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Understanding groups and individuals > Leadership > Flashcards

Leadership Flashcards

1
Q

What is leadership?

A

The process through which one member of a group (the leader) influences other group members toward attainment of shared group goals”

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2
Q

What purpose does leadership serve?

A

Evolutionary function for the survival of a species

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3
Q

How are leaders evaluated?

A

In subjective preferences and goals

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4
Q

What does Northouse, 2007, say about the elements of leadership?

A

A process, involves influence, occurs in a group cortex, involved goal attainment

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5
Q

What is Freud’s theory of leadership?

A

Influenced by Le Bon and leadership emerged as a natural consequence of a group’s thirst of obedience and the leaders must be prototypical of the group

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6
Q

What is identification?

A

An unconscious desire to be like someone else

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7
Q

What is illusion?

A

The leader loves each of the group members alike

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8
Q

What process is leadership?

A

An identity process where prototypically leadership are more effective than less prototypical

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9
Q

Who did an experiment on the effectiveness in stereotypical and prototypical leaders?

A

Hains, Hogg and Duck

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10
Q

What is the procedure of Hains, Hogg and Duck, 1997?

A

They compared a stereotypical leader (based on previous findings, plans, emphasises group goals, coordinates activities, clarifies expectations, leader being prototypical to the group and the leader being non-prototypical)

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11
Q

What did Hains, Hogg and Duck (1997) find?

A

The stereotypical leader always is more effective and the prototypical leader is more effective when the group is salient

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12
Q

What are examples of prototype management talk?

A

Talking up prototypicality, identifying deviants or marginal members to highlight prototypicality, vilifying contenders for leadership and casting them as non-prototypical

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13
Q

How are women rated in leadership?

A

As just as effective as men

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14
Q

What did Stogdill 1948 say about the trait approach?

A

Leadership is reconceptualised as a relationship between people and the situation

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15
Q

What does Stogdill, 1948 say about the set of traits from leader?

A

There is no consistent set of traits differentiating leaders from non leaders in different situations

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16
Q

Who found the five factor personality model and leadership?

A

A meta analysis done by Judge et al, 2002

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17
Q

What are the big five personality factors model?

A

Low neuroticism, high extraversion, low openness, high agreeableness, high conscientiousness

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18
Q

What are characteristics of neuroticism?

A

Depressed, anxious, insecure, vulnerable, hostile

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19
Q

What are characteristics of extraversion?

A

Sociable, assertive, positive, energy

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20
Q

What are characteristics of openness?

A

Informed, creative, insightful and curious

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21
Q

What are characteristics of agreeableness?

A

Accepting, conforming, trusting and nurturing

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22
Q

What are characteristics of conscientiousness?

A

Thorough, organised, controlled, dependable

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23
Q

What is the definition of powerfulness in people?

A

Those who have the ability to affect others’ beliefs, attitudes and courses of action

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24
Q

What is the great person theory?

A

Perspective on leadership that attributes effective leadership to innate or acquire individual characteristics

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25
Q

What are the 5 types of power?

A

Referent, expert, legitimate, reward, coercive

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26
Q

Who found the 5 types of power?

A

French and Raven, 1962

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27
Q

What is referent power?

A

Based on followers’ identification and liking for the leader

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28
Q

What is expert power?

A

Based on the followers’ perception of the leader’s competence

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29
Q

What is legitimate power?

A

Associated with having status or formal job authority

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30
Q

What is reward power?

A

Having the capacity to provide rewards to others

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31
Q

What is coercive power?

A

Having the capacity to penalise or punish

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32
Q

How do leaderships lead?

A

Through task behaviour and relationship behaviour

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33
Q

What is task behaviour?

A

Facilitating goal accomplishment

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34
Q

What is relationship behaviour?

A

Helping subordinates feel comfortable with themselves, each other and the situation they are in

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35
Q

Who found the Managerial Grid?

A

Blake and Mouton

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36
Q

What are the 5 managements in the leadership grid?

A

Impoverished, country club, middle of the road, team, authority-compliane

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37
Q

What is impoverished management characterised by?

A

Low concern for people and low concern for production. Exertion of minimum effort to get the work done as appropriate to sustain organisation membership

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38
Q

What is country club management characterised by?

A

High concern for people and low concern for production. Thoughtful attention to the needs of the people for satisfying relationships leads to a comfortable atmosphere

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39
Q

What is middle of the road management characterised by?

A

Medium concern for production and people Adequate organisation performance through balancing the necessity to get out work with maintain the morale of people at a satisfactory level

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40
Q

What is authority-compliane management characterised by?

A

Low concern for people and high concern for production. Efficiency in operations results from arranging conditions of work where human elements interfere to minimum degree

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41
Q

What is team management characterised by?

A

High concern for people and production. Work accomplishment is from committed people. Interdependence through commonalities in organisation purpose leads to relationships of trust and respect

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42
Q

What is glass ceilings?

A

An invisible barrier that prevents women and minorities from attaining top leadership positions

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43
Q

What is role congruity theory?

A

Social stereotypes of women are inconsistent with people’s schemas of effective leadership

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44
Q

What is normative decision theory?

A

The three decision making strategies that leaders can choose

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45
Q

What are the three decision making strategies?

A

Autocratic, consultative and group decision

46
Q

What is autocratic decision making?

A

Subordinate input is not sought

47
Q

What is consultative decision making?

A

Subordinate input is sought but leader retains authority to make final decision

48
Q

What is group decision making?

A

Leader and subordinates are equal in the shared process

49
Q

Who found the different leadership styles?

A

Lippitt and White (1943)

50
Q

What are the 3 leadership styles?

A

Autocratic, democratic, laissez-faire

51
Q

What are the characteristics of autocratic leaders?

A

Gave orders, organise club activities, aloof, focused on the task

52
Q

What are the characteristics of democratic leaders?

A

Calls for suggestions, discuss plans, behave like ordinary club members

53
Q

What are characteristics of laissez-faire leaders?

A

Leaves the group to its own devices and did not intervene

54
Q

What is the liking for the leader in autocratic, democratic and laissez-faire leaderships?

A

Autocratic= liked less. Democratic= liked more.
Laissez-faire= liked less

55
Q

What is the group atmosphere for autocratic leaders?

A

Aggressive, dependent, self-oriented

56
Q

What is the group atmosphere for democratic leaders?

A

Friendly, group-centred, task-oriented

57
Q

What is the group atmosphere for laissez-faire leaders?

A

Friendly, group-centred, play-oriented

58
Q

What is the productivity for autocratic leaders?

A

High when leader is present and low when leader is absent

59
Q

What is the productivity for democratic leaders?

A

High, unaffected by the presence or absence of the leader

60
Q

What is the productivity for laissez-faire leaders?

A

Low but increased in the absence of the leader

61
Q

Who found the situational leadership II model?

A

Blanchard et al, 1985

62
Q

What are the two leadership styles in situational leadership?

A

Directive behaviour and supportive behaviour

63
Q

What is the development level in situational leadership?

A

The degree to which employees have the competence to accomplish a task

64
Q

What are the 4 leader behaviours in the situational leadership model II?

A

Delegating leader, participating leader, selling leader and the telling leader

65
Q

What is the delegating leader behaviour in situational leadership?

A

Low supportive behaviour, low directive behaviour, high development level

66
Q

What is participating leader behaviour in situational leadership?

A

High supportive behaviour, low directive behaviour, high developmental level

67
Q

What is selling leader behaviour in situational leadership?

A

High supportive behaviour, high directive behaviour, low development level

68
Q

What is telling leader behaviour in situational leadership?

A

Low supportive behaviour, high directive behaviour, low developmental level

69
Q

What is the least-preferred coworker leadership style procedure?

A

Describe the one person with whom you have worked the least well with. From a scale of 1 through 8 describe the person on a series of bipolar scale such as unfriendly and friendly

70
Q

What is the effectiveness of the leader?

A

The function of leader style and situation control

71
Q

What does a high LPC score suggest?

A

Relationship orientated, the leader has a human relations orientation

72
Q

What does a low LPC score indicate?

A

Task orientation

73
Q

What is Fiedler’s logic from the LPC?

A

Individuals who rate their least preferred coworker in a favourable light derive satisfaction out of interpersonal relationship

74
Q

What are the three situation factors?

A

Leader-member relations, task structure, position power

75
Q

When is relationship orientated leadership style preferred?

A

When there is good leader-member relation, low task structure and a strong or weak position power.
Also when there is poor leader-member relations, high task structure and strong or weak position power

76
Q

When is task orientated leadership style preferred?

A

When there is good leader-member relations, high task structure and strong or weak position power.
When there is poor leader-member relations, low task structure and strong or weak position power

77
Q

What are strengths of the contingency theory?

A

Provides a way to assess leader style that can be useful to an organisation.

78
Q

What is the limitation of contingency theory?

A

There is doubt whether LPC is a true measure of leadership style, only high or low LPC is classified but not the middle

79
Q

What is transactional leadership?

A

The leader sets goals and expectation and there is contingent rewards and punishment

80
Q

What circumstances allow leaders to be innoactive?

A

Conformity closely to group norms, ensuring that the group feels that leader is appointed democratically, seen to have competence to fulfil objective, seen to identify with the group

81
Q

Who found the leader-member exchange theory?

A

Graen and Uhl Bien, 1991

82
Q

What is the leader-member exchange theory?

A

Continuum of quality of exchange relationships between the leader and follower

83
Q

What are high quality LMX relationships associated with?

A

With better performing and more satisfied workers, subordinates are favoured by leader and receive valued resources

84
Q

What are low quality LMX theory associated with?

A

Subordinates disfavoured by leader and receive fewer valued resources

85
Q

What does LMX theory predict?

A

Effective leadership hinges on development of high quality LMX relationships

86
Q

What are charismatic leadership traits?

A

Advocates a vision, not a keeper oft the status quo, acts in unconventional way, makes self sacrifice, strong confidence

87
Q

What is transformational leadership?

A

Transforming subordinates and empowering them to be able to do better as the task

88
Q

How do transformational leaders complete their task?

A

Charisma, inspiration, intellectual stimulation, individualised consideration

89
Q

What is charisma?

A

Provides vision and sense of mission, instills pride, gains respect and trust

90
Q

What is inspiration?

A

Communicates high expectations, uses symbols to focus efforts

91
Q

What is intellectual stimulation?

A

Challenging followers’ basic thinking

92
Q

What is individualised consideration?

A

Attention to followers’ needs and abilities

93
Q

What did Waldman et al, 2001 find with transformational leaders?

A

Companies with high transformational leaders outperformed those whose leaders that weren’t transformational in chaotic environment

94
Q

What is leader categorisation theory?

A

We have schemas about how different types of leaders behave in different leadership situations

95
Q

What does the leader categorisation theory predict?

A

The better the match is between the leader characteristics and schemas, the more favourable

96
Q

What is the relational model of authority in groups?

A

How effective authority is in groups is due to fairness and justice based relations between the leader and followers

97
Q

How do followers evaluate a leader in the relational model of authority?

A

In terms of distributive justice and procedural justice

98
Q

What is distributive justice?

A

Fairness of outcome of a decision

99
Q

What is procedural justice?

A

Fairness of procedures used to make a decision

100
Q

What are the two types of group communication?

A

Mastery focused and connectedness focused

101
Q

What is mastery focused communication?

A

Task instructions and correction of errors

102
Q

What is connectedness-focused communication?

A

Reassurance of positive esteem and relationship maintenance

103
Q

Who found the patterns of communication?

A

Shaw 1954 and Davis and Newstrom 1985

104
Q

What did Bavelas et al 1951 find?

A

Groups arranged in a centralised fashion made fewer errors on the task than decentralised arrangement and morale and job satisfaction higher in decentralised

105
Q

What did Shaw 1964 find?

A

Complex tasks decentralised were more superior

106
Q

What are the advantages of electronic communication?

A

A focus on task content

107
Q

What are the disadvantages of electronic communication?

A

Lack of non verbal cues important for socio emotional interdependence
Harder for members to gain an impression of others’ expertise

108
Q

What is brainstorming?

A

Generation of many ideas as possible to enhance group creativity

109
Q

What are the 5 factors in brainstorming?

A

Evaluation apprehnsion, social loafing and free riding and, productive matching, productive matching and production blocking

110
Q

What is transactive memory?

A

Group members having a shared memory for the expert in a topic and what the group remembers

111
Q

How can groups develop more sophiscated memory assignment systems?

A

Group negotiating responsible for different memory domains
Group assigning memory domains on the basis of expertise
Group assigning memory domains on the basis of access to infl

Understanding groups and individuals (9 decks)

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