Leadership

Question 1

What are the three components of leadership?

Answer 1

Leadership is an influence process.

Leadership is a cooperative, reciprocal relationship. (not a one-way street)

Leadership is a goal-oriented process. (you have some shared goal that you assist in obtaining)

Question 2

What is the two-factor model of leadership?

Answer 2

A descriptive model of leadership, which maintains that most leadership behaviors can be classified as either performance maintenance (task leadership) or relationship maintenance (relationship leadership.

Task leadership (focused on efficiency, content, and process)

Relationship leadership (focused on interrelations of those you are leading)

Question 3

What are leadership substitutes? What are some examples?

Answer 3

substitutes for leadership obviate the need to provide task or relational support to the group members – In some cases, something about the group members may reduce their need for task, relational, or both task and relational leadership

Experienced, professional, well-trained workers often don’t need much task leadership.
Task leadership is also less important for well-structured or routine tasks.
Relationship leadership may be less important if the group is already highly cohesive.

Question 4

What are sex differences in leadership styles?

Answer 4

Although men tend to have traits that would make them good task leaders and women tend to have traits that would make them good relationship leaders, in practice one does not see large sex differences in leadership style.

Question 5

What was Thomas Carlyle’s theory of leadership emergence? What is it called?

Answer 5

Thomas Carlyle, a historian, espoused the view that leaders have extraordinary characteristics that destine them for leadership. Your book calls this “great leader theory” although Carlyle originally called it “great man theory.”

Some people just “have the right stuff” is the notion behind this

Question 6

What was Leo Tolstoy’s theory of leadership emergence? What is it called?

Answer 6

Zeitgeist theory, the idea that the types of leaders that emerge in a given historical era derive from the spirit of the times, not the characteristics of the leader.

situational/ environmental forces dictate the emergence of the leader. Different kinds of people become leaders in different kinds of contexts. Who people want as leaders in certain points of history differs based on contexts of those times. Personality characteristics of the leader are not the focus. Example of Hitler being picked as a leader (not because of his personality traits) but because he was a right wing candidate and that’s what the majority wanted.

Question 7

Besides the “great man theory” and Zeitgeist theory, what other view could (and probably does) account for leadership emergence?

Answer 7

Your book (and I agree with it) endorses a third view, namely the interactional view that the qualities of people and the qualities of situations interact to bring forth certain types of leaders.

Question 8

Are leaders that emerge more likely to be assertive or not assertive? Dominant or submissive?

Answer 8

Assertive but only moderately so (curvilinear relationship)

Dominant —they describe themselves as high in their desire to control their environment, to influence other people, and to express their opinions in a forceful way—are more likely to act as leaders in small-group situations

Question 9

Using the 5 factors model, what are the personality traits of people who tend to emerge as leaders? What is a caveat to this?

Answer 9

more extraverted, conscientious, emotionally stable, and open to experience, although these tendencies are stronger in laboratory studies of leaderless groups

Question 10

Is agreeableness associated with leadership emergence?

Answer 10

Agreeableness is only weakly associated with leadership emergence but much more strongly associated with leadership performance.

Question 11

Individuals who take on leadership roles in turbulent situations tend to have what traits? Who might not need this chaos to become leaders?

Answer 11

Narcissism - arrogant, self-absorbed, hostile, and very self-confident

Macchiavellians

Question 12

What is Machiavellianism?

Answer 12

Machiavellians endorse using manipulative tactics in dealing with other people and espouse a cynical view of human nature.

(Being deceptive and manipulative in the pursuit for one’s personal goals/ power driven)

Question 13

Why is self-monitoring associated with leadership emergence?

Answer 13

Filter and ability to be a chameleon where one presents to the world what they think they should look like/ i.e. what looks socially desirable – they are more concerned with status-enhancement and are more likely to adapt their actions to fit the demands of the situation

Question 14

Is intelligence correlated with leadership emergence?

Answer 14

Intellectual ability is positively correlated with leadership emergence, provided the gap between leaders and followers is not too great.

Question 15

Besides intellectual ability, what other types of intelligence help leaders to emerge?

Answer 15

emotional intelligence

practical and creative intelligence are good, especially if coupled with relevant expertise

Question 16

What does implicit leadership theory argue? What is the matching hypothesis?

Answer 16

argues that we have cognitive structures of which we may not be aware called leader prototypes (essentially schemas)

Within this theory, the prototype matching hypothesis argues that people will respond more positively to potential leaders who resemble those leader prototypes.

Question 17

What is the Warren Harding Effect? What theory does this relate to?

Answer 17

when people think a handsome candidate has great leadership potential, even when he is thoroughly incompetent

Implicit leadership theory - prototypes related to appearance

Question 18

In cross-cultural studies, what were identified as the aspects of prototypes that are widely shared in relation to who makes a good leader? (6)

Answer 18

Interpersonal skill
Integrity
The ability to be inspirational
Team orientation
Having a vision
Dependability, planning ability, intelligence, decisiveness, etc.

Question 19

What does social identity theory argue about leadership emergence?

Answer 19

argues that it is not so much leader prototypes that need to be matched but rather ingroup prototypes, especially when people identify strongly with the group

predicts that when group members share a social identity, they will favor individuals in the group who best represent that identity. For example, groups that prize cooperation and sensitive communication among members should favor relationship-oriented leaders, whereas groups of individuals who pride themselves on their action and productivity will support task-oriented leaders

Question 20

What does social role theory argue about leadership emergence?

Answer 20

makes similar claims to implicit leadership theory but argues that many people’s expectations of leaders tend to correspond to more typically masculine traits than typically feminine ones, with an unfortunate effect on both the demographics of leadership and a tendency toward more negative perceptions of female leaders

Furthermore, if a female adopts a masculine traits they are seen as not “fitting” because those traits don’t align with their sex.

tend to emphasize the agentic, task-oriented side of leadership rather than the communal and interpersonal

Question 21

What does terror management theory argue about leadership emergence?

Answer 21

argues that people fear their impending death, and that when they are reminded of it, they tend to become more attracted to charismatic leaders who focus on long-term goals, the value of the nation, and the virtue of working together

Question 22

What does evolutionary theory argue about leadership emergence? What is the mismatch hypothesis?

Answer 22

argues that people have cognitive modules that are designed to help us optimize group problem-solving by selecting appropriate leaders.

However, according to the mismatch hypothesis, current conditions are different from conditions in the ancestral environment, which can lead to an inclination to make bad choice in the leadership domain (e.g. not enough women).

Question 23

What is Blake and Mouton’s Leadership Grid?

Answer 23

takes the distinction between task and relationship-oriented leadership and assesses each on a 9-point scale. There are 5 extreme points on the 81-square grid

(e.g., 1,9) The first number refers to concern for production (task) and the second number refers to concern for people (relationship)

Question 24

What are the characteristics of each of the five extremes on the Blake and Mouton Leadership Grid? Which one do they think is the best?

1,1 1,9 9,1 5,5 9,9

Answer 24

1,1 management is hardly leadership at all; a minimum of work is done and little attention is paid to the needs of people.

1,9 management creates a good atmosphere but is not very task-oriented.

9,1 management gets things done by trying to set things up so that the human element does not interfere too much with the work.

5,5 management is adequate but not great for both relationships within the organization and the performance of tasks.

9,9 management attempts to maximize both relationship quality and task performance.

Blake and Mouton think this (9,9) is the best.

Question 25

What does Fred Fiedler’s Contingency Theory argue about leader effectiveness?

Answer 25

The theory argues that three factors determine what the best leadership strategy is:

Leader position power (how much the leader can count on being taken seriously)

How well-structured the task is

How good leader-member relations are.

Question 26

What does leader-member exchange theory argue about leader effectiveness?

Answer 26

focuses on dyadic relationships between the leader and individual followers.

These relationships may vary from person to person, leading the group to split into two cliques, an ingroup of people with close relationships with the leader and an outgroup of people with less positive relationships with the leader.

Members of the ingroup tend to be more loyal to the group and carry out more organizational citizenship behaviours

Question 27

What do participation theories focus on regarding leader effectiveness?

Answer 27

focus on whether leaders do all the leading or whether some leadership tasks are shared with other members of the group.

Question 28

What was the Lewin study in relation to participation theories? What was the conclusion?

Answer 28

groups of boys were assigned one of three types of leaders:
Autocratic/authoritarian leaders did everything, including deciding which boys would work together on which projects. They worked to maintain their authority and gave no information on long-range goals.
Democratic leaders arranged for group discussions of the work to be done and allowed people to make their own choices about subprojects.
Laissez-faire leaders did little with the group and largely allowed boys to make their own decisions.

Autocratic leadership could result in either hard work and focus or rebellion, and tended to be productive while the leader was present but unproductive when the leader was absent.
Democratic leadership also led to good productivity and was best liked by the boys and led to the best social climate.
Groups with laissez faire leaders tended to be unproductive and disorganized.

The conclusion was that shared leadership may be best, at least with fairly small groups. However, performance depends on followers as well as leaders.

Question 29

What are the 5 types of followers?

Answer 29

Conformist followers: energetic but dependent on the leader

Passive followers: not energetic and dependent

Pragmatic followers: middle-of-the road followers

Alienated followers: not really committed to the group or the leader

Exemplary followers: motivated and energetic and willing to work independently

Question 30

Charismatic leadership can also be described as what?

Answer 30

transformational

Question 31

What are the differences between normal leadership and transformational leadership?

Answer 31

Normal leadership is transactional, meaning the leader and the followers are working together to achieve benefits for both the followers and for the group as a whole.

Transformational leaders are more visionary, and inspire followers with appealing and easily understood narratives about where they can go.
Engagement with followers is high.
Motivation goes beyond rewards and punishments and articulates an exciting vision. They’re able to get people excited and on board with a mission

Question 32

What are the 4 I’s of transformational leadership?

Answer 32

transformational leadership includes four basic components: the so-called 4Is of:

idealized - Expressing one’s conviction clearly and emphasizing the importance of trust

inspirational - Articulating an appealing vision of the future

intellectual - Questioning old assumptions, traditions, and beliefs

individualized consideration - Dealing with others as individuals; considering individual needs, abilities, and aspirations