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MSCI 211 PART 3 > CHP 7 B - Leadership > Flashcards

CHP 7 B - Leadership Flashcards

1
Q

LEADERSHIP:
Definition
1) By Dwight Eisenhower

2) H.S Truman

A

1 ) Its the ability to DECIDE WHAT IS TO BE DONE and then get others to WANT to do it.

2) A leader is someone who is able to get other people to do things they don’t want to do, and like it

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2
Q

Leadership VS authority:

1) What is the main difference?
2) What is the connection between them?

A

1) Leaders might have formal authority, but rely on INFORMAL authority that comes from personal qualities&actions

2) leaders has authority as part of an EXCHANGE
(If they fail to deliver, they might be stripped of that title)

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3
Q

Leadership VS Management:
1) What do leaders do?

2) what do mangers do?
3) Why do we need both?

A

1) Leaders PROVIDE vision and strategy
- they visualize what can/should/needs to be done and can communicate it
- their ability is deciding what needs to be done.

2) Managers IMPLEMENT the vision and strategy
- they coordinate and “staffs” the organization
- handle the technical day-to-day problems

3) we need both because you need a leader to inspire and a manager to make sure the vision functions and is implemented! There is a difference!

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4
Q

NOT A QUESTION:

Read the 6 qualities of leaders and managers on the slide (SLIDE 7)

A

Dads face

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5
Q

Theories of Leadership:

4 approaches, what are they?

A
  1. Traits approach
  2. Behavioral (functional approach)
  3. Situational (contingency) approach
  4. Transformational Approach
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6
Q

Trait Theory:
1) What is it?

2) some examples?
3) The caveat about traits (theory)?
4) other relevant traits?

A

1) Theory that leaders are differentiated based on their personal, physical, or intellectual traits
2) Decisiveness, assertiveness, courage, trustworthy, adaptability, dealing with people
3) Caveat - These traits might enhance the PERCEPTION of a good leader but it does NOT necessarily predict the effectiveness of the leader

4) Relevant traits
- extraversion
- conscientiousness
- High emotional intelligence
Note: better at predicting leader EMERGENCE, not effectiveness

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7
Q

Traits Approach:
Limitations of the approach
1. Are there universal traits that can always predict leadership?

  1. What is the evidence of one’s traits unclear on?
  2. What do traits do a better job of predicting?
A
  1. There are NO universal traits that predict leadership in every situation - they increase the likelihood of success but doesn’t grunted anything
  2. It’s hard to separate CAUSE from EFFECT
    (Are leader naturally confident or does being a leader make you more confident?)
  3. Traits do better at predict the APPEARANCE AND EMERGENCE of. Leader, but not his future effectiveness as one.
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8
Q

Behavioral Theories of Leadership

1) what is it?
2) what are the THREEbest known behavioral theories?
3) All three approached look at it from what TWO dimensions?

A

1) It states that specific behaviors (towards their follower) differentiate leaders from non-leaders

2) Ohio State studies
Michigan studies
Leadership Grid

3) Attention to people (relations-oriented leaders)
Attention to production (task-oriented leaders)

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9
Q

Behavioral Theories:
Trait VS Behavioral Theory

1) what does trait theory say about leadership?
(What is the focus?)

2) What does the behavioral theory say about leadership? (What is the focus?)

A

1) Leadership is innate! So “leader” is the focus
2) Leadership is a set of skills/behaviors - one you identify the proper leadership behaviors, it can be taught to everyone! So “leader+ship” is the focus!

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10
Q

Behavioral Theories:
OHIO State studies:
1) Two key dimensions of leader Behavior
B) how are they like?

A

1) Consideration - relationships with mutual trust and respect
B) friendly, approachable, shows concern for others wellbeing and satisfaction

2) Initiating structure - structuring roles based on attaining goals, organizing work (goals, deadlines)
B) leader assigning group members to particular task ,and expect a level of standard from workers

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11
Q

Behavioural Theories - Michigan Studies

the TWO key dimensions of leader behavior

A

1) Employee - oriented: emphasizes interpersonal relationships (the most important dimension)
2) Production oriented - emphasizes the technical aspects of the job

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12
Q

Behavioural Theories:
Ohio VS Michigan
1) relation between initiating and consideration structure?

2) Relation between production and employee based dimensions?

A

1) Both structure were independent (You can be high/low, low/low, high/high, with both of the structure!)

2) Both are either end of one “continuum”
You CANNOT be high on both dimensions, but the favoured dimension is high employee-oriented mess

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13
Q

Leadership/Managerial Grid:

1) What is it/what does it do?

2_ Different types of managements as an outcome?

A

1) It draws on both Michigan and Ohio to create a graph consisting of:
- concern for PEOPLE or PRODUCTION (X AND Y)
- People: consideration and employee-orientation
- Production: initiating structure and production orientation

2), impoverished, country club (too much consideration), authority (too much concern for production), middle-of-the-road (1/2 and 1/2), and team management from lowest to highest.

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14
Q

CONTINGENCY THEORIES:
1) what does this theory focus on? (Related to trait and behavioural theories)

1b) The relationship between leadership style and effectiveness is contingent on….?
2) What are the THREE KEY theories

A

1) Contingency theory considers both trait/behavioural theories but focus on THE ENVIRONMENT IN WHICH THE LEADER EXISTS
1b) that relationship is contingent on the environment and follower characteristics
2) Fiedler’s Model, Hersey and Blanchard’s situational Leadership theory, Path-goal theory

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15
Q

CONTINGENCY THEORIES:
Fiedler’s Contingency Model:

1) What does it state?
2) what must be done for effective leadership?

A

1) effectiveness depends on match between the leader’s style and situation at hand.
(How much the situation allows the leader to have control and influence on followers)

2) Effective leadership: either change leader that fits situation, or fit situation to leader.

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16
Q

CONTINGENCY THEORIES:
Fiedler’s Model: on leadership style

1) What does it assume?
2) What is leadership style determined by?

A

1) assumes that leadership style is fixed: either task or relationship oriented.
2) style determined by the LPC (leases preferred co-worker) scale - asks leader about the worst person they’ve worked with on a 1-8 scale of different traits/behaviours. If the LPC score is generally favourable, the leader is consideration/employee based, and if LPC score not favourable, then vice versa.

17
Q

CONTINGENCY THEORIES:
Fiedler’s model: situation factors:

After finding out the leadership style, necessary to match the leader to situation

1) What are the three main situational factors?
2) The better the leader - member relations ….. What other factors?

A

1) leader-member relations: how much confidence/trust/respect members have for leader.
2) Task structure: whether task is highly structured, goals are clearly set from Tasks
3) Position power: how much the leader controls “power variables” hiring, firing, promotions, etc

2) if leader-member relations high:
- job structure and position power HIGH
- leader’s control and influence HIGH

READ FIEDLER’S MODEL ON MATCHING STYLE

18
Q

CONTINGENCY THEORIES:
Fiedler’s model assessment:
1) one positive

2) problems of the Fiedler model
- logic behind LPC scale?
- LPC scores?

A

1) a lot of the evidence supports the model

2)
- logic behind the scale is not understood by many

  • they are consistent scores, so they do not adapt leader to the situation, but vice versa, which is a problem
    - it’s a trait contingency model! (Does not fit leader to the situation)
19
Q

CONTINGENCY THEORIES:
Hersey and Blanchard Situational Leadership Theory (SLT)

1) What does it focus on?
2) what does the approach state?

A

1) focuses on follow “readiness”
- “readiness” is extent to which people have the ability & willingness to accomplish the task.

2) as workers become more “ready” the ladder becomes more laid back, letting the workers do their thing and not interfering.

READ THE SLT LEADERSHIP STYLE GRAPH

20
Q

CONTINGENCY THEORIES:
Path - Goal Theory:

1) The theory?
2) What is it based on?

A
  1. Leaders provide members with info, support, and resources to assist in achieving goals
    - clarifies the path to the goal for workers
  2. It’s based on the expectancy theory of motivation!
21
Q

CONTINGENCY THEORIES:
Path- goal theory:
Leaders should (for this theory)
- 3 things

A

1) communicate expectations clearly - tell them what they need to do for the end goal/reward, remove anything that blocks high performance.
2) determine what outcome they want - play, job security, interesting work, autonomy, etc
3) Reward individuals whom achieve outcomes when performing well.

22
Q

CONTINGENCY THEORIES:
Path Goal theory:
1) what are the TWO classes of contingency variable for the path-goal theory

A

1) Nature of followers
2) Nature of task

READ PATH GOAL MODEL

23
Q

CONTINGENCY THEORIES:
Path - Goal Theory
1) 4 leadership styles that leaders can display:
B) when is it most effective? (The follower’s state of being, and the nature of the task for each style)

A

1) Directive: focusing on structure - work to be done, planning, organizing
B) inexperience followers, task is ambiguous (parallels OHIO - initiating structure)

2) Supporting: focuses on relationship structure - well being of co-workers
B) followers are experienced but lack confidence, Task is structure but difficult/frustrating (parallels OHIO consideration dimension)

3) Participative: involves employee in decision making
B) followers are unsure; task is ambiguous

4) achievement oriented: sets challenging goals
B) followers are skilled AND motivated

24
Q

Leadership theories SUMMARY:

1) WHAT DOES THE TRAIT TEHORY STATE
2) Behavioural Theories - what does it state?

3) Contingency Theories:
- which for trait? (1)
- which for behavioural?(1)
B) what is each based on (a. The leader b.the followers/environment)

A

1) Trait Theories
leaders are born because of their traits

2) Leadership is a set of behaviours/skills that can be taught - they by what they do, what they are

3) Trait - Fiedler’s contingency theory:
- leader style fixed, situation has to change accordingly

Behavioural -
Hersey & Blanchard: leaders change behaviour, situation based on the followers (characteristics)

Path-Goal: Leaders change behaviour, situation based on characteristics of followers AND environment

25
Q

Leadership Theories:
Drawbacks:
2 errors?

A

1) essentially theories of management NOT of leadership

2) Transformational leadership built on top of transactional leadership. (Not “instead of”)

26
Q

Transactional VS Transformational Leadership

Transactional leaders:
1. How do they approach their members

  1. Is the transactional leadership mainly active or passive?
    1) what are the behaviours associated with transactional leadership?
    2) what is the motivational appeal of the transactional leader designed to satisfy?
A
  1. They approach members with an exchange structural view (one thing for another)
  2. Mainly Passive
    - Behaviours: rewarding followers and maintaining status-quo
    - motivational appeal of a transactional leader is designed to satisfy basic human needs of followers.`
27
Q

Transactional VS Transformational Leadership:

Transformational Leaders:

1) what do they raise/foster?
2) What is the motivational appeal of a transformational leader designed to do?
3) what does it motivate workers to do?

A

“Visionary Change Agents”

1) raises awareness of the importance of the personal and organizational goals, and how to reach them

3) motivates worked to go beyond self interest and for the sake of the team & organizatin

28
Q

Transactional VS Transformational Leadership

Fill in the blanks:

1) BURNS:
Distinction between transactional & transformational leadership is _______________

2) BASS:
Transformational leadership ____________ the effects of transactional leadership

A

1) the discrimination is DICHOTOMOUS.
- A leader is either or, not both.

2) trans. AUGMENTS THE EFFECTS of transactional leadership.
- transformational leadership is built on top of transactional leadership
- Best leaders are transactional and transformational

29
Q 
Transactional VS Transformational Leadership
The full range of the leadership model:
- two transactional dimension
- one non-leadership dimension
- if our transactional leadership

Name them in ascending order

A

Laissez-Faire (non leadership)

Management by Expectation (Transactional)

Contingent Reward

Individualized consideration (transformational)

Intellectual Stimulation

Inspirational Motivation

Idealized Influence

30
Q

Transactional VS Transformational Leadership

Non-leadership factor
Explain:
1. Laissez - Faire

A
  1. Laid back on responsibilities - avoids.delegates making decisions
31
Q

Transactional VS Transformational Leadership

Transactional leadership factor
Explain:

  1. Contingent reward
  2. Management by exception
A
  1. Exchanges reward for effort, promises rewards for good performance
  2. Maintains status quo - intervenes when members don’t meet acceptable performance levels (passive)
  3. Takes action only when to improve performance (active)
32
Q

Transactional VS Transformational Leadership

Transformation-leadership factor
Explain:

  1. Individualized Consideration
  2. Intellectual Stimulation
  3. Inspirational Motivation
  4. Idealized Influence.
A
  1. Shows supportive behaviour
    to each member; coaches/advises as well
  2. Fosters innovative perspectives & intelligent problem solving/decision making
  3. Promotes vision and a sense of mission - displays high expectations
  4. Leader admired as role model (generates loyalty, pride) ,they “walk the walk” shows purpose and commitment to the organization
33
Q

SUMMARY:
1. True or false? Leadership and management are different functions
B) why do we need them?

  1. Trait, Behavioral, and contingency theories are about which type of leadership?
    (What are the two characteristics based on the BASS model of this type of leader?)
  2. Leadership theory has moved beyond this to _______________ leadership
    (What are the four characterizes based on the BASS model of this type of leader)
A
  1. TRUE!
    Leader’s visualizes long term goals, and emerge to foster the vision. Managers develop the functions and deal with day-to-day functions to make it happen
  2. They are are all basically about TRANSACTIONAL types of leaders
    - management by exception
    - contingent reward
3. It's moved to TRANSFORMATIONAL LEADERSHIP.
-
 Individual consideration all
Intellectual stimulation
Idealized influence
Inspirational Motivation

MSCI 211 PART 3 (4 decks)

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