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Leadership + interpersonal skills > Leadership > Flashcards

Leadership Flashcards

1
Q

Define leadership

A

Process where individual influences group of individuals to achieve a common goal (Northouse, 2016)

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2
Q

What is the 3 factor taxonomy? (Katz & Mann, 1955)

A

3 important skills for successful leaders are Interpersonal (dealing with people), technical (knowledge of processes) and conceptual (intelligence, problem-solving)

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3
Q

Strengths & weaknesses of the skills approach?

A

S: makes leadership available to everyone, focus on developing skills

W: weak predictive value on effective leadership

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4
Q

Define traits

A

Stable characteristics that differentiate individuals and make us behave in a particular way

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5
Q

What are the Big 5 personality traits?

A

OCEAN

Openness to experience (open-minded, creative)

Conscientious (ambitious, self-disciplined)

Extraversion

Agreeable (friendly, trusting)

Neuroticism (anxious, worrisome)

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6
Q

Pro’s and con’s of the trait approach?

A

P: benchmark for selection

C: not useful for training & development, most important leadership trait is subjective

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7
Q

What’s the difference between authoritarian and democratic leadership?

A

A: power rests solely with the leader for decision-making

D: responsibilities shared with the group

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8
Q

Fiedler’s contingency theory + evaluate

A

2 leadership styles, task and person-oriented + least-preferred co-worker scale; leader-member rs, task structure and power of leader’s are 3 components of situational favourableness

Task-oriented = need for achievement > need for social relationships, view LPCs more negatively

Person-oriented = need for social relationships > need for achievement, view LPCs more positively

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9
Q

Situational leadership theory (Hersey and Blanchard) + example

A

Tailor our leadership approach to ability and willingness of followers

4 leadership styles = telling, explaining (engages with followers), participating, delegating (DEPT)

E.g. Steve Jobs (Apple) took a delegation approach to leadership, hired the best people for the areas he was unspecialised in

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10
Q

Different types of leadership according to Burns (1978)?

A

Transactional = focus on exchange between leader/follower

Transformational = focus on engaging with group to create connection between that increases motivation, e.g. Steve Jobs

Pseudo transformational = focus on leader’s own interests over group (can be negative, exploitative)

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11
Q

Give examples of the different types of leadership according to Burns, 1978?

A

Transactional = Bill Gates often checked in on teams to ensure they understood requirements and goals, beginning of company strict procedures, little freedom for employees

Transformational = Mohandas Gandhi + his non-violent protests for independence in India

Pseudo-transformational = Adolph Hitler

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12
Q

What are the 4 I’s of Transformational Leadership (Bass and Avolio)

A

Inspirational motivation (communicating high expectations)

Idealised influence (strong role models)

Individualised consideration (helping followers through challenges)

Intellectual simulation (encouraging creativity)

MICI

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13
Q

What are the different stages of Bass Leadership Continuum?

A

Transformational > transactional > laissez-faire leadership

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14
Q

Define Laissez-faire leadership style

A

Leaders are hands-off and allow group members to make the decisions

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15
Q

What are the different examples under the different types of leadership in relation to the Bass Leadership Continuum?

A

Transactional = Management By Exception (managers only intervene when workers fall behind targets or something has gone wrong)

Transformational = Charismatic leadership

Laissez-Faire = non transactional (hands-off)

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16
Q

What are the pro’s and con’s to transformational leadership?

A

P: effective, values followers

C: Over-importance of senior members (heroic leadership bias), no correlation between leaders and changes in followers

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17
Q

What is the theory of charismatic leadership? (House, 1976)

A

Personality characteristics, e.g. dominant, self-confident, strong moral code

Behaviours, e.g. strong role model, communicates goals and high expectations

Effect on followers, e.g. trust leader’s word, increased confidence, emotionally involved

PBE

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18
Q

What are the different ways charismatic leaders can persuade/influence followers?

A

Persuasion by..

1) Framing (giving meaning to a vision in a way that produces excitement)

2) Rhetorical craftiness (using metaphors, vivid imagery)

(Change in perspectives vs engaging the team)

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19
Q

What are the 5 characteristics of authentic leaders? (George, 2003)

A

Purpose (understand it)
Relationships (trusting)
Values (strong)
Self-discipline
Heart (mission)

People Respect Values So Heavy

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20
Q

Pro’s and con’s of authentic leadership?

A

P: learnable, provides broad guidelines to leaders

C: theory still in its early stages (concepts aren’t fully developed)

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21
Q

Define servant leadership (Laub, 1999)

A

Focus on developing people, staying authentic, valuing individuals and focus on building a COMMUNITY over individual needs

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22
Q

Pro’s and con’s on servant leadership?

A

P: altruism (giving back without expecting) is a central component, leaders should share control

C: perceived moral superiority, may be unattractive to shareholders (may increase costs with T&D, consensus building reduces decision-making process)

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23
Q

Differences between leadership & management?

A

Leadership = set direction/action to achieve vision, aligns ppl, produces change (can be bad)

Management = plan/budget, organise staff, delivers for stakeholders

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24
Q

The different components of an organisation?

A

Formal: strategy, goals, management, structure

Informal: culture, leadership

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25
Q

Different aspects organisations should take into account?

A

IT (new prod processes)

Market (competitors, suppliers, wage rates)

Govt (legislation, taxation)

Society (demographic trends, lifestyle changes, flexibility of ppl)

Idiots Make Good Soup

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26
Q

2 types of leaders?

A

Proactive + reactionary (acting in response to actual events)

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27
Q

Different types of change?

A

Developmental (improving situation)

Transitional (transition to a new state over time)

Transformational (completely changing your organisation’s goal/vision)

Planned (diagnose, action, evauate)

Emergent (ongoing adaptations, Weick 2000)

Every Teen Doesn’t Pee Today

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28
Q

Why does change fail in organisations?

A

No sense of urgency

Not encouraging team to act on vision

No improvements made

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29
Q

What are the key elements of change management according to Hayes, 2010?

A

Recognising need for change

Diagnosing current state + creating realistic vision for future

Planning/prep for change (forming a technical plan, prepping ppl)

Implementing change (ongoing eval of what works, what doesn’t)

Sustaining change (rewards)

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30
Q

What are some barriers to change?

A

Organisational culture

Individual resistance (fear, uncertainty, lack of connection to vision)

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31
Q

Define self-awareness

A

How much a person knows themselves (PPM: personality, preferences and motivation)

How these factors influence interactions with other people

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32
Q

Benefits of self-awareness?

A

Able to develop good relationships, an effective leader, increase in productivity

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33
Q

3 pillars of obtaining self-awareness?

A

Feedback from others (& taking action on it)

Self-disclosure (telling others about yourself)

Diverse experiences

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34
Q

In the workplace, what are some examples of obtaining self awareness?

A

360-degree feedback (from all parts of an organisation, e.g. higher-ups, colleagues, clients)

Mentoring

1-1 coaching

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35
Q

Define emotional intelligence

A

The ability to monitor one’s own and others feelings

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36
Q

Alternative approaches to Emotional Intelligence (EI)?

A

Skills (learning through xp)

Traits (reflecting on ourselves)

Competencies (how we perform in certain roles)

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37
Q

Different EI competencies?

A

Social/self awareness, self-motivation, relationship management

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38
Q

4 dimensions of type? (Myers-Briggs Type Indicator)

A

Extra/introversion

Sensing (facts/logic) or intuition (ideas)

Thinking (logical) or feeling (imaginative)

Judging (structured, order) or perceiving (flexible, spontaneity)

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39
Q

Define critical reflection

A

Questioning assumptions (about yourself or anything)

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40
Q

Characteristics of critical thinking?

A

Being flexible/open-minded

Constantly asking q’s (why?)

Looking for connections between topics

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41
Q

Difference between reflection in and on action?

A

On action: reflecting on past, considering what you could’ve done different

In action: reflecting on actions as you’re doing them, adaptive

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42
Q

Discuss FIT (Feedback Intervention Theory) (Kluger + DeNisi, 1996)

A

Behaviour regulated by comparing with a certain standards

The standards are prioritised in importance

In essence, how feedback can help improve performance

43
Q

Define “group” (Schein,1980)

A

Number of ppl who interact with each other, see each other in a certain way

44
Q

Define a team

A

Group of people who have particular expertise, responsible for their individual decisions for a common purpose

45
Q

What are the different stages of team development from Tuckman + Jensen’s ideologies in 1977:

A

Forming (people get to know each other + their roles)

Storming (failure starts to set in, friction between team members - true characters start to emerge)

Norming (resolving differences, appreciate one another’s strengths + trusting leadership style)

Performing (team is proactive, team prioritises overarching business goals > delegating leadership style)

Adjourning (team has disassembled, task has been completed)

SNAP F ingers!

46
Q

Limitation of Tuckman’s model?

A

Group processes may not be as subsequent as framework demonstrates

May overlap between stages (storming is not a one-off thing)

47
Q

What are the contributions and limitations of action-oriented team roles in Belbin’s theory?

A

C: Good under pressure, they want to succeed

L: inflexible, might not take into account the feelings of others

48
Q

What are the contributions and limitations of cerebral-oriented team roles in Belbin’s theory?

A

C: Like to come up with theoretical solutions, thinkers

L: still have to implement

48
Q

What are the contributions and limitations of people-oriented team roles in Belbin’s theory?

A

C: More empathetic, better communicator, like to delegate and build relationships

L: may lead to manipulation, might not make the right tough decisions

49
Q

Define a virtual team

A

Group of people who work together with common purpose but remote

50
Q

What are Hackman’s 5 conditions on leading teams (2002)?

A

Having a real team
Compelling direction
Supportive org/structure
Expert coaching

51
Q

Define groupthink

A

Psychological drive for consensus

52
Q

Symptoms of groupthink

A

Illusion of invulnerability (can’t fail)

53
Q

How to reduce impacts of groupthink?

A

Devil’s advocate

Critical evaluators

54
Q

Define culture

A

Learned beliefs/values/traditions that are common to a group of people

55
Q

Define diversity

A

Existence of different cultures/ethnicities within a group

56
Q

Define ethnocentrism

A

Judging another culture solely by the standards of your own culture, e.g. judging Thai people for eating fried insects; “that’s disgusting”

57
Q

Downsides of ethnocentrism

A

Prevents people from respecting other cultures

Could lead to prejudice (negative opinions about certain demographics)

58
Q

What are Trompenaars (1994) ideologies on culture?

A

Organisations culture split into:

Egalitarian-hierarchical (egalitarian = communism, hierarchical = capitalism in terms of power structures)

People-tasks (feeling vs thinking)

59
Q

What are the 9 cultural dimensions from House et al’s (2004) GLOBE studies?

A

Avoidance of uncertainty
Assertiveness
Future oriented
Performance oriented
Humane oriented (empathy)
Gender equality
Group collectivism (proud of people)
Institution collectivism (community benefits over individual benefits)
Power distance (perceived inequality)

Great Po Couldn’t Hold A Fart Under Pressure

60
Q

Characteristics of clusters?

A

Anglo = competitive, result-oriented

Middle-east = devoted, loyal to own people; women have less status

61
Q

Positives of GLOBE research?

A

Huge sample size = greater facts

It clusters societies together that share similar characteristics

Links cultural dimensions with leadership perspectives, e.g. high power distance leaders more authoritative

62
Q

Limitations of GLOBE research

A

Effective leadership is subjective

What’s considered “humane-oriented” different in different cultures, e.g. treatment of animals in the West (good) but in parts of Asia (poor)

63
Q

6 global leadership behaviours following GLOBE research?

A

Charismatic leadership
Humane-oriented leadership
Autonomous (independent)
Participative leadership
Self-protective leadership (self-centred)
(have)
Team-oriented leadership

CHAPS have T

64
Q

Define globalisation

A

Accelerated movement of ideas and things, “compression” of time and space globally (Harvey, 1989)

65
Q

Examples of globalisation?

A

Tech (internet)
Economics (liberalisation of markets)
Society (increased migration)
Culture (spread of knowledge)
Politics (global terrorism)

C a PEST

66
Q

Differences of convergence towards best + towards worst practise?

A

Best: companies aim to max their economic goals, working to a high standard globally

Worst: intense competition worsens economic conditions, outsourcing to very poor working conditions to minimise costs

67
Q

Difference between culturalist and institutionalist approach?

A

Culturalist = focus on the mind of individuals, institutionalist = focus on societal norms

68
Q

Difference between universalism and relativism?

A

U: if principle is valid, has to hold everywhere

R: there isn’t one set route to life, relative to historical/social/cultural contexts

69
Q

What are the 5 cross-cultural competencies for leaders (Northouse, 2007)?

A

1) understand business/political/cultural environments globally (Environments)

2) learn perspectives, trends, tastes of different cultures (Open-minded)

3) work with people from many cultures at the same time (Diverse)

4) adapt to live/communicate with people from other cultures (Adapt)

5) learn to relate to people from other cultures with sense of equality (Equality)

70
Q

Possible impacts from differences in national culture?

A

Stereotyping

Different education systems, lack qualifications in western world

Different legal systems, e.g. age of consent in UK is 16, and in India is 18

71
Q

What are the roles of an international leader according to Butlin et al, 2015?

A

Boundary spanner (sharing relationships with diverse people to enable flow of information/knowledge)

Bridge maker (ensuring understanding, interdependence and cohesion in groups)

Blender (teams that are highly different in nature perform better than those that aren’t)

72
Q

Limitations of cross-cultural leadership styles?

A

Research may have oversimplified things, predictable

Not much evidence on whether different leadership styles work in different cultures

73
Q

Give evaluation points for cross-cultural leadership?

A

Leadership is a social construct which makes cross-comparing different leadership styles difficult

Awareness of differences in local contexts are needed

74
Q

Situational leadership theory? (Hersey, 1969)

A

4 styles of leadership..

DEPT

Delegating (demo)
Explaining
Participating
Telling (auth)

75
Q

Define influence

A

Ability to affect another’s attitudes/beliefs without coercion (Zuker, 1991)

76
Q

What are the most effective ways to influence?

A

Win-win scenario (mutual benefits, effective communication)

Power dynamic built into relationship (persuasion over coercion)

How is power perceived by followers? +vely? (perceive > reality)

77
Q

Key skills in influencing?

A

Effective communication
Ability to motivate
Positive reinforcement
Desire to develop others

Communicate, Motivate, Positively reinforcing, Develop

78
Q

Why is influence important in an organisational context?

A

Creates less resistance in a workplace as individuals adopt change sooner > collective productivity

79
Q

Define persuasion

A

Process of guiding people through communication to accept our views

80
Q

What is the process of persuasion?

A

Exploring the minds of others to change their beliefs

Getting team involved

Rewarding efforts

81
Q

Characteristics for persuaders?

A

Credibility (likeability)
Common ground
Logic-based
Connection with followers

82
Q

Balance Theory (Heider, 1946)?

A

When there’s an imbalance in views between individuals, there is a motivational drive to restore harmony (agreement)

Balance preferred to imbalances

83
Q

Define stress

A

Process where we have exceeded a person’s capacity to cope

Can be a significant cause of illness

84
Q

Outcomes of stress?

A

BEP C (Pepsi in Indian)

Behavioural (aggression)
Emotional (anxiety)
Physiological (headaches)
Cognition (forgetting)

85
Q

Stressful job theory? (Karasek, 1979)

A

Control demands (high/low)

Most stressful jobs = low control high demands, least = low control low demands (common sense)

86
Q

Flow of sources of stress at work - disease?

A

Sources of stress at work (job, organisation, relationships etc)

Individual characteristics

Symptoms (smoking, depressive mood, cholesterol level)

Disease (CHD, mental health decline etc)

87
Q

Define resilience

A

Ability of a person to recover following adversity (Garcia-Dia et al, 2013)

88
Q

What is rumination? (Feldner et al, 2006)

A

How we mitigate the effects of a stressful situation

Reflection
Brooding (less proactive, more negative mood, e.g. depression)

89
Q

Traits of followers? (Kelley, 2010)

A

Manage themselves well

Committed to the organisation and an external party

Build up their competence, maximise impact

Honest and courageous

90
Q

Under followership questionnaire (Kelley, 1992) what are the most important characteristics of followers?

A

Independence and critical thinking (think for themselves + constructive criticism)

91
Q

What is the followership questionnaire model? (Kelley, 1992)

A

Alienated (HL)
Passive (LL)
Exemplar (HH)
Conformist (LH)

In terms of independence and Critical Thinking (CT), middle = pragmatist

92
Q

Define distributed leadership

A

Proposes that leaders and followers should work together “collective social process” (Uhl-Bien, 2006)

Post-heroic view of leadership (leader seen as hero in trad models)

93
Q

Define informal leadership

A

When an individual doesn’t have official status as a group’s leader, but other group members see them as a leading force

94
Q

What are Gronn’s (2002) 3 forms of engaging ledership?

A

Spontaneous collaboration (collaborate then part ways)

Intuitive working relations (develop closer relations over time)

Institutionalised practise (organisations create an environment for collaboration)

95
Q

What’re the 2 approaches of distributed leadership?

A

Collective (formal/informal leadership)

Networked approach (leadership based on relationships between individuals; importance of ‘social capital’ (Li, 2013))

96
Q

Give eval points for distributed leadership (DL)

A

The stereotype of one individual leader, ‘heroic leadership’

Need to ensure group consensus, time-consuming

97
Q

What is Furnham’s (2010) theories on what develops leaders?

A

Work experience
Influence of others
Assignments
Hardships
Feedback

98
Q

Define the crucible of leadership, Bennis and Thomas (2002)

A

Traumatic, unexpected events can cause leaders to question what really matters to them

99
Q

Give evaluation points for Fiedler’s contingency theory

A

E/ Static framework, assumes leaders have fixed patterns of behaviours. Modern leadership theories suggest can be both!

100
Q

What is Gibbs’ Reflective Cycle (1988)?

A

Description of experience
Feelings
Evaluation (good and bad)
Analysis
Conclusion
Action plan

101
Q

What are the 9 Belbin team roles?

A

SOCIAL:
Resource investigator (ideas)
Teamworker
Co-ordinator (focus on team objectives, delegate appropriately)

THINKING:
Plant (creative)
Monitor evaluator (logical eye, devil’s advocate)
Specialist

ACTION:
Shaper (drive, don’t lose momentum)
Implementer (workable strategy, efficiency is key)
Completer finisher (used at ends of tasks to polish final touches)

102
Q

Define cross-cultural leadership

A

The ability of an individual to intentionally motivate members of a culturally different group toward the achievement of a valued outcome by appealing to their interests

Leadership + interpersonal skills (2 decks)

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