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comm 222: organizational behavior > 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

​leadership ​is about motivating people & gaining their commitment

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2
Q

what does effective leadership do?

A

exerts influence in a way that achieves organizational goals

enhancing the productivity, innovation, satisfaction, and commitment of the workforce

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3
Q

Strategic leadership (​long-term implications)

A

Leadership that involves the ability to a​nticipate, envision, maintain flexibility, think strategically,​ & work with others

goal is to initiate changes that will create a viable future for the organization

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4
Q

what are some characteristics of strategic leaders

A

open & honest in their interactions with the organization’s stakeholders

They focus on the future

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5
Q

what is formal leadership?

A

individuals that occupy formal or a​ssigned leadership roles

includes manager, executive, supervisor, department head

They hold a position of authority within the organization

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6
Q

true or false

Some managers and supervisors fail to exert any influence on others?

A

true

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7
Q

informal leadership

A

​do not have a formal authority within the organization

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8
Q

what is the Trait Theory of leadership

A

Leadership depends on the personal qualities or traits (inherent) of the leader

t​hose who become leaders & do a good job of it, possess a special set of traits that distinguish them from the masses of followers

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9
Q

what are traits?

A

individual characteristics

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10
Q

which are the three aspects of traits?

A

p​hysical attributes

intellectual ability

personality

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11
Q

are all traites associated with leadership?

A

nah boy

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12
Q

which traits are associated with leadership

A

intelligence

energy and drive

self-confidence

dominance

motivation to lead

emotional stability

honesty and integrity

need for achievement

sociability

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13
Q

are all the Big Five dimensions of personality related to to leadership emergence and leadership success?

A

yeee boooy

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14
Q

which of the Big Five dimensions of personality are the most consistent predictions of leadership effectiveness?

A

extraversion

conscientiousness

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15
Q

The relationship between traits & leadership effectiveness is stronger for which types of measures of effectiveness?

affective and relational measures

performance-related measures

A

affective and relational measures of effectiveness

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16
Q

what is the best way to understand and improve leadership?

A

The trait approach

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17
Q

what are the limitations of the traits theory of leadership?

A

It is difficult to determine whether traits make the leader or whether the opportunity for leadership produces the traits

Does not tell us what leaders d​o​to influence others successfully

It does not take into account the s​ituation ​in which leadership occurs

It can lead to bias and discrimination when it comes to evaluating a leader’s effectiveness and decisions about promoting people to leadership positions

Traits are only a precondition for certain actions that a leader must take in order to be successful

Leader behaviours have a greater impact on leadership effectiveness than leader traits

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18
Q

what is the situational theories of leadership?

A

the effectiveness of a leadership style is contingent on the setting
which includes:

The characteristics of the employees

The nature of the task they are performing

Characteristics of the organization

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19
Q

in the situational theories of leadership, what does the situation refer to?

A

the s​etting​ in which influence attempts occur

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20
Q

are leaders effective in all types of situations if he is effective in one?

A

nah boy

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21
Q

House’s path-goal theory

A

the manager defines the path to various goals

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22
Q

House’s path-goal theory:

The most important activities of leaders are those that…

A

clarify the paths to various goals of interest to employees

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23
Q

House’s path-goal theory:

the opportunity to achieve goals of interests to employees promotes what?

A

job satisfaction

leader acceptance

high effort

these are all employee outcomes

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24
Q

House’s path-goal theory:

The effective leader forms a connection between what and what?

A

employee goals and organizational goals

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25
Q

House’s path-goal theory:

To achieve j​ob satisfaction ​and leader acceptance​, how must leader behavior be perceived?

A

immediately satisfying

as leading to future satisfaction

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26
Q

House’s path-goal theory:

To promote employee effort, what must leaders do regarding rewards?

A

leaders must make rewards dependent on performance (expectancy theory)

ensure that employees know how they can achieve these rewards

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27
Q

what are the specific kinds of leader behavior?

A

directive behavior

achievement-oriented behavior

supportive behavior

participative behavior

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28
Q

leader directive behavior

A

schedule work

maintain performance standards

let employees know what is expected of them

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29
Q

leader achievement-oriented behavior

A

leaders encourage employees to exert high effort and strive for a high level of goal accomplishment

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30
Q

leader supportive behavior

A

leaders are:

friendly

approachable

and concerned with pleasant interpersonal relationships

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31
Q

leader participative behavior

A

participative leaders consult with employees on work issues & consider their opinion

32
Q

which type of leader behavior is identical to initiating structure?

A

directive behavior

33
Q

which type of leader behavior is identical to consideration?

A

supportive behavior

34
Q

what are situational factors

A

The impact of leader behaviour on employee satisfaction, effort, & acceptance of the leader depends on the nature of the employees & the work environmen

35
Q

what are the Path-Goal’s theory two primary situational factors?

A

employee characteristics

environmental factors

36
Q

the situational factor of employee characteristics:

A

Different types of e​mployees​need or prefer different forms of leadership

37
Q

high need achievers should work alongside which type of leadership?

A

should work well under achievement-oriented leadership

38
Q

employees who prefer ti be told what to do should work alongside which type of leadership?

A

directive leadership

39
Q

employees who have los task abilities would work alongside which type of leadership?

A

directive leadership

40
Q

the situational factor of environmental factors:

A

the effectiveness of leadership behaviour depends on the particular w​ork environment

41
Q

when tasks are clear and routined, which are the most useless types of leadership?

A

directive leadership

participative leadership

42
Q

the work environment of ambiguity and challenge is apt for which types of leadership?

A

directive leadership

participative leadership

43
Q

what type of leadership is the most effective when a job is frustrating or dissatisfying?

A

supportive leadership is most effective

44
Q

what is the format of the path goal theory?

A

leader behavior depends on situational factors

these behaviors then lead to employee outcomes

45
Q

what does most evidence show about the Path-Goal Theory?

A

Considerate leader behaviour is most beneficial in supervising routine, or dissatisfying jobs

46
Q

what does only some evidence show about the Path-Goal Theory?

A

Directive or structuring leader behaviour is most effective on less-structured jobs

47
Q

when does the Path-Goal theory work better?

A

works better in predicting employees’ job satisfaction

works better in predicting acceptance of leader

48
Q

does the Path-Goal theory work for predicting job performance?

A

not as much as employee satisfaction and acceptance of leader

49
Q

participative leadership (same as participative leader behavior)

A

one of the leader behaviors in the Path-Goal Theory

extent to which the involve employees in making work-related decisions

50
Q

what are the 7 levels to which bosses can vary to the extent they involve their employees in decision making?

A
  1. Manager makes a decision and announces it (most authoritarian)
  2. manager “sells” decision
  3. manager presents ideas and invites questions
  4. manager presents tentative decisions subject to change
  5. manager presents problem, gets suggestions, makes decision
  6. manager defines limit, asks group to make decision
  7. manager permits employees to function within limits defined by superior (least authoritarian)
51
Q

choice of participation should be tailored to what?

A

should be tailored to specific situations

52
Q

what are the potential advantages of participative leadership on motivation?

A

participation increases the motivation of employees.

participation permits employees to contribute to the establishment of work goals and how to accomplish them.

Participation can increase intrinsic motivation by enriching jobs

53
Q

what are the potential advantages of participative leadership on quality of work?

A

Participation can enhance the quality of decisions.

Participation also enhance quality as it empowers employees to take direct action & solve problems

54
Q

what are the potential advantages of participative leadership on acceptance?

A

Participation can increase the employees’ acceptance of decisions

55
Q

what are the potential problems of participative leadership on time and energy?

A

p​articipation requires specific behaviours on the part of the leader that use time & energy

56
Q

what are the potential problems of participative leadership on loss of power?

A

some leaders feel that a participative style will reduce their power and influence

Sometimes, leaders respond by asking employees to make trivial decisions

57
Q

what are the potential problems of participative leadership on lack of receptivity and knowledge?

A

Employees might not be receptive to participation when the leader is not trusted or when a poor labour climate exists

Employees might lack the knowledge to contribute effectively to decisions

employees might not be aware of e​xternal constraints​ on their decisions

58
Q

what is transactional leadership?

A

based on a straightforward exchange relationship between leader & followers

59
Q

what is the contingent reward behavior from the transactional leadership?

A

gives rewards based on employee performance

60
Q

what is management by exception from the transactional leadership?

A

leadership that involves the leader taking corrective action

based on the results of leader-follower transactions

The leader monitors follower behaviour, anticipates problems, and takes corrective actions before the behaviour creates serious problems

61
Q

what is transformational leadership

A

provides followers with a new vision that implant true commitment

62
Q

what do transformational leaders do?

A

change the beliefs and attitudes of followers

they want to make them correspond with a new vision and motivates them to achieve performance beyond expectations

63
Q

what are transformational leaders usually good at?

A

clarifying the paths to goals

rewarding good performance

64
Q

what are the key dimensions of transformational leader behavior?

A

intellectual stimulation

individualized consideration

inspirational motivation

charisma (the most important aspect of transformational leadership)

65
Q

intellectual stimulation (key transformational leader dimension)

A

Stimulates employees to think on problems, issues, strategies in new ways

contributes to the “new vision” aspect of transformational leadership.

The leader challenges assumptions, takes risks, and solicits followers’ ideas.

66
Q

what does intellectual stimulation usually involve to challenge assumptions, take risks, and solicit followers’ ideas?

A

creativity

novelty

67
Q

individualized consideration (key transformational leader dimension)

A

treating employees as distinct individuals

indicating concern for their needs & personal development

serving as a mentor or coach when appropriate

68
Q

inspirational motivation (key transformational leader dimension)

A

stimulate enthusiasm

challenge followers with high standards

communicate optimism about future goal attainment

provide meaning for the task at hand

69
Q

Charisma (key transformational leader dimension)

A

the most important aspect of transformational leadership

The ability to command strong loyalty and devotion from followers

have the potential for strong influence among followers

Charismatic leadership has been found to be strongly related to follower satisfaction and
leadership effectiveness

70
Q

which key dimension provides the emotional aspect of transformational leadership?

A

charisma bruv

71
Q

what allowed for the emergence of charisma?

A

a complex function of traits, behaviours, and being in the

right place at the right time

72
Q

true or false

CEOs who are perceived as charismatic are trash

A

false bruh

CEOs who are perceived to be charismatic are perceived to be more effective

73
Q

what has research evidence shown about transformational leadership?

A

strongly related to:

follower motivation and satisfaction

leader performance

leader effectiveness

individual, group, and organization performance

74
Q

according to evidence, what type of leadership has been found to be the most consistent predictor of leadership?

A

transformational leadership

75
Q

which is the most important key transformational leader dimension?

A

charisma bruv

76
Q

according to evidence, what are transformational leaders instrumental in?

A

developing high-quality LMX (leader-member exchange)

identification with one’s work unit

self-efficacy

person-organization value congruence

77
Q

to conclude this bs, which are the best type of leaders?

A

transformational leaders

transactional leaders

comm 222: organizational behavior (13 decks)

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