal Traits

A
  • Caring
  • Sensitive
  • Honest
  • Understanding
  • Compassionate
70
Q

Implicit leadership theory

A

A theory that states
that individuals hold a set
of beliefs about the kinds
of attributes, personality
characteristics, skills, and
behaviours that contribute
to or impede outstanding
leadership.

71
Q

six global leadership dimensions for outstanding leadership…

A

1) Charismatic/Value-Based
2) Team-Oriented
3) Participative
4) Humane-Oriented
5) Autonomous
6) Self-Protective

72
Q

Global Leadership

A

A set
of leadership capabilities
required to function
effectively in different
cultures and the ability
to cross language, social,
economic, and political
borders.

73
Q

4 Characteristics of Global Leaders

A

1) Unbridled Inquisitiveness
2) Personal Character
3) Duality (local and global)
4) Savy

74
Q

What style of leadership is best?

A

depends on the situation

75
Q

3 Categories of how a leader influences followers…

A
  • Cognitive
  • Affective
  • Behavioural

Human Resource Management (2nd Year) Midterm (12 decks)

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