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3300 Leadership > Exam 1 > Flashcards

Exam 1 Flashcards

1
Q

Trait vs Process Leadership

A

Trait:
-born
-assigned leadership (given the role)

Process:
-become
-emergent leadership (taking on the role ex group projects)

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2
Q

Conceptualizing leadership definition

A

Leadership is a process that involves influencing groups to achieve a common goal

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3
Q

what are the five different categories of power in leadership

A

-Legitimate -> position/role- teacher = in charge (assigned power)
-Reward-> ability to give rewards- verbal praise (assigned power)
-Coercive-> ability to punish- detention (assigned power)
-Expert-> having superior knowledge- already know what you teach (informational power)
-Referent-> perceived as caring- best interest of students (informational power) lots of trust involved

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4
Q

Leadership vs Management

A

Leadership:
produces change and movement
1. establishes direction
2. aligns people ex establish goals
3. motivated and inspires

Management:
produces order and consistency
1. planning and budgeting
2. organizing and staffing
3. controlling and problem solving

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5
Q

Leader vs Leadership

A

Single person vs organisation

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6
Q

Why cooperative games

A

enables us to experience the skills that good followers and leaders do:
in a mostly non-threatening mostly fun learning environment.

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7
Q

What are the 4 elements of a successful cooperative game

A

-communication
-trust
-collaboration
fun

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8
Q

4 types of co-operative games

A

-icebreakers/get acquainted/warm-ups
-initiative games
-tricks and variations
-trust

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9
Q

What is facilitation

A

“increased ease of performance of any action resulting from … the continued, successive application of the necessary stimulus”

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10
Q

What are the 4 P’s of facilitation

A

-purpose
-planning
-preparation
-presentation

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11
Q

What is the behavioural approach

A

-leaders are not born
-Leadership = matrix of two (2) orientations
1. TASK- get the job done
2. RELATIONSHIP- people

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12
Q

What is the 9,1 leader

A

Authority-Obedience (Dictatorial) Leader

-People are a commodity
-Dictates what and how to do things without concern for people
(not a bad thing- short term this can be very useful but long term followers may loose motivation cuz they aren’t addressed as people)

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13
Q

What is the 1,9 leader

A

“Country Club” (Accommodating) Leader
-Purpose is incidental
-Fostering good feelings gets primary attention

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14
Q

What is the 1,1 leader

A

Impoverished (Indifferent) Leader
-Minimal concern for either behaviour
-Purpose is unobtainable

(-little regard for people you work with
-disorganization
-disharmony
-main goal of this type of leader is to not get in trouble/get fired (does minimal effort)

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15
Q

What is the 5,5 leader

A

“Organization Man” (Status Quo)
-Leader “goes along to get a long”
-Results in conformity to the status quo

(-continual compromise
-not a whole lot gets done)

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16
Q

What is the 9,9 leader

A

Team (Sound) Leader
-Contribute and commit
-Seeks results through participation, commitment, and involvement

(-this is seen as the ‘best’ leadership style (especially in a management position)

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17
Q

What are some criticisms of the Blake and Mouton’s Grid (types of leaders 1,9…)

A

-No established link between styles and outcomes i.e. productivity
-Failed to find a universal style for effective leadership
-Implies without empirical support that high-high style is most effective

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18
Q

What is a paternalistic leader

A

-Jump between 1.9 and 9.1 (two opposite)
-Prescribe and guide

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19
Q

What is the contingency theories

A

leadership is based on the situation

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20
Q

Effectiveness of the group is contingent upon the relationship between:

A
  1. Leadership style (personality traits)
  2. Degree to which the situation enables the leader to exert influence
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21
Q

Is a leadership style stable or unstable

A

-style is stable and not easy to change
-either task or relationship oriented

22
Q

Are high LPC leaders people or task oriented

A

People oriented
-Leader is able to have positive feelings toward a weak/nonproductive member.

23
Q

Are low LPC leaders people or task oriented

A

Task oriented
-Leader is unable to rate LP member very high.

24
Q

In the contingency theory what does Situational favorableness depends upon

A

-Leader-Member Relations – how well do followers and the leader get along

-Task Structure – how clearly are jobs specified

-Position-Power – the amount of legitimate, reward and coercive power

25
Q

Do task oriented leaders (low LPC) do best in high, moderate or low favorable situations

A

do best in high favorable situations

(Screenshot on desk top)

26
Q

Do people oriented leaders (high LPC) do best in high, moderate or low favorable situations

A

moderately favorable situations

(Screenshot on desk top)

27
Q

According to Fiedler (contingency theory) what are the only 2 ways to improve leadership effectiveness

A
  1. Change leader’s personality (not actually possible)
  2. Modify degree to which situation is favorable
28
Q

How can you modify a situation to make it more favorable

A

-The composition of the group (L-M rels.)

-Rules/procedures in the task situation (TS)

-What the leader can and can’t so (PP)

(this will allow for a more effective leader)

29
Q

What are the transactional and transformational theories

A

-transactional ->relies of rewards/punishments

-transformational-> build trust and respect through interactions and build more ‘want to do well for you’
-opposite can happen too -> deterioration of motivation due to increased interaction

-neither have really been tested in sports setting

30
Q

What are antecedents

A

thing that are true or in place before (fixed characteristics)

-Situational characteristics
-leader characteristics
-member characteristics

31
Q

what are the components of leader behavior

A

-required -> rules and regulations that leader has to follow

-actual -> what is observed

-preferred -> what they prefer to do and what participants prefer them to do

32
Q

what are the 5 subscales of leader behavior

A
  1. Democratic
  2. Autocratic
  3. social support
  4. Positive feedback
  5. Training and Instruction
33
Q

What are democratic and autocratic behaviors

A

Decision making styles
Democratic = democracy
Autocratic = 1 ruler

34
Q

What are social support and positive feedback behaviours

A

Motivation

35
Q

What are training and instruction behaviours

A

Direct instruction

36
Q

Congruence in relation to performance

A

Unsuccessful (teams that didn’t make playoffs) Desired more democratic coaching behaviour and believed their coach to be too autocratic, desired more social support from coach, and more positive feedback

37
Q

Congruence in relation to satisfaction

A

Difference between ACTUAL and PREFERRED Leader Behaviour in areas of:
Training and Instruction (Damon, 2009)
Positive feedback
Social support

38
Q

What is the multidimensional model

A

3 categories with subcategories

-antecedents with situational characteristics, leader characteristics and member characteristics

-Leader behavior with required, actual and preferred

-consequences with performance and satisfaction

39
Q

what is the difference between the multidimensional model and the mediation model

A

Core difference is mediation model specifies that coaches behaviours and its influence on athletes perceptions is in turn influenced by an athletes evaluative reactions (you interperet your coaches behaviours differently than your teammates) -> ex coach is getting really mad some would see it as wow why is coach so mad? Where others would see it as coach is trying to help us refocus cuz we are goofing off.

40
Q

Coaching effectiveness model

A

Coaches’ behaviors has direct impact on athlete performance and indirect impact on athlete performance through their self perceptions, beliefs and attitudes. These intern impact athlete motivation and performance.

41
Q

Social-Cognitive Theory

A

Personal – we are all different
Environmental context
Behavioural outcomes

42
Q

What are the 6 leadership styles

A

Consultive
Participative
Coaching
Instructional
Supportive
Directive

43
Q

What are the 3 most commonly used styles

A

Laissez-faire (1,1)
-Group formulates own policies “hands-off position”
-offer advise and materials
-no pressure toward achievement; passive attitude

Autocratic (9,1)
Chosen leader determines techniques, procedures and activities

Democratic (9,9)

-reacts as if member of the group
-group freely formulates
-gives objective, fair praise

44
Q

What is task variability

A

Open vs Closed

-open (soccer- strategy is undetermined it depends on opponents, what teammates are doing, etc)
-closed (swimming predetermined strategy)

45
Q

What is task dependence

A

interdependent (team sport) vs. independent (individual sport)

46
Q

What did studies show about task variability

A

Studies all varied

47
Q

What did studies show about task dependence

A

independent prefer more democratic than interdependent

48
Q

If interdependent preferred more democratic are they successful

A

less successful

49
Q

is autocratic most likely to be more effective in closed or open activities

A

closed

and democratic most likely effective in open

50
Q

what styles are preferred for male and female

A

Female – interpersonal, democratic
Male – task-oriented, autocratic

3300 Leadership (2 decks)

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