Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

Organizational Behaviour > Chapter 9 - Leadership > Flashcards

Chapter 9 - Leadership Flashcards

1
Q

What is leadership ?

A

The influence one exert on the goal achievement of others in an organizational environment.

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

When did trait theories start to be studied ?

A

1900s

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

What are traits ?

A

Individual characteristics : physical characteristics, intellectual ability, personality.

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

What are some traits linked to leadership ?

A
  • Emotional Intelligence
  • Extraversion
  • Agreeableness
  • Openness to experience
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

Give 3 limitations of the Trait Approach.

A
  • Does traits form leaders or is it the opportunity for leadership that creates the trait ?
  • How do leaders actually do to move groups ?
  • The situation is often overlooked.
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

What is emergent leadership ?

A

Behaviours in which certain group members exhibit that cause them to be leaders.

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

Give two types of emergent leaders

A

Task leader and Social-emotional leader

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

Give four “crucial beaviours” leaders engage in.

A
  • Consideration
  • Initiating Structure
  • Leader Reward
  • Punishment Behaviours
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

Describe consideration

A

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

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

Describe initiating structure

A

The extent to which the leader focuses on group goal achievement.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

What is the difference in impact between consideration and initiating structure ?

A

Consideration : follower satisfaction, motivation, leader effectniveness
IS : job and group performance

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

What determines using consideration or initiating structure ?

A

Characteristics of the task, the employee, and the setting in which the work is performed.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

What is contingent leader reward/punishement behaviour related to ? (3 levels)

A
  • employees’ perception
  • employees’ attitudes
  • employees’ behaviour
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

What does an organizational setting include ? (3 things)

A
  • characteristics of the employees
  • nature of the task
  • characteristics of the organization
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

Describe Fiedler’s Leadership Orientation in his Contingency Theory.

A

He measured leadership orientation by having leaders describe their Least Preferred Co-worker. This LPC scores reflects the leader’s motivational structure : high = relationship oriented; low = task oriented.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

Describe Situational Favourableness in the Contigency Theory.

A

Leader-member relations, task structure, and position power influence SF.

17
Q

Describe the Contigency Model.

A 
Low LPC (task orientation) : very favourable/unfavourable
High LPC (relationship orientation) : medium favourability
18
Q

What is House’s Path Goal Theory ?

A
  • Effective leaders form a connection between employee goals and the organization’s role
  • Leader’s behaviour must be perceived as immediatly/leading to a future satisfaction to provide leader acceptance and job satisfaction
19
Q

Give the 4 behaviours of the Path-Goal Theory.

A
  • Participative
  • Directive
  • Achievement-oriented
  • Supportive
20
Q

Describe a Directive leader

A

Schedule work, maintain performance sandards, let employees know what is expected of them. Best when tasks are complex/inexperience.

21
Q

Describe a Supportive leader

A

Friendly, approachable, good with interpersonal relationships. Best when tasks are repetitive/stressful.

22
Q

Describe a Particiative leader

A

Consult with employees about work-related matters and consider their opinion. Best when complex task and experienced team members.

23
Q

Describe an Achievement-oriented leader

A

Encourage employees to strive for a high level of goal accomplishement. Best when team members are unmotivated or unchallenged in their work.

24
Q

Describe the employee characteristic Situational Factor (Path-Goal Theory)

A

Different type of employees need or prefer different forms of leaderships.

25
Q

Describe the environment Situational Factor (Path-Goal Theory)

A

Each task requires a different approach. Effective leaders should take advantage of the motivating/satisfying aspects of jobs while compensationg demotivating job aspects.

26
Q

What is participative leadership ?

A

Involves individual employees or the entire group of employees reporting to the leader about work-related issues.

27
Q

Advantages of Participative leadership ? (3)

A
  • Motivation : increase
  • Quality : decisions/direct action to solve problems
  • Acceptance : decisions
28
Q

Problems with Participative leadership ? (3)

A
  • Time&Energy
  • Loss of Power
  • Lack of Reciptivity/Knowledge
29
Q

Three types of leader in the Situational Model of Participation

A
  • Autocratic
  • Collaborative
  • Consultative
30
Q

Autocratic leader

A

You make the decision and inform others about it.

31
Q

Consultative leader

A

You gather info from the team and others and make the decision.

32
Q

Collaborative leader

A

You and your team work together to reach a consensus.

33
Q

When does Participation work best ?

A
  • Employees feel favourably towards it
  • Employees are knowledgeable on the issue
  • Task is complex enough to make it useful
34
Q

What is Transactional leadership ?

A
  • Based on straightforward exchange between leader/followers

- Involves contingent reward behaviour and management by exception

35
Q

What is Transformational leadership ? List 4 qualities.

A
  • Focuses on motivating and engaging followers with a vision of the future
  • 4 qualities : Intellectual Stimulation, Individualized Consideratio, Inspirational Motivation, Charisma
36
Q

Describe Intellectual Stimulation.

A

People are stimulated to think about problems and strategies in new ways.

37
Q

Describe Individualized Consideration.

A

Treating people as distinct individuals, showing concern for their personal development, and serving as a mentor.

38
Q

Describe Inspirational Motivation.

A

Communication of visions that are appealing/inspiring to followers, stimulates enthusiasm, challenges followers with high standards, and provides meaning for the task at hand.

39
Q

Describe Charisma.

A

Emotional aspect of the leadership, personnal qualities that gives the ability to exert influence over others.

Organizational Behaviour (4 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions