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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
House’s path-goal theory: To achieve j​ob satisfaction ​and leader acceptance​, how must leader behavior be perceived?
immediately satisfying as leading to future satisfaction
26
House’s path-goal theory: To promote employee effort, what must leaders do regarding rewards?
leaders must make rewards dependent on performance (expectancy theory) ensure that employees know how they can achieve these rewards
27
what are the specific kinds of leader behavior?
directive behavior achievement-oriented behavior supportive behavior participative behavior
28
leader directive behavior
schedule work maintain performance standards let employees know what is expected of them
29
leader achievement-oriented behavior
leaders encourage employees to exert high effort and strive for a high level of goal accomplishment
30
leader supportive behavior
leaders are: friendly approachable and concerned with pleasant interpersonal relationships
31
leader participative behavior
participative leaders consult with employees on work issues & consider their opinion
32
which type of leader behavior is identical to initiating structure?
directive behavior
33
which type of leader behavior is identical to consideration?
supportive behavior
34
what are situational factors
The impact of leader behaviour on employee satisfaction, effort, & acceptance of the leader depends on the nature of the employees & the work environmen
35
what are the Path-Goal's theory two primary situational factors?
employee characteristics environmental factors
36
the situational factor of employee characteristics:
Different types of e​mployees​need or prefer different forms of leadership
37
high need achievers should work alongside which type of leadership?
should work well under achievement-oriented leadership
38
employees who prefer ti be told what to do should work alongside which type of leadership?
directive leadership
39
employees who have los task abilities would work alongside which type of leadership?
directive leadership
40
the situational factor of environmental factors:
the effectiveness of leadership behaviour depends on the particular w​ork environment
41
when tasks are clear and routined, which are the most useless types of leadership?
directive leadership participative leadership
42
the work environment of ambiguity and challenge is apt for which types of leadership?
directive leadership participative leadership
43
what type of leadership is the most effective when a job is frustrating or dissatisfying?
supportive leadership is most effective
44
what is the format of the path goal theory?
leader behavior depends on situational factors these behaviors then lead to employee outcomes
45
what does most evidence show about the Path-Goal Theory?
Considerate leader behaviour is most beneficial in supervising routine, or dissatisfying jobs
46
what does only some evidence show about the Path-Goal Theory?
Directive or structuring leader behaviour is most effective on less-structured jobs
47
when does the Path-Goal theory work better?
works better in predicting employees’ job satisfaction works better in predicting acceptance of leader
48
does the Path-Goal theory work for predicting job performance?
not as much as employee satisfaction and acceptance of leader
49
participative leadership (same as participative leader behavior)
one of the leader behaviors in the Path-Goal Theory extent to which the involve employees in making work-related decisions
50
what are the 7 levels to which bosses can vary to the extent they involve their employees in decision making?
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
choice of participation should be tailored to what?
should be tailored to specific situations
52
what are the potential advantages of participative leadership on motivation?
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
what are the potential advantages of participative leadership on quality of work?
Participation can enhance the quality of decisions. Participation also enhance quality as it empowers employees to take direct action & solve problems
54
what are the potential advantages of participative leadership on acceptance?
Participation can increase the employees’ acceptance of decisions
55
what are the potential problems of participative leadership on time and energy?
p​articipation requires specific behaviours on the part of the leader that use time & energy
56
what are the potential problems of participative leadership on loss of power?
some leaders feel that a participative style will reduce their power and influence Sometimes, leaders respond by asking employees to make trivial decisions
57
what are the potential problems of participative leadership on lack of receptivity and knowledge?
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
what is transactional leadership?
based on a straightforward exchange relationship between leader & followers
59
what is the contingent reward behavior from the transactional leadership?
gives rewards based on employee performance
60
what is management by exception from the transactional leadership?
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
what is transformational leadership
provides followers with a new vision that implant true commitment
62
what do transformational leaders do?
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
what are transformational leaders usually good at?
clarifying the paths to goals rewarding good performance
64
what are the key dimensions of transformational leader behavior?
intellectual stimulation individualized consideration inspirational motivation charisma (the most important aspect of transformational leadership)
65
intellectual stimulation (key transformational leader dimension)
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
what does intellectual stimulation usually involve to challenge assumptions, take risks, and solicit followers’ ideas?
creativity novelty
67
individualized consideration (key transformational leader dimension)
treating employees as distinct individuals indicating concern for their needs & personal development serving as a mentor or coach when appropriate
68
inspirational motivation (key transformational leader dimension)
stimulate enthusiasm challenge followers with high standards communicate optimism about future goal attainment provide meaning for the task at hand
69
Charisma (key transformational leader dimension)
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
which key dimension provides the emotional aspect of transformational leadership?
charisma bruv
71
what allowed for the emergence of charisma?
a complex function of traits, behaviours, and being in the | right place at the right time
72
true or false CEOs who are perceived as charismatic are trash
false bruh CEOs who are perceived to be charismatic are perceived to be more effective
73
what has research evidence shown about transformational leadership?
strongly related to: follower motivation and satisfaction leader performance leader effectiveness individual, group, and organization performance
74
according to evidence, what type of leadership has been found to be the most consistent predictor of leadership?
transformational leadership
75
which is the most important key transformational leader dimension?
charisma bruv
76
according to evidence, what are transformational leaders instrumental in?
developing high-quality LMX (leader-member exchange) identification with one’s work unit self-efficacy person-organization value congruence
77
to conclude this bs, which are the best type of leaders?
transformational leaders transactional leaders

comm 222: organizational behavior (13 decks)

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