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Organizational Behaviour > Chp 13 - Leadership styles and Behaviours > Flashcards

Chp 13 - Leadership styles and Behaviours Flashcards

1
Q

What is leadership?

A

The use of power and influence to direct the activities of followers toward goal achievement

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2
Q

What is leader-member exchange theory?

A

Which describes how leader member relationships develop over time on a dyadic basis, can explain why those differences exist.

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3
Q

What is the difference between role taking and role making?

A

Role taking: Manager says expectations
Role making: Follower voices their own expectations

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4
Q

Over time, the role taking and role making processes result in two general types of leader-member dyads, What are they?

A
  1. High quality exchange
  2. Low quality exchange
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5
Q

Research suggests that employees are less likely to leave an organization when they have a _________relationship with a specific leader, but they are more likely to leave following a leadership succession.

A

high leader-member exchange

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6
Q

Employees with higher-quality exchange relationships have higher levels of job performance and exhibit more organizational citizenship behaviours and fewer counterproductive behaviours on average. T or F?

A

True

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7
Q

What is leader effectiveness?

A

Will be defined as the degree to which the leader
actions result in the achievement of the unit’s goals, the continued commitment from employes.
the development of mutual trust, respect, and obligation leader member dyad (10 ppl mange, and their connection)

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8
Q

What has the recent research suggest about the statement that “Leaders are born, not made” ?

A

is generalizable profile of effective leaders from a trait perspective.

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9
Q

What does leader emergence say?

A

That traits can predictive of leader emergence than they are of leader effectiveness.

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10
Q

What 3 things can leader do to make them more effective?

A
  1. Decision making styles
  2. Day to day behaviours
  3. Behaviours that fall outside leader typical duty
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11
Q

Leader decision making styles captures how a leader decides and not what a leader decides. What 4 ways leaders can decide?

A

Delegative style
Facilitative style
Consultative style
Autocratic style

*Order in higher flower control to high leader control

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12
Q

Define Autocratic style.

A

the leader makes the decision alone without asking for the opinions or suggestions of the employees in the work unit.

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13
Q

Define Consultative style

A

the leader presents the problem to individual employees or a group of employees, asking for their opinions and suggestions before ultimately making the decision.

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14
Q

Define Facilitative style.

A

which the leader presents the problem to a group of employees and seeks consensus on a solution, making sure that their own opinion receives no more weight than anyone else’s.

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15
Q

Define delegative style.

A

The leader gives an individual or a group the responsibility for making the decision within some set of specified boundary condition.

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16
Q

When is it appropriate to use high leader control?

A

When:
- Decisions are less significant
- Employee commitment less important
- Expertise leader > employee
- not good for team task
- own objectives

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17
Q

When is it appropriate to use the high follower control?

A
  • Decisions more significant
  • employee commitment more important
  • expertise Leader < employees
  • shared objectives
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18
Q

How can leaders effectively manage their choice of decision-making styles?

A

Time driven model of leadership

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19
Q

What does the time driven model of leadership suggest?

A

That the focus should shift away from the styles of leader to styles of situations.

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20
Q

The model suggests that seven factors combine to make some decision-making styles more effective in a given situation. What are they?

A
  1. Decision significance
  2. Importance of commitment
  3. Leader expertise
  4. Likelihood of commitment
  5. Shared objective
  6. Employee expertise
  7. Teamwork skills
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21
Q

When should delgative style be used?

A

When employee have strong teamwork skills and not to follow leader blindly

22
Q

What are the 2 types of behaviours that are performed day to day by leaders? And expand on each of the type

A
  1. Initiating structures
    - Initiation
    - Organization
    - Production
  2. Consideration
    - membership
    - integration
    - Communication
    - Recognition
    - Representation
23
Q

What does initiating structure reflect?

A

The extent to which the leader defines and structures the roles of employees in pursuit of goal attainment

  • Directive and task oriented
24
Q

So what is the one condition for initiating structures?

A

Only if they need it! othewise it becomes micro managing

25
Q

What does consideration reflect?

A

the extent to which leaders create job relationships characterized by mutual trust, respect for employee ideas
and consideration of employee feelings

  • Supportive and relations oriented
26
Q

What is the life cycle of theory of leadership?

A

A theory stating that the optimal combination of initiating structure and consideration depends on the readiness of the employees in the work unit

27
Q

Define R1, R2, R3, and R4

A

R1 - ( firing on all cylinders) unable, unwilling
R2 - unable, willing
R3 - able, unwilling
R4 - able, willing

28
Q

Readiness varies across employees and can be expressed in terms of 4 snapchat like R1-R4. What do the 4 lead to?

A

Delegating
Participating
Selling
Telling

29
Q

R1 refers to a group of employees who are working together for the first time and are eager to begin, but they lack the experience and confidence needed to perform their roles. Here the optimal combination of leader behaviours is?

A

Telling - high initiating structure, low consideration

30
Q

In the R2 stage, the members have begun working together and, as typically happens, are finding that their work is more difficult than they had anticipated. As eagerness turns to dissatisfaction, the optimal combination of leader behaviours is?

A

selling - high initiating, high consideration

31
Q

At the R3 stage, employees have learned to work together well, though they still need support and collaboration from the leader to help them adjust to their more self-managed state of affairs. The optimal combination is?

A

Participating - low initiating, high consideration

32
Q

Finally, the optimal combination for the R4 readiness level is____?

A

Delegating - low initiating structure, low consideration

33
Q

So not all leaders you think about make the right decision there is another type what is it ?

A

Transformational leadership. (Mother Teresa)

Leader member exchange

34
Q

What is transformational leadership?

A

Leader inspires to a shared vision that provides meaning to their work.
serving as a role model who helps followers develop their own potential and view problems from new perspectives

35
Q

What are the 5 distinct approaches to motivating employees?

A

Laissez-faire
Transactional Leadership
- passive management by exception.
- Active management by eception
- contingent reward
Transformational

36
Q

Label the three types of transactional leadership behaviours

A

Contingent reward (most important/effective)

Management by exception active
- sometimes necessary

Management by exception Passive
- not good!!

37
Q

What is laissez faire leadership?

A

the leader avoids getting involved when important issues arises.

38
Q

What is transactional leadership?

A

Occurs when the leader rewards/disciplines the follower depending on the adequacy of the follower performance

39
Q

What happens with passive management-by-exception?

A

leader waits around for mistakes and errors, then takes corrective action as necessary

40
Q

What happens with active management-by-exception

A

which the leader arranges to monitor mistakes and errors actively, and takes corrective action when required

41
Q

What happens with contingent reward

A

which the leader attains follower agreement on what needs to be done using rewards in exchange for adequate performance

42
Q

The full spectrum of transformational leadership can be summarized using four dimensions: Name me them..

A

idealized influence
inspirational motivation
intellectual stimulation
individualized consideration.

43
Q

What is idealized influence?

A

A leader who behaves in ways that earn the admiration, trust, and respect of followers. Followers identify and emulate the leader.
- Charisma
- emotional connection

44
Q

What is inspirational motivation?

A

behaves in ways that foster an enthusiasm for and commitment to a shared vision of the future
“Leader articulate a compelling vision of the future”

45
Q

What is intellectual stimulation?

A

behaves that challenge followers to be innovative and creative by questioning assumptions and reframing old situations in new ways

46
Q

What is individualized consideration?

A

behaves in ways that help followers achieve their potential through coaching, development, and mentoring
“ Leader spends time teaching and coaching”

47
Q

What is leader member exchange?

A

The quality of the work relationship between leader and the follower.
- determine how effective is by outcomes

48
Q

What is one important characteristics of LMX?

A

reciprocation.

Example;
Leader gives emotional support, resources, assistance
Follower gives - great performance and emotional support

49
Q

What does the substitutes for leadership model suggest?

A

That certain characteristics of the situation can constrain the influence of the leader, making it more difficult for the leader to influence employee performance.

50
Q

There are 2 situational characteristics what are they?

A
  1. Substitutes
  2. Neutralizer
51
Q

Substitues are defined as?

A

reduce the importance of the leader while simultaneously providing a direct benefit to employee performance

  • task feedback
  • Training
  • Group cohesion
  • Intrinsic satisfaction
52
Q

Define Neutralizers and give some example.

A

reduce the importance of the leader and do not improve employee performance in any way
- Stability
- Formalization
- spatial distance
- Inflexibility

Organizational Behaviour (14 decks)

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