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Leadership in Organizations > Exam 1 > Flashcards

Exam 1 Flashcards

1
Q

Based on followers’ identification and liking of the leader. (Personal power)

A

Referent Power

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2
Q

Based on followers’ perception of the leader’s competence. (Personal power)

A

Expert Power

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3
Q

Associated with having status or formal job authority. Based on position and mutual agreement. (Positional power)

A

Legitimate Power

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4
Q

Derived from having the capacity to provide rewards to others. (Positional power)

A

Reward Power

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5
Q

Derived from having the capacity to penalize or punish others. (Positional power)

A

Coercive Power

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6
Q

Derived from possessing knowledge that others want or need. (Positional power)

A

Informative Power

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7
Q

Derives from a particular office or rank in a formal organization.

A

Position Power

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8
Q

The influence capacity a leader derives from being seen by followers as likable and knowledgeable.

A

Personal power

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9
Q

A person with power who plans, organizes, staffs, controls.

A

Management

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10
Q

A person with power who motivates movement, change, improvement.

A

Leadership

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11
Q

Trait Approaches theorize that…

A

Leaders are born.

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12
Q

Behavior Style Approaches theorize that…

A

Leaders are made.

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13
Q

Contingency and Situational Approaches theorize that…

A

Leaders appear in different situations (depending on context).

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14
Q

What are two examples of Trait Theories?

A
  1. “Great Man” Theory

2. Psychodynamic Approach

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15
Q

What are 4 examples of Behavioral Theories?

A
  1. Lewin Studies
  2. Ohio State studies
  3. Michigan Studies
  4. The Leadership Grid
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16
Q

What are 3 examples of Contingency and Situational Theories?

A
  1. Fiedler’s Theory
  2. Hersey and Blanchard
  3. Path-goal Theory
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17
Q

What are the 5 traits that appear most frequently from leaders?

A
  1. Intelligence
  2. Self-Confidence
  3. Determination
  4. Integrity
  5. Sociability
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18
Q

Stogdill’s definition of a leader included…

A

A relationship between people in a social situation.

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19
Q

Mann’s definition of a leader included…

A

Less emphasis on social, personality traits is more of a decider.

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20
Q

Lord, Devader, and Alliger definition of a leader included…

A

Personality traits that could be used to differentiate leaders and non-leaders.

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21
Q

Kirkpatrik and Lock’s definition of a leader included…

A

6 traits make up the “right stuff” for leaders.

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22
Q

(Leadership style) The leader uses strong, directive, controlling all actions. Followers have little influence.

A

Autocratic (Authoritative)

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23
Q

(Leadership style) The leader takes collaborative, reciprocal, interactive actions with followers. Followers have a high degree of influence.

A

Democratic (Participative)

24
Q

(Leadership style) The leader fails to accept the responsibilities of the position; creating chaos in the work environment.

A

Laissez-Faire (Delegative)

25
Q

Leader behavior aimed at defining and organizing work relationships and roles; establishes organization, communication, and task completion. (Task Behavior)

A

Initiating Structure

26
Q

Leader behavior aimed at nurturing friendly, warm working relationships, as well as encouraging mutual trust. (Relationship Behavior)

A

Consideration

27
Q

Studies that identified the number of times leaders engaged in specific behaviors.; 150 questions. (LBDQ)

A

Ohio State Studies

28
Q

Studies include specific emphasis on the impact of leadership behavior on the performance of small groups.

A

Michigan Studies

29
Q

Which orientation stresses the technical aspects of a job?

A

Production orientation

30
Q

Which orientation stresses strong human relations?

A

Employee orientation

31
Q

Used to assess personality for individuals.

A

Myers-Briggs Type Indicator. (MBTI)

32
Q

What are the 5 parts of the Big Five Model?

A
  1. Openness
  2. Conscientiousness
  3. Extraversion
  4. Agreeableness
  5. Neuroticism
33
Q

How many personalities types are there for Myers-Briggs?

A

16 personalities

34
Q

Research shows a preference for leaders who are…?

A

TJ: Thinker-Judges

69.9 - 85% of those surveyed voted

35
Q

Strongest to weakest factors in terms of strength (Big Five Model)

A
  1. Extraversion
  2. Conscientiousness
  3. Neuroticism
  4. Openness
  5. Agreeableness
36
Q

What are the 3 other important traits relevant to leadership?

A
  1. Locus of Control
  2. Self-efficacy
  3. Tolerance for ambiguity
37
Q

(Tolerance of ambiguity dimensions) Coping with new, unfamiliar situations.

A

Novelty

38
Q

(Tolerance of ambiguity dimensions) Using multiple, distinctive, or unrelated info.

A

Complexity

39
Q

(Tolerance of ambiguity dimensions) Dealing with problems that are difficult to solve.

A

Insolubility

40
Q

___ types tend to be the best descriptors of the stereotype of an effective manager.

A

Thinking (T)

41
Q

Describes how leaders can motivate their followers to achieve group and organizational goals. LEADERS-MATCH : match leaders to appropriate situations.

A

Contingency Approach

42
Q

A leader who invites subordinates to share in the decision-making. (Path-goal)

A

Participate Leadership

43
Q

A leader who challenges subordinates to perform work at the highest level possible. (Path-goal)

A

Achievement-oriented Leadership

44
Q

What are the 4 parts of the Path-goal theory matrix?

A
  1. Directive
  2. Supportive
  3. Participate
  4. Achievement-oriented
45
Q

A leader who gives subordinates task instruction. (Path-goal)

A

Directive Leadership

46
Q

A leader who is friendly and approachable. (Path-goal)

A

Supportive Leadership

47
Q

A leadership style that can be changed by looking at the development of the followers. (Hersey and Blanchard)

A

Situational Leadership

48
Q

Behavior that helps group members in goal achievement via one-way communication.

A

Directive Behavior

49
Q

Behavior that assists group members via two-way communication in feeling comfortable with themselves, co-workers, and situations.

A

Supportive Behavior

50
Q

Hersey and Blanchard’s 4 leadership styles.

A
  1. Directing Style
  2. Coaching Style
  3. Supporting Style
  4. Delegating Style
51
Q

Describe the development levels for Followers.

A

Development levels are ranked from D1 to D4. D4 is the best with the highest competence and commitment. D1 is the lowest with the lowest competence.

52
Q

What are the 2 tasks that leaders have?

A
  1. Diagnose the situation

2. Adapt leadership style

53
Q

What are the 3 key points of Fiedler’s Contingency Theory?

A
  1. Leader-member Relations
  2. Task Structure
  3. Position power
54
Q

What are the 2 leader styles for Fiedler’s Contingency theory?

A
  1. Task-oriented

2. Relationship-oriented

55
Q

Based on least preferred coworker (LPC), which type of worker is relationship-oriented?

A

High type

56
Q

Based on least preferred coworker (LPC), which type of worker is task-oriented?

A

Low type

Leadership in Organizations (3 decks)

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