Brainscape's Knowledge GenomeTM


Top Flashcards (Certified)
All Flashcards

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.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

Individual with titles such as manager, occupy…

A

formal or assigned leadership roles.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

Shared leadership

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

The more leadership is shared in a team…

A

The better its performance

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

Trait theory of leadership.

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

Traits

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

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

A

Extraversion & Conscientiounsness

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

Motivation to Lead (MTL)

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

Consideration - Leader Behaviour

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

Initiating structure - Leader Behaviour

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

Consideration tends to be more strongly related to…

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

Initiating structure is slightly more strongly related to…

A

leader job
performance and group performance.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

Leader reward behaviour

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

Contingent reward behaviour

A

Rewarding
employees for meeting
performance goals and
expectations.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Leader punishment behaviour
The leader’s use of reprimands or unfavourable task assignments and the active withholding of rewards.
26
Contingent reward behaviour is positively related to...
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).
27
Contingent leader punishment is related to more...
favourable employee perceptions, attitudes, and behaviour
28
Non-contingent punishment behaviour is related to...
unfavourable outcomes.
29
The relationships of leader reward and punishment behaviour is much stronger when...
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.
30
Leader reward and punishment behaviour leads to...
more positive perceptions of justice and lower role ambiguity.
31
Fiedler's contingency theory
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.
32
Least preferred co-worker
A current or past co-worker with whom a leader has had a difficult time accomplishing a task.
33
A leader who describes the LPC favourably can be considered...
relationship oriented
34
A leader who describes the LPC unfavourably can be considered...
task oriented
35
House's Path-Goal Theory
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
4 types of leader behaviour, Path-Goal Theory
1) Directive Behaviour 2) Supportive Behaviour 3) Participative Behaviour 4) Achievement-oriented behaviour
37
Path-goal theory concerns itself with two primary classes of situational factors, what is it?
employee characteristics and environmental factors
38
Employees who are high need achievers (Chapter 5) should work well under...
achievement-oriented leadership
39
Employees who prefer being told what to do should respond best to...
a directive leadership style.
40
When employees feel that they have rather low task abilities, they should appreciate...
directive leadership and coaching behaviour
41
When tasks are clear and routine, employees should perceive directive leadership as...
a redundant and unnecessary imposition
42
When tasks are challenging but ambiguous, employees should appreciate both...
directive and participative leadership
43
Frustrating, dissatisfying job should increase employee appreciation of...
supportive behaviour.
44
Participative leadership
Involving employees in making work-related decisions.
45
Advantages of participative leadership
1) Motivation and Performance 2) Quality --> Empower employee to take direct actino 3) Acceptance --> Increase employee's acceptance of decision
46
Problems of Participative Leadership
1) Time & Energy 2) Loss of power 3) Lack of receptivity or knowledge
46
Leader-member exchange (LMX) theory
A theory of leadership that focuses on the quality of the relationship that develops between a leader and an employee.
47
LMX Differentiation (LMXD)
The variability in the quality of LMX relationships between members of the same workgroup.
47
The basis for the effects of LMX on employees is social exchange theory, what is it?
Individuals who are treated favourably by others feel obliged to reciprocate by responding positively and returning that favourable treatment in some manner.
48
Employees with higher-quality LMX have higher..
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
Transactional leadership
Leadership that is based on a straightforward exchange relationship between the leader and the followers.
50
Management by Exception
Leadership that involves the leader taking corrective action on the basis of the results of leader–follower transactions.
51
Management by exception–active (MBEA)
Routinely monitoring the behaviour of followers and actively searching for and correcting deviations from the norm as they happen.
52
Management by exception–passive (MBEP).
Correcting mistakes only after they have occurred.
53
Transformational leadership.
Leadership that provides followers with a new vision that instills true commitment.
54
Behaviour of Transformational Leaders
1) Intellectual Stimulation 2) Individualized Consideration 3) Inspirational Motivation 4) Charisma
55
What is Charisma?
The ability to command strong loyalty and devotion from followers and thus have the potential for strong influence among them.
56
Emergence of Charisma is...
a complex function of traits, behaviours, and being in the right place at the right time.
57
Charisma leadership has been found to be strongly related to...
follower satisfaction and leadership effectiveness
58
Empowering leadership.
Implementing conditions that enable power to be shared with employees.
58
Positive Leadership
Leadership that focuses on leader behaviours and interpersonal dynamics that increase followers’ confidence and result in positive outcomes beyond task compliance.
59
Empowering leadership provides employees with...
a greater feeling of control over their work and a sense that they can make a difference in their organization’s effectiveness
60
Ethical Leadership
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
Ethical Organizational Climate
The shared perceptions that employees have about ethical policies, practices, and procedures in formal organizational systems.
62
Authentic Leadership
A positive form of leadership that involves being true to oneself.
63
4 distinct behaviours of authentic leadership
1) Self-awareness 2) Relational Transparency 3) Balanced processing 4) Internalized moral perspective
64
Servant Leadership
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
6 Key Characteristics of servant leadership
1) Empowering and developing people 2) Humility 3) Authenticity 4) Interpersonal acceptance 5) Providing direction 6) Stewardship
65
Laissesz-faire leadership
A style of leadership that involves the avoidance or absence of leadership. (Negatively related to leader effectiveness)
66
Women are perceived as more effective leaders in...
Middle management positions
67
Glass Ceiling
An invisible barrier that prevents women from advancing to senior leadership positions in organizations.
67
Role Congruity Theory
Prejudice against female leaders is the result of an incongruity between the perceived characteristics of women and the perceived requirements of leadership roles.
68
Agentic Traits
- Dedicated - Charismatic - Intelligent - Determined - Agressive
69
Communal Traits
- Caring - Sensitive - Honest - Understanding - Compassionate
70
Implicit leadership theory
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
six global leadership dimensions for outstanding leadership...
1) Charismatic/Value-Based 2) Team-Oriented 3) Participative 4) Humane-Oriented 5) Autonomous 6) Self-Protective
72
Global Leadership
A set of leadership capabilities required to function effectively in different cultures and the ability to cross language, social, economic, and political borders.
73
4 Characteristics of Global Leaders
1) Unbridled Inquisitiveness 2) Personal Character 3) Duality (local and global) 4) Savy
74
What style of leadership is best?
depends on the situation
75
3 Categories of how a leader influences followers...
- Cognitive - Affective - Behavioural

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

Brainscape helps you reach your goals faster, through stronger study habits.
© 2025 Bold Learning Solutions. Terms and Conditions