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Leadership and Change > Exam Study - Ch. 9 & 10 Leadership & Management > Flashcards

Exam Study - Ch. 9 & 10 Leadership & Management Flashcards

1
Q

What is the difference between leadership and management?

A

Leadership:

  • Is about coping with change
  • Establishes direction with a vision
  • Aligns resources and inspires workers to complete the vision and overcome hurdles

Management:

  • Is about coping with complexity
  • Brings about order and consistency
  • Draws up plans, structures and monitors results

or

Management = getting people to achieve stated organisational objectives

Leadership = creating change and emphasises interpersonal behaviour

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2
Q

Define leadership.

A

Leadership is the ability to influence a group toward the achievement of a vision or a set of goals.

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3
Q

What are the sources of leadership influence?

French & Raven

A
  1. Position power
    - Legitimate power
    - Coercive power
    - Reward power
  2. Person power
    - Expert power
    - Referent power (charisma)
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4
Q

What are the levers of leadership influence?

A
  1. Input control
  2. Throughput control
  3. Output control
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5
Q

What are the arenas of leadership influence?

A
  1. Political arena
    - In order to gain support, leaders must influence in the political arena
  2. Cultural arena
    - In order to change an organisation, leaders must influence people to adopt new behaviours.
  3. Psychological arena
    - A leader must win the hearts of people in order to get them to follow.
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6
Q

What are the traditional theories of leadership?

A
  1. Behaviour can be taught, traits cannot.

2. Leaders are trained, not born.

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7
Q

What are the two types of leadership behaviour according to the Ohio State Studies?

A
  1. Initiating structure
    - they organise work, work relationships and goals
  2. Consideration
    - concern for follower’s comfort/well-being, status and satisfaction
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8
Q

What are the two dimensions/orientations of behaviour according to the Michigan Studies?

A
  1. Production-oriented
    - Emphasis on the technical or task-side of the job. People are a means to an end
  2. Employee-oriented
    - Emphasis on interpersonal relations and acceptance of individual differences.
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9
Q

What does Blake & Mouton’s Managerial Grid do?

A

It uses both Ohio and Michigan studies to create a grid to assess management styles.

On the X-axis = concern for production
On the Y-axis = concern for people

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10
Q

What are the management styles according to Blake & Mouton’s Managerial Grid?

A
  1. Country Club manager
    - Attention to needs of people and creating a friendly work atmosphere
  2. Team manager
    - High concern for people and output.
  3. Middle-of-the-Road manager
    - Adequate performance by balancing work output and morale.
  4. Impoverished manager
    - Minimum effort to get work done
  5. Authority-compliance manager
    - work arrangements only allow minimum interference from the human element
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11
Q

What is the deciding factor between a good company and one that achieves greatness?

A

Effective leaders who inspire their people to realise their personal and corporate potential.

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12
Q

Explain “Charismatic Leadership”.

A

A charismatic leader leads through vision, takes great personal risk, is sensitive towards followers and displays extraordinary behaviour. They are optimistic, passionately enthusiastic, tap into people’s emotions and inpire.

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13
Q

How do charismatic leaders influence followers?

A
  1. Articulate an appealing vision
  2. Communicating a new set of values
  3. Model behaviours for those values
  4. Express dramatic behaviour
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14
Q

When is charismatic leadership best used?

A
  • When a situation is uncertain or stressful (crisis)

- When ideology is involved

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15
Q

What are the two types of transformational leadership

A
  1. Transactional leadership
    - motivates staff towards goals by clarifying role and task requirements
  2. Transformational leadership
    - inspires staff to transcend self-interest for the good of the company
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16
Q

What’s the difference/similarities between charismatic and transformational leadership?

A
  • both positively related to motivation, satisfaction, profitability, performance and effectiveness
  • transformational leadership may be a broader concept
  • they can be regarded as the same
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17
Q

What is meant by “authentic leadership”?

A

That is leadership based on ethics. Those leaders know who they are, what they believe in and value, and act on those beliefs openly and candidly.

Authentic leaders:

  • create trust
  • encourage open communication
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18
Q

What are the 7 approaches to leadership?

A
  1. Quality/traits approach
  2. Functional/group approach
  3. Leadership style
  4. Contingency theories
  5. Transitional/transformational leadership
  6. Visionary/Inspirational leadership
  7. Servant leadership
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19
Q

Explain the “quality or traits approach” to leadership.

A

It assumes leaders are born and have inherent characteristics/personality traits that distinguish them from followers.

Limitations:

  • long list of traits
  • subjective on what is a ‘good’ leader
  • ignores situational factors
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20
Q

Explain the “functional/group approach” to leadership

A

It assumes leadership can be learned and attention is focused on the functions/responsibilities of leadership. How the leader’s behaviour affects followers and vice versa.

21
Q

Explain “action-centered approach” leadership

A

The focus lies on what a leader actually does and is dependent on 3 areas of need:

  1. The need to achieve the common task
  2. The need for team maintenance
  3. The individual need of group members
22
Q

Explain the “styles of leadership”

A
  1. Authoritarian/autocratic style
    - all power belongs to the manager
  2. Democratic style
    - The group is the main focus, leadership functions are shared and the manager is part of a team.
  3. Laissez-faire/genuine style
    - Power lies with group members who do what they think is best

or

  1. Commanding
  2. Visionary
  3. Affiliate
  4. Pace-setting
  5. Democratic
  6. Coaching
23
Q

The “continuum of leadership behaviour” assumes 4 main leadership styles by the manager. Which are they?

A
  1. Tells
  2. Sells
  3. Consults
  4. Joins
24
Q

Tannenbaum and Schmidt identified 3 main forces to decide what leadership style is desirable. Which are they?

A
  1. Forces in the manager
  2. Forces in the subordinate
  3. Forces in the situation
25
Q

What are the contingency models for leadership?

A
  1. Fiedler – Favourability of Leadership Situation
  2. Vroom & Yetton – Quality and acceptance of the leader’s decision
  3. House, House and Dessler – Path-Goal Theory
  4. Hersey & Blanchard – Readiness level of followers
26
Q

Explain Fiedler’s “Favourability of Leadership Situation” theory

A

Leadership behaviour is dependent on the favourability of the leadership situation.

3 variables that determine favorability:

  1. Leader-member relations
  2. Task structure (are tasks clearly defined?)
  3. Position power (does the leader have it?)

Unfavourable situations require a controlling style/task-oriented leader

Favourable situations require a participative style/interpersonal leader

27
Q

Explain Vroom & Yetton’s “Quality of Acceptance of a Leader’s Decision” theory.

A

There are two main aspects of a leader’s decisions:

  1. quality
  2. acceptance

Decision quality = the effect a decision has on the group

Decision acceptance = motivation of staff to implement the decision

28
Q

Explain the “Path-goal Theory” by House, House & Dessler.

A

Performance of subordinates is affected by the extent to which the manager satisfies their expectations.

  • Satisfaction of needs leads to effective performance
  • Direction, training and guidance will lead to effective performance
29
Q

What are the 4 main styles of leadership according to House?

A
  1. Directive leadership
  2. Supportive leadership
  3. Participative leadership
  4. Achievement-oriented leadership (sets challenges and is confident in subordinates’ abilities)
30
Q

According to the Path-Goal theory, leadership behaviour is determined by which two situational factors?

A
  1. Personal characteristics of subordinates

2. Nature of the task (routine/non-routine, structured/unstructured)

31
Q

Under the Path-Goal theory, what is meant by “follower readiness” and how can it be catagorised?

A

Follower/group readiness is the extent to which followers have the ability and willingness to accomplish tasks.

R1 – low readiness: unable and unwilling
R2 – low-moderate readiness: unable but willing
R3 – moderate-high readiness: able but unwilling
R4 – high readiness: able and willing

32
Q

Under the Path-Goal theory, what leadership styles are there, and on what behaviours are they based?

A

Leadership styles are based on:

  • Task behaviour: the extent to which the leader provides directions
  • Relationship behaviour: the extent to which a leader engages in two-way communication

S1 – Telling: high T/low R, detailed instructions and close supervision.

S2 – Selling: high T/high R, leader explains and discusses decisions

S3 – Participating: low T/high R. Much communication and consultation

S4 – Delegating: low T/low R. Behaviour is based on delegation of responsibility

33
Q

Transformational leadership is also known as …. leadership.

A

creative

34
Q

What are the 4 basic components of transformational leadership?

A
  1. Idealised influence: leader’s charisma provides meaning to work
  2. Inspirational motivation: leader’s behaviour provides challenge to work
  3. Intellectual stimulation: leader solicits new approaches to perform work
  4. Individualised consideration: leaders are concerned to follower’s development
35
Q

Explain “servant leadership”.

A

Servant leaders give attention to the needs of people and promote personal development. They empower through honesty, respect, nurturing and trust.

36
Q

Name some characteristics of a servant leader

A
  • good communication
  • emphathy
  • healing oneself and others
  • self-awareness to view things from a holistic perspective
  • using persuasion rather than positional power
  • thinks long-term
37
Q

What are Fayol’s 5 main elements of management?

A
  • Planning
  • Organising
  • Commanding
  • Co-ordination
  • Controlling
38
Q

What are the three managerial roles?

Mintzberg

A
  1. Interpersonal role
    - Figurehead
    - Leader
    - Liaison
  2. Informational role
    - Monitor
    - Disseminator
    - Spokesperson
  3. Decisional role
    - Entrepreneur
    - Disturbance-handler
    - Resource allocator
    - Negotiator
39
Q

What is management?

A

Getting work done through people.

40
Q

The process of management takes place in a broader organisational context and is subject to …

A

the organisational environment and culture.

41
Q

What is meant by the organistional setting?

A
  • the people-organisation relationship
  • the context in which management activities take place
  • the manner in which management responsibilities/duties are exercised
  • the actual process of management and execution of work
  • measures of organisational performance and effectiveness
42
Q

Name some management tasks.

A
  1. Clarifying objectives
  2. Planning of work
  3. Distributing tasks/activities to people
  4. Directing subordinates
  5. Controlling performance of other people’s work
43
Q

Why do organisations need managers according to Mintzberg? (6 reasons)

A
  1. Ensure the organisation serves its basic purpose
  2. Design and maintain stability of operations
  3. To take charge of strategy-making and adapt the organisation to its environment
  4. Ensure the organisation serves the ends of those people who control it
  5. Key informational link to the environment
  6. Formal authority to operate the organisation’s status systems
44
Q

Good people management focuses more on a …… style of management.

A

integrating

45
Q

Explain Theory X & Y of management (McGregor)

A

The way managers approach the performance of their jobs are conditioned by underlying dispositions about:

  1. people
  2. human nature
  3. work

Theory X = carrot & stick.
It assumes people are mostly lazy and dislike work. People prefer to be directed and lacks ambition

Theory Y = integrating individual and organisational goals.
Work is natural for most people. People can learn to accept responsibility given the right conditions. Motivation lies at the affiliation, esteem and self-actualisation level.

46
Q

For what situations do you use Theory X and for what Theory Y?

A

Theory X is best used for emergency situations where time plays a factor in coordinating tasks

Theory Y is more appropriate for scientific, technical or professional work.

47
Q

What are the four management systems according to Likert?

A
  1. Exploitive-authoritative
  2. Benevolent-authoritative
  3. Consultative
  4. Participative
48
Q

What skills do companies look for in a manager?

A
  • Technical skills
  • Human skills
  • Conceptual skills
  • Motivation to manage

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