CHAPTER 9: Leadership part 2

Question 1

2 main leadership behaviours:

Answer 1

1. Consideration: The extent to which a leader is approachable and shows personal concern and respect for employees.
2. Initiating Structure: The degree to which a leader concentrates on group goal attainment.
   o Leaders define roles, assign tasks, schedule work, and enforce procedures.

Question 2

Situational theories

Answer 2

argue that leadership effectiveness depends on the situation.
The effectiveness of a leadership style depends on:
o Employee characteristics
o Nature of the task
o Organizational environment

Question 3

Two key situational theories

Answer 3

1. Fiedler’s Contingency Theory
2. Path-Goal Theory

Question 4

Fiedler’s Contingency Theory

Answer 4

Some leadership styles work better in certain situations than others.

Question 5

Least Preferred Co-Worker (LPC) Scale

Answer 5

o High LPC leaders → Relationship-oriented
 Value interpersonal relations even with difficult employees.
o Low LPC leaders → Task-oriented
 Focus on task completion and see poor-performing employees negatively.

Question 6

Leadership effectiveness depends on three factors:

Answer 6

1. Leader-Member Relations: Good relationships = easier to influence.
2. Task Structure: Highly structured tasks = easier to manage.
3. Position Power: Strong authority = more influence.

Question 7

House’s Path–Goal Theory

Answer 7

• A situational theory of leadership that is concerned with the situations under which various leader behaviours (directive, supportive, participative, achievement-oriented) are most effective.

Strengths:
* Generally supported by research
* Considers employees, situation, and leader
Weaknesses
* Often better at predicting job satisfaction and leader acceptance than job performance

Question 8

Leader Behaviour Types

Answer 8

1. Directive path-goal clarifying behaviors
2. Supportive Leader Behavior
3. Participative Leader Behavior
4. Achievement Oriented Leader Behavior

Question 9

Directive path-goal clarifying behaviors

Answer 9

• Behaviors that clarify goals, clarify means to carry out tasks, scheduling, coordinating work, use of rewards/punishment contingent on performance, etc.
• Most effective: When individuals have difficulty doing tasks or the tasks are ambiguous

Question 10

Supportive Leader Behavior

Answer 10

• Behavior that satisfies subordinate needs and preferences, display concern for subordinate welfare, creating friendly and supportive environment, etc.
• Most effective: When individuals are under stress or otherwise show that they need to be supported

Question 11

Participative Leader Behavior

Answer 11

• Behavior that encourages participation in decision making. Consulting with subordinates, taking their opinions into account, etc.
• Most effective: When individuals need to buy into decisions

Question 12

Achievement Oriented Leader Behavior

Answer 12

• Encouraging performance excellence, setting challenging goals, seeking improvement, emphasizing excellence, showing confidence, etc.
• Most effective: When individuals like challenges and are highly motivated

Question 13

Employee Characteristics

Answer 13

• High-need achievers → Work best under achievement-oriented leadership.
• Employees preferring direction → Respond best to directive leadership.
• Low-confidence employees → Benefit from directive leadership.
• High-confidence employees → Prefer less directive, more participative leadership.

Question 14

Environmental Factors

Answer 14

• Clear and routine tasks → Directive leadership is redundant and may reduce satisfaction.
• Challenging but ambiguous tasks → Directive & participative leadership help clarify goals.
• Frustrating or dissatisfying tasks → Supportive leadership compensates for job dissatisfaction.