Chapter 9 LEADERSHIP

Question 1

What is leadership?

Answer 1

an influence process that guides others towards collective or personal goals.

This guidance requires the leader to: 
Direct 
coordinate 
motivate 
support 
unify

Question 2

T/F:

Leadership is more about the influence process than holding a certain position within a group

Answer 2

TRUE

Managers, supervisors, bosses may hold positions of authority but they are not always leaders

Leaders can emerge outside of formal positions of authority

Question 3

A Leader’s process of influence can be:

Answer 3

direct –> giving orders, instructions

subtle –> lead by example, guide by subtle changes to procedures, motivate rather than convince through logic.

Question 4

T/F:

Leadership is more often cooperative and consensual than coercive

Answer 4

TRUE

Although members can struggle against and complain about the quality of their leaders…

Members are more satisfied when the group has a leader

Members appreciate leader contributions

When dissatisfied - members seek better, rather than eliminate leaders

Question 5

T/F:

Leadership - when effective - is goal oriented

Answer 5

TRUE

Leaders organize and motivate members to achieve their personal and group goals.

Question 6

In sum..

What is leadership?

Answer 6

A cooperative/consensual process whereby the leader influences or guides (subtly/directly) followers towards certain goals.

Question 7

According to Zeitgeist theory.. when do leaders emerge?

TOLSTOY
emphasized situational vs. individual factors

Answer 7

leaders are more likely to emerge when:

Success is perceived as a possibility for the group

Group values rewards of success

Group effort rather than individual effort is required

Group faces stressful situation

More male vs female group members (more centralization occurs, in general)

Question 8

According to leadership substitutes theory: when are leaders needed less?

Answer 8

Certain factors can suppress the need for (substitutes) or interfere with effectiveness of (neutralizers) leader.

Question 9

In relation to leadership substitutes theory: what are substitutes?

Answer 9

experienced/ well trained members may not need leaders

Question 10

In relation to leadership substitutes theory: what are neutralizers

Answer 10

leaders may not be able to motivate workers to complete extremely boring and simple tasks.

Question 11

What is the great man theory?

Answer 11

** individual factors are also important

history is shaped by great individuals or heroes through their own personal or political skills

–> suggests the individuals characteristics are important

Question 12

If individual differences are important, and we know individual differences are inherited to some extent… can there be some genetic effects over shared environment or family effects?

Answer 12

ex. MZ twins should have more similar probabilities of becoming leaders than DZ

In a study by De Never et al, 24% of variability explained by genes

therefore.. leadership does run in the family.. in part because of shared genes.

Question 13

According to Reichard et all, personality at 19 predicts leadership position in workplace _____ years later

Answer 13

12

Question 14

According to personality meta aalysed from 73 studies in Judge et al… Which personality traits are most important?

Answer 14

conscientiousness, extraversion, agreeable, stability, openness

Question 15

What traits are included in the ‘dark triad’?

Forsyth

Answer 15

machiavellianism

narcissism

Psycopathy

Question 16

In relation to the dark triad, what is machiavellianism?

Answer 16

tendency to manipulate, deceive, and exploit others to achieve personal goals (r=.35 self, but not other)

Question 17

in relation to the dark triad, what is narcissism?

Answer 17

inflated self-worth and resistance to criticism (emergence: r=.16, explained by extraversion..
effectiveness: r=.03)

Question 18

In relation to the dark triad, what is psychopathy?

Answer 18

superficial charm, callous, low affect, impulsive.

emergence r=.07
effectiveness r=.04

Question 19

What is general intelligence in the emergence of a leader?

Answer 19

abstract thinking, abiliity to manipulate the environment, and foresight

emergence: r=.27
effectiveness: r=.27

Question 20

What is emotional intelligence, in the emergence of a leader?

Answer 20

ability to perceive, understand, manage, and know influence of others’/own emotions

emergence: r=.49
effectiveness: r=.38

Question 21

What two forms of intelligence did Sternberg seperate analytic IQ from?

Systems model of leadership

Answer 21

Practical

Creative

Question 22

In relation to Sternbergs systems model of leadership, what is practical intelligence?

Answer 22

street smarts,
APPLYING knowledge gained from experience to adapt to, alter, or change environments or situations and influencing/convincing others of decisions

Question 23

In relation to sternbergs systems model of leadership, what is creative intelligence/

Answer 23

ability to generate appropriate, novel, and quality ideas to achieve goals

** Creativity helps generate the ideas that practical intelligence can put into practice.

Question 24

In terms of looks, who will emerge as a leader?

Answer 24

Despite not sharing meaningful links with effectiveness…

a) Height, r=.30
b) physically fit
c) older

<1% of CEOs are under 40
81% of CEOS are 50 or older

Attractive: warren harding effect

Hair colour: brunette > blonde and red

%1 of CEOs of fortune 500 companies in the US were black

Sex-glass ceiling effect: woman

Question 25

in terms of the babble effect, who will emerge as a leader?

Answer 25

people who tend to talk more (vs. less) in groups are more influential

BUT quantity’s effect depends on quality, which may play more of a role

Question 26

What are implicit leadership theories?

Answer 26

we have implicit beliefs about traits we think (correctly/incorrectly) make a good leader, forming leader prototypes

Members compare perceptions of others to this prototypes when rating leader preferences

BUT, prototype can include irrelevant traits (skin colour, sex, height)

Question 27

What is social identity theory?

Answer 27

as identification with group increases, members prefer leaders best matching prototypical member of group.

This leads in in-group out-group biases and may explain reduced preference for minority group member

Question 28

According to social role theory.. who emerges as a leader?

Answer 28

a prototypical leader is often viewed as task, rather than relationship oriented

Question 29

T/F:

In relation to social role theory, sex stereotypes bias our beliefs about who can best fill this role

Answer 29

TRUE

Male stereotypes stress instrumental qualities: productivity, energy, and strength

female stereotypes stress expressive qualities: nurturance, emotionality, and warmth

Question 30

T/F:

80% of leadership behaviours can be captures by two broad dimensions

Answer 30

TRUE

Task leadership

Relationship leadership

Question 31

According to the leadership grid, what type of leadership is the best? (task, relationship_

Answer 31

leaders vary on both dimensions but high on both is best

BUT, likely dependent on developmental state of group (situational leadership theory)

Ex. inexperienced, new hires need more task leadership but experienced hires need less.

Question 32

What are the 3 different types of leadership decision making?

Answer 32

autocratic (sole decision maker)

democratic (more collaborative decision-making)

laissez-faire (little/no decision making, supervision, guidance) leadership

Data from boy hobby groups with confederate leader who was…

Unless you can make workers submissive or continuously monitor them –> democratic best

Question 33

According to the multifactor leadership questionnaire what are the 3 important leadership styles?

Answer 33

transactional

transformational

Avoidant/passive

Question 34

In relation to the multifactor leadership questionnaire, what is transactional leadership?

Answer 34

treat leadership as a transcation (perform these tasks and get this reward), define expectations, monitor and intervene when needed, give performance-contingent reward or praise.

Question 35

In relation to the multifactor leadership questionnaire, what is transformational leadership?

Answer 35

engaging leadership that boosts motivation and morality

Question 36

In relation to the multifactor leadership questionnaire, what is avoidant/passive leadership?

Answer 36

ignoring requests needs, only intervening for serious problems

Question 37

Which of the 3 leadership styles (multifactor leadership questionnaire) is most effective?

Answer 37

laissez-faire?