✔️[Comp] Leadership & Navigation

Question 1

Motivation theory that states that the way a person interprets the causes for past success or failure is related to the present level of motivation; includes theories of Heider and Weiner.

Answer 1

Attribution Theory

Question 2

Motivation theory that states that leaders possess certain innate characteristics that followers do not possess (and probably cannot acquire), such as physical characteristics and personality traits

Answer 2

Trait theory

Question 3

Motivation theory that states that individuals are motivated by a desire to satisfy certain needs and that understanding these needs allows leaders to offer the right incentives and create the most motivational external environments; includes self-determination and theories of Maslow, Herzberg, and McClelland.

Answer 3

Needs theory

Question 4

Motivation theories dealing with the amount of control in the workplace; motivation is seen as either absolutely irrelevant or absolutely critical.

Answer 4

Theory X/Theory Y

Question 5

Category of leadership theories that states that leaders can flex their behaviors to meet the needs of unique situations, employing both task or directive behaviors and relationship or supportive behaviors; includes Hersey-Blanchard situational leadership, Fiedler’s contingency theory, and path-goal theory.

Answer 5

Situational theories

Question 6

Leadership theory that emphasizes a leader’s ability to inspire employees to embrace change; leaders encourage and motivate employees to innovate and seek out changes that can add value and growth to the organization.

No micromanaging, encourages communication

Answer 6

Transformational leadership

Question 7

Leadership approach in which the leader proposes a bold vision or solution and invites the team to join this challenge.

Answer 7

Authoritative leadership approach

Question 8

Leadership theory that states that leaders are not appointed but emerge from the group, which chooses the leader based on interactions.

Answer 8

Emergent theory

Question 9

Leadership approach in which the leader creates strong relationships with and inside the team; team members are motivated by loyalty.

Answer 9

Affiliative leadership approach

Question 10

Leadership theory that states that leaders possess certain innate characteristics that followers do not possess (and probably cannot acquire), such as physical characteristics and personality traits.

Answer 10

Trait theory

Question 11

Leadership approach in which the leader imposes a vision or solution on the team and demands that the team follow this directive.

Answer 11

Coercive leadership approach

Question 12

Leadership approach in which the leader sets a model for high performance standards and challenges followers to meet these expectations.

Answer 12

pacesetting leadership

Question 13

Theory that states that motivation is based on an employee’s sense of fairness; the individual compares their perceived value with that of others in similar roles and makes a calculation based on their inputs and outputs.

Answer 13

Equity theory

Question 14

Leadership theory that focuses on a two-way relationship between leaders and chosen employees; the leader mentors selected team members and gives them access to more information and resources in order to strengthen levels of trust and support.

Answer 14

Leader-Member Exchange Theory

Question 15

Power that is created when the leader can punish those who do not follow.

Answer 15

Coercive power

Question 16

Leadership approach in which the leader focuses on developing team members’ skills, believing that success comes from aligning the organization’s goals with employees’ personal and professional goals.

Answer 16

coach leadership approach

Question 17

Power that is created by the force of the leader’s personality.

Answer 17

Referent Power

Question 18

Category of leadership theories that states that leaders influence group members through certain behaviors; includes Blake-Mouton theory.

Answer 18

Behavioral theories

Question 19

Leadership theory that emphasizes a leader’s preference for order and structure; focuses on control and short-term planning.

Follow orders from above, employees motivated by rewards, micro managing, creativity not encouraged

Answer 19

transactional leadership

Question 20

Motivation theory that states that effort increases in relation to one’s confidence that the behavior will result in a positive outcome and reward; includes Vroom’s theory.

Answer 20

Expectancy theory

Question 21

Leadership approach in which the leader focuses on developing team members’ skills, believing that success comes from aligning the organization’s goals with employees’ personal and professional goals.

Answer 21

Coaching leadership approach

Question 22

Power that is created when a leader is recognized as possessing great intelligence, insight, or experience.

Answer 22

Expert power

Question 23

Leadership approach in which the leader invites followers to collaborate and commits to acting by consensus.

Answer 23

Democratic leadership approach

Question 24

Power that is created when the leader can offer followers something they value in exchange for their commitment.

Answer 24

Reward power

Question 25

Theory that states that motivation can be increased by providing employees with goals against which they can assess their achievement.

Answer 25

Goal-setting theory

Question 26

Power that is created formally, through a title or position in the hierarchy that is associated with the rights of leadership.

Answer 26

Legitimate power

Question 27

Factors that initiate, direct, and sustain human behavior over time.

Answer 27

Motivation

Question 28

Leadership theory in which the leaders’ goal is to serve the needs of their employees; emphasizes the sharing of power.

Answer 28

Servant leadership

Question 29

Difference btwn Coaching and Mentoring

Answer 29

🔐 It is important to recognize the difference between coaching and mentoring. Mentoring helps an employee navigate and understand the organization, which in turn can help them determine a career path. It is an approach to people management focused on both character and fostering skills. When a relationship is based on more than just a future promotion, the mentor can help the mentee invest in and develop their self-awareness, empathy, confidence, respect for others, and relationship-building skills. A mentoring relationship is most effective when the mentor has time to commit to the relationship and when the mentee is after more than just career advancement.

Question 30

Behaviors that distinguish effective and ineffective leadership in the orh and HR function

Answer 30

“🔐 Although leaders’ personal styles may differ, management experts agree about the behaviors that distinguish effective and ineffective leadership in organizations and in the HR function.

Effective HR leaders:
- Develop and coach others.
- Build positive relationships.
- Model their values and fulfill their promises and commitments.
- Have functional expertise.

Ineffective HR leaders:
- Focus internally rather than externally, failing to look outside the HR function to the organization’s internal and external stakeholders.
- Lack strategic perspective, focusing on short-term objectives and daily tasks.
- Do not anticipate or react well to change.
- Resist “stretch” goals and act as a drag on the organization’s attempts to innovate.”

Question 31

• leadership involves managin tasks and employees

Five types of managers, only one of which (team leader) is considered a leader:
- Country club managers (low task, high relationship) create a secure atmosphere and trust individuals to accomplish goals, avoiding punitive actions so as not to jeopardize relationships.
- Impoverished managers (low task, low relationship) use a “delegate-and-disappear” management style. They detach themselves, often creating power struggles.
- Authoritarian managers (high task, low relationship) expect people to do what they are told without question and tend not to foster collaboration.
- Middle-of-the-road managers (midpoint on both task and relationship) get the work done but are not considered leaders.
- Team leaders (high task, high relationship) lead by positive example, foster a team environment, and encourage individual and team development.

Answer 31

Blake-Mouton Theory (also considered a behavioral theory)

Question 32

Leaders change the situation to make it more “favorable,” more likely to produce good outcomes.
“Situation favorableness” occurs when:
- Leader-member relationships are strong.
- Task structure and requirements are clear.
- The leader can exert the necessary power to reach the group’s goal.

Unfavorable situations must be changed to improve group (and leader) effectiveness. This can include:
- Improving relations between the leader and the team (for example, by building trust).
- Changing aspects of the task (for example, breaking a project down into more manageable pieces, providing more resources for the team).
- Increasing or decreasing the leader’s exercise of power (for example, to increase team involvement in and ownership of ideas, to decrease harmful conflict or resistance to change).

Answer 32

Fiedler’s Contingency Theory (also considered a situational theory)

Question 33

emphasizes the leader’s role in coaching and developing followers’ competencies. The leader performs the behavior needed to help employees stay on track toward their goals. This involves addressing different types of employee needs:
Directive—Help the employee understand the task and its goal.

Supportive—Try to fulfill employee’s relationship needs.

Achievement—Motivate by setting challenging goals.

Participative—Provide more control over work and leverage group expertise through participative decision making.

Answer 33

Path-Goal Theory (also considered a situational theory)

Question 34

How much influence be used?

Answer 34

🔐 Most importantly, influence must be used with honesty and concern. It is always possible to manipulate others by misusing emotional appeals (for example, playing to fears or biases) or networking (for example, intimidating or bullying), but, in the end, this type of falseness and manipulation is a sure way to destroy trust.

Question 35

Effective HR leaders that understand individuals do this –

Answer 35

🔐 Effective HR leaders work to understand what drives the individuals with whom they work. Each person is unique because of differences in heredity and environment. What motivates one person will not necessarily motivate another—even people in the same workplace, economic class, or ethnic group.

Question 36

Five basic categories of needs must be met in an ascending order:
Physiological (basic needs related to survival)
Safety and security
Belonging and love (the need to belong, to be accepted)
Esteem (both self-esteem and admiration of others)
Self-actualization (the need to fill one’s potential)

Answer 36

Maslow Theory (needs theory)

Question 37

Behavior is driven by intrinsic factors (innate desires) and extrinsic factors (workplace hygiene).
- Intrinsic factors: challenging work, meaningful impact of work, recognition
- Extrinsic factors: job security, pay, conditions

• Satisfying hygiene factors can remove some areas of discontent that interfere with motivation, but satisfactory workplace conditions are not enough in themselves to create motivation.

Motivation is created by appealing to individual desires or needs.

Answer 37

Herzberg (needs theory)

Question 38

Individuals are motivated by three basic desires:
- Achievement (accomplishment)
- Affiliation (feeling part of a group)
- Power (influence or control over others)

Answer 38

McClelland (needs theory)

Question 39

McClelland’s achievement and relatedness, but also autonoy and purpose

Answer 39

Self-Determination (needs theory)

Question 40

Level of effort depends on:
- Expectancy. (With reasonable effort, the employee can succeed.)
- Instrumentality. (Success will result in a reward.)
- Valence. (The reward is meaningful to the employee.)

Answer 40

Vrooms theory (Expectancy theory)

Question 41

Tip about winning support

Answer 41

• When you see “win support” you need to see what’s motivating that person

Question 42

Tip about winning support

Answer 42

• When you see “win support” you need to see what’s motivating that person