CHAPTER 9: LEADERSHIP AND GROUP DECISION MAKING

Question 1

Getting group members to achieve the group’s goals.

Answer 1

Leadership

Question 2

Perspective on leadership that attributes effective leadership to innate or acquired individual characteristics.

Answer 2

Great person theory

Question 3

The five major personality dimensions of extraversion/ surgency, agreeableness, conscientiousness, emotional stability and intellect/openness to experience.

Answer 3

Big Five

Question 4

Leaders who use a style based on giving orders to followers.

Answer 4

autocratic leaders

Question 5

Leaders who use a style based on consultation and obtaining agreement and consent from followers.

Answer 5

Democratic leaders

Question 6

Leaders who use a style based on disinterest in followers.

Answer 6

Laissez-faire leaders

Question 7

Scale devised by the Ohio State leadership researchers to measure leadership behaviour and distinguish between ‘initiating structure’ and ‘consideration’ dimensions.

Answer 7

Leader behaviour description questionnaire (LBDQ)

Question 8

Theories of leadership that consider the leadership effectiveness of particular behaviours or behavioural styles to be contingent on the nature of the leadership situation.

Answer 8

Contingency theories

Question 9

Fiedler’s scale for measuring leadership style in terms of favourability of attitude towards one’s leastpreferred co-worker.

Answer 9

Least-preferred co-worker (LpC) scale

Question 10

A high LPC score indicated a____________ leadership style because the respondent felt favourably inclined towards a fellow member even if he or she was not performing well.

Answer 10

relationship-oriented

Question 11

A low LPC score indicated a __________ leadership style because the respondent was harsh on a poorly performing co-worker.

Answer 11

Task-oriented

Question 12

Fiedler’s classification of task characteristics in terms of how much control effective task performance requires.

Answer 12

Situational control

Question 13

A contingency theory of leadership that focuses on the effectiveness of different leadership styles in group decision-making contexts.

Answer 13

Normative decision theory (NDt)

Question 14

NDT identifies three decision-making strategies among which leaders can choose, WHICH ARE?

Answer 14

AUTOCRATIC- subordinate input is not sought

CONSULTATIVE- subordinate input is sought, but the leader retains the authority to make the f inal decision

GROUP DECISION MAKING- leader and subordinates are equal partners in a truly shared decision-making process

Question 15

subordinate input is not sought

Answer 15

AUTOCRATIC

Question 16

subordinate input is sought, but the leader retains the authority to make the final decision

Answer 16

CONSULTATIVE

Question 17

leader and subordinates are equal partners in a truly shared decision-making process

Answer 17

GROUP DECISION-MAKING

Question 18

A contingency theory of leadership that can also be classified as a transactional theory – it focuses on how ‘structuring’ and ‘consideration’ behaviours motivate followers.

Answer 18

path–goal theory (pGt)

Question 19

Approach to leadership that focuses on the transaction of resources between leader and followers. Also a style of leadership.

Answer 19

transactional leadership

Question 20

Hollander’s transactional theory, in which followers reward leaders for achieving group goals by allowing them to be relatively idiosyncratic.

Answer 20

Idiosyncrasy credit

Question 21

Theory of leadership in which effective leadership rests on the ability of the leader to develop goodquality personalised exchange relationships with individual members.

Answer 21

Leader–member exchange (LMX) theory

Question 22

An early form of leadermember exchange (LMX) theory in which a sharp distinction is drawn between dyadic leadermember relations: the subordinate is treated as either an ingroup member or an outgroup member.

Answer 22

Vertical dyad linkage (VDL) model

Question 23

Approach to leadership that focuses on the way that leaders transform group goals and actions – mainly through the exercise of charisma. Also a style of leadership based on charisma.

Answer 23

transformational leadership

Question 24

three key components of transformational leadership:

Answer 24

1 individualised consideration (attention to followers’ needs, abilities and aspirations, in order to help raise aspirations, improve abilities and satisfy needs);

2 intellectual stimulation (challenging followers’ basic thinking, assumptions and practices to help them develop newer and better mindsets and practices); and

3 charismatic/inspiring leadership, which provides the energy, reasoning and sense of urgency that transforms followers (Avolio & Bass, 1987; Bass, 1985).

Question 25

The most popular and widely used scale for measuring transactional and transformational leadership.

Answer 25

Multifactor leadership questionnaire (MLQ)

Question 26

Leadership style based upon the leader’s (perceived) possession of charisma.

Answer 26

Charismatic leadership

Question 27

We have a variety of schemas about how different types of leaders behave in different leadership situations. When a leader is categorized as a particular type of leader, the schema fills in details about how that leader will behave.

Answer 27

Leader categorization theory

Question 28

Theory of influence in groups that attributes greater influence to those who possess both taskrelevant characteristics (specific status characteristics) and characteristics of a highstatus group in society (diffuse status characteristics). Also called expectation states theory.

Answer 28

Status characteristics theory

Question 29

Development of social identity theory to explain leadership as an identity process whereby in salient groups prototypical leaders are more effective than less prototypical leaders.

Answer 29

Social identity theory of leadership

Question 30

View that procedural justice within groups makes members feel valued, and thus leads to enhanced commitment to and identification with the group.

Answer 30

Group value model

Question 31

Tyler’s account of how effective authority in groups rests upon fairness- and justice-based relations between leader and followers.

Answer 31

relational model of authority in groups

Question 32

The fairness of the outcome of a decision.

Answer 32

Distributive justice

Question 33

The fairness of the procedures used to make a decision.

Answer 33

procedural justice

Question 34

Situations in which shortterm personal gain is at odds with the long-term good of the group.

Answer 34

Social dilemmas

Question 35

An invisible barrier that prevents women, and minorities in general, from attaining top leadership positions.

Answer 35

Glass ceiling

Question 36

Mainly applied to the gender gap in leadership – because social stereotypes of women are inconsistent with people’s schemas of effective leadership, women are evaluated as poor leaders.

Answer 36

role congruity theory

Question 37

Feeling that we will be judged and treated in terms of negative stereotypes of our group, and that we will inadvertently confirm these stereotypes through our behaviour.

Answer 37

Stereotype threat

Question 38

A tendency for women rather than men to be appointed to precarious leadership positions associated with a high probability of failure and criticism.

Answer 38

Glass cliff

Question 39

Explicit or implicit decisionmaking rules that relate individual opinions to a final group decision.

Answer 39

Social decisions schemes

Question 40

refers to the amount of agreement required by the rule – unanimity is extremely strict and majority-wins less strict.

Answer 40

Strictness

Question 41

among members refers to how authoritarian the rule is – authoritarian rules concentrate power in one member, while egalitarian rules spread power among all members

Answer 41

Distribution of power

Question 42

James Davis distinguished between several explicit or implicit decision-making rules that decision-making groups can adopt, WHICH ARE

Answer 42

UNANIMITY MAJORITY WINS TRUTH WINS TWO-THIRDS MAJORITY FIRST SHIFT

Question 43

Discussion is aimed at pressurising deviants to conform.

Answer 43

Unanimity

Question 44

Discussion confirms the majority position, which is then adopted as the group position.

Answer 44

Majority wins

Question 45

Discussion reveals the position that can be demonstrated to be correct.

Answer 45

Truth wins

Question 46

unless there is a two-thirds majority, the group is unable to reach a decision.

Answer 46

Two-thirds majority

Question 47

The group ultimately adopts a decision in line with the direction of the first shift in opinion shown by any member of the group.

Answer 47

First shift

Question 48

Method for charting incremental changes in member opinions as a group moves towards a final decision.

Answer 48

Social transition scheme

Question 49

Uninhibited generation of as many ideas as possible in a group, in order to enhance group creativity.

Answer 49

Brainstorming

Question 50

Reduction in individual creativity and productivity in brainstorming groups due to interruptions and turn taking.

Answer 50

Production blocking

Question 51

Experience-based belief that we produce more and better ideas in groups than alone.

Answer 51

Illusion of group effectivity

Question 52

Group members have a shared memory for who within the group remembers what and is the expert on what.

Answer 52

transactive memory

Question 53

McDougall’s idea that people adopt a qualitatively different mode of thinking when in a group.

Answer 53

Group mind

Question 54

A mode of thinking in highly cohesive groups in which the desire to reach unanimous agreement overrides the motivation to adopt proper rational decision-making procedures.

Answer 54

Groupthink

Question 55

Tendency for group discussion to produce group decisions that are more risky than the mean of members’ pre-discussion opinions, but only if the pre-discussion mean already favoured risk.

Answer 55

risky shift

Question 56

Tendency for group discussion to produce more extreme group decisions than the mean of members’ pre-discussion opinions, in the direction favoured by the mean

Answer 56

Group polarisation

Question 57

View that people in groups are persuaded by novel information that supports their initial position, and thus become more extreme in their endorsement of their initial position.

Answer 57

persuasive arguments theory

Question 58

Comparing our behaviours and opinions with those of others in order to establish the correct or socially approved way of thinking and behaving.

Answer 58

Social comparison (theory)

Question 59

The view that people in groups use members’ opinions about the position valued in the wider culture, and then adjust their views in that direction for social approval reasons.

Answer 59

Cultural values theory

Question 60

Turner and associates’ theory of how the process of categorizing oneself as a group member produces social identity and group and intergroup behaviours.

Answer 60

Self-categorization theory

Question 61

An order of presentation effect in which later presented information has a disproportionate influence on social cognition.

Answer 61

recency

Question 62

The four most prominent patterns of bad leadership are:

Answer 62

failure to build an effective team, poor interpersonal skills to manage the team, insensitivity and lack of care about others, and inability to adjust to being promoted above one’s skills or qualifications

Question 63

dark triad of personality variables

Answer 63

narcissism, Machiavellianism and psychopathy

Question 64

particularly harmful because they tend to surround themselves with a ruling elite that they cajole ideologically and through rewards and punishment. This allows them to control the masses by fear and the exercise of raw power rather than by providing leadership

Answer 64

Dictatorial leaders

Question 65

prepared to do pretty much anything to maintain their status and position of power in the group (they carefully plot and plan and play different individuals and groups off against each other in the group)

Answer 65

Machiavellian leaders

Question 66

consumed with grandiosity, self-importance, envy, arrogance, haughtiness and lack of empathy, as well as a sense of entitlement, feelings of special/unique/high status and fantasies of unlimited success

Answer 66

narcissistic leaders

Question 67

a process of social influence through which an individual enlists and mobilises the aid of others in the attainment of a collective goal

Answer 67

Leadership

Question 68

They created a friendly, group-centred, task-oriented atmosphere that was associated with relatively high group productivity, which was unaffected by whether the leader was physically present or not

Answer 68

Democratic leaders

Question 69

created an aggressive, dependent and self-oriented group atmosphere, which was associated with high productivity only when the leader was present.

Answer 69

autocratic leaders

Question 70

created a friendly, groupcentred but play-oriented atmosphere that was associated with low productivity which increased only if the leader was absent

Answer 70

Laissez-faire leaders

Question 71

define the group’s objectives and organise members’ work towards the attainment of these goals: they are task-oriented.

Answer 71

Leaders high on initiating structure

Question 72

concerned with the welfare of subordinates and seek to promote harmonious relationships in the group: they are relationship-oriented

Answer 72

Leaders high on consideration

Question 73

Fiedler classified situations in terms of three dimensions in descending order of importance:

Answer 73

the quality of leader–member relations; the clarity of the structure of the task; and the intrinsic power and authority the leader had by virtue of his or her position as leader.

Question 74

These relationships range from ones that are based on mutual trust, respect and obligation

Answer 74

High quality LMX Relatioships

Question 75

mechanically based on the terms of the formal employment contract between leader and subordinate

Answer 75

low quality LMX relationships

Question 76

the leader has expectations and tries out different roles on the subordinate

Answer 76

Role taking

Question 77

mutual leader–member exchanges, e.g. of information or support, establish the subordinate’s role

Answer 77

Role making

Question 78

the leader–member relationship has become stable, smooth-running and automatic

Answer 78

role routinisation

Question 79

characteristics that match what the group actually does

Answer 79

specific status characteristics

Question 80

stereotypical characteristics of high-status groups in society

Answer 80

diffuse status characteristics

Question 81

. For ____________________ tasks (there is a demonstrably correct solution, such as a mathematical puzzle) groups tend to adopt the truth-wins rule;

Answer 81

intellective

Question 82

for_________________ tasks (there is no demonstrably correct solution, such as what colour to paint the living room) the majoritywins rule

Answer 82

judgmental

Question 83

a situation in which group members have shared information favouring an inferior choice or decision, and unshared private information favouring a superior choice or decision.

Answer 83

Hiden profile

Question 84

The inferior performance of brainstorming groups can be attributed to at least four factors

Answer 84

Evaluation apprehension Social loafing and free riding Production matching Production blocking

Question 85

reduces the extent to which the production of new ideas is blocked by such things as listening to others or waiting for a turn to speak

Answer 85

Electronic brainstorming

Question 86

members have diverse types of knowledge about the brainstorming topic may create a particularly stimulating environment that alleviates the effects of production blocking

Answer 86

Heterogeneous groups

Question 87

sophisticated memory-assignment systems:

Answer 87

Groups can negotiate responsibility for different memory domains Groups can assign memory domains on the basis of relative expertise Groups can assign memory domains on the basis of access to information

Question 88

There are two variants of the social comparison perspective:

Answer 88

The bandwagon effect Pluralistic Ignorance