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Group Dynamics > Leadership > Flashcards

Leadership Flashcards

1
Q

an influence and goal-orriented process

A

Leadership

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2
Q

What do leaders do?

A

Romance of Leadership
Two-factor Model of Leadership
Leadership Substitutes Theory

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3
Q

The tendency to overestimate the amount of influence and control leaders exert on their groups and their group’s outcomes.

A

Romance of leadership

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4
Q

A descriptive model of leadership

A

Two-factor Model of Leadership

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5
Q

Two-factor Model of Leadership

A

Task Leadership
Relationship Leadership

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6
Q

A conceptual analysis of the factors that reduce
or eliminate the need for a leader

A

Leadership Substitutes Theory

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7
Q

Thomas Carlyle states that successful leaders possess certain.characteristics that mark them for greatness.and that such great leaders shape the course of history.

A

Great Leader Theory

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8
Q

Leo Tolstoy states that history is determined primarily by the “spirit of the times” rather than by the actions and choices of great leaders.

A

Zeitgeist Theory

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9
Q

Early leadership researchers believed that leaders possess certain personality traits that set them apart from others.

A

Leadership Traits

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10
Q

Characteristics of Leadership
Emergence

A

Assertiveness
Authenticity
Birth order
Character strength
Dominance
Five factors of personality
Narcissism
Self-efficacy for leadership
Self-monitoring
Social Motivation

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11
Q

Curvilinear. Individuals who are either low or very high in this are less likely to be identified as leaders

A

Assertiveness

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12
Q

Individuals who are more aware of their personal qualities, including their values and beliefs and exhibiting less bias when processing self-relevant information, are more likely to be accepted as leaders

A

Authenticity

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13
Q

First Born or only child, hypothesized to be more driven to seek leadership and control in social settings

Middle Child, tend to accept follower roles in groups

Children born later, tend to be rebellious and creative

A

Birth order

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14
Q

Positions in a military organization has elevated scores on a number of indicators of strength of character

A

Character Strengths

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15
Q

They describe themselves as high in their desire to control their environment, to influence other
people, and to express their opinions in a forceful ways

A

Dominance

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16
Q

Tend to be more extraverted, conscientious, emotionally stable, and open to experience

A

Five factors of personality

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17
Q

Individuals who take on leadership roles in turbulent situations, such as groups facing a threat or those in which status is determined by intense competition among rivals within the
group

A

Narcissism

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18
Q

Confidence in one’s ability to lead is associated with increases in willingness to accept a leadership role and success in that role

A

Self-efficacy for leadership

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19
Q

They are more concerned with
status-enhancement and are more likely to adapt their actions to fit the demands of the situation

A

Self-monitoring

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20
Q

Individuals who are both success-oriented and affiliation-oriented, as assessed by projective measures, are more active in group problem-solving settings and are more likely to be elected to positions of leadership in such
groups

A

Social Motivation

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21
Q

Two traits that are correlated at higher
level with leadership emergence

A

Conscientiousness and extraversion

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22
Q

The set of three socially aversive personality qualities consisted of Machiavellianism, narcissism, and psychopathy.

A

The Dark Triad

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23
Q

using manipulative tactics in dealing with other people and espouse a cynical view of human

A

Machiavellianism

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24
Q

have inflated views of their
self-worth; they tend to exaggerate their achievements, block criticism, refuse to compromise, and seek out attention and recognition from others.

A

Narcissism

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25
Q

lack concern for both other people
as well as for social regulatory mechanisms. they tend to act impulsively without full
consideration of the consequences of their choices.

A

Psychopathy

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26
Q

Intellectual and Practical Skills

A

General Mental Ability
Emotional Intelligence
Practical and Creative Intelligence
Expertise

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27
Q

are abstract thinking, ability to manipulate the environment and foresight- all qualities that likely qualify one to be a leader

A

General Mental Ability

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28
Q

The components of social intelligence that relate to one’s capacity to accurately perceive emotions,

A

Emotional Intelligence

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29
Q

Individuals who succeeded in the
leaderless-group tests had this
Intelligence.

A

Practical and Creative Intelligence

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30
Q

Groups are more accepting leaders who have previously demonstrated task ability and more willing to follow the directions of a task competent person than those of an incompetent person.

A

Expertise

31
Q

The Leader’s Look

A

Physical Appearance
Diversity
Sex

32
Q

the tendency for group members
who talk at a high rate in the group to emerge as leaders, even if the information they share with the
group is of low quality.

A

Bubble effects

33
Q

People who look physically fit are considered more leaderliked than individuals who are out of shape

A

Physical Appearance

34
Q

Leadership is not limited to any particular cultural, ethnic, or racial group

A

Diversity

35
Q

Both a woman and a leader, is something of an exemption.

A

Sex

36
Q

Theories of Leadership Emergence

A

Implicit Leadership Theory
Social Identity Theory
Social Role Theory
Terror Management Theory
Evolutionary Theory

37
Q

Group members often have
assumptions about the traits and qualities that can make someone a leader, known as leader prototypes

A

Implicit Leadership Theory

38
Q

Recognizes leadership is fundamentally a
group- level process.

A

Social Identity Theory

39
Q

A conceptual analysis of sex differences that recognizes men and women take on different type roles in many societies

A

Social Role Theory

40
Q

The idea that people are drawn to powerful leaders for less than rational reasons.

A

Terror Management Theory

41
Q

Suggests that leadership is an adaptation: a heritable characteristic that developed in a population over a long period of time.

A

Evolutionary Theory

42
Q

Formerly called the Managerial Grid.

A

The Leadership Grid

43
Q

A theory of management and leadership assumes that people vary in their concern for results and their concern for people and that individuals who are high on both dimensions are the best leaders.

A

The Leadership Grid

44
Q

A theory of leadership suggesting that groups benefit from leadership that meshes with a group’s stage of development

A

Situational Leadership Theory

45
Q

A leader’s effectiveness is contingent on situational factors. A leader’s success is determined by his or her leadership style and the favorability of the group situation.

A

Contingency Theory

46
Q

Is an indirect measure of the tendency to lead by stressing the task or relationship.

A

Least Preferred Coworker Scale (LPC)

47
Q

Uniquely stresses the quality of the one-to-one relationship between a leader and a subordinate

A

Leader-Member Exchange Theory

48
Q

includes those
individuals with positive linkages to the leader

A

Ingroup or inner group

49
Q

includes individuals
with less satisfying linkages to the leader

A

Outgroup or outer group

50
Q

Participation Theory

A

Authoritarian or Autocratic Leadership
Democratic Leadership
Laissez - faire
Shared Leadership

51
Q

A leader who took no input from the members in
making decisions about group activities.

A

Authoritarian or Autocratic Leadership

52
Q

A leader made certain that all activities were
first discussed by the entire group.

A

Democratic Leadership

53
Q

A leader who rarely intervened in the group
activities.

A

Laissez - faire

54
Q

as effective as centralized
leadership. It emphasizes breaking the leader’s monopoly
on power, influence, and authority in the group

A

Shared Leadership

55
Q

Followership Theory

A

Conformist followers (yes people)
Passive followers (sheep)
Pragmatic Followers
Alienated Followers
Exemplary followers (stars)

56
Q

Are active and energized, but they are devoted
to the leader.

A

Conformist followers (yes people)

57
Q

follow the lead of others, but without great
enthusiasm or commitment.

A

Passive followers (sheep)

58
Q

They are the rank and-file members of the
group; they are not clearly active, passive,
conforming or independent

A

Pragmatic Followers

59
Q

They are not committed to the group or it’s
goals, in part because they steadfastly maintain
their independence from other’s influence

A

Alienated Followers

60
Q

actively engaged in the group, but they do not
simply do what they are told.

A

Exemplary followers (stars)

61
Q

occurs when one or more persons engage with other in such a way that leaders and followers raise one
another to high levels of motivation and morality

A

Transformational Leadership

62
Q

occurs when one person takes the initiative in making contact with others for purpose of an exchange of valued things

A

Transactional Leadership

63
Q

Transformational Leadership

A

Idealized influence
Inspirational motivation
Intellectual stimulation
Individualized considerations

64
Q

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

A

Idealized influence

65
Q

Articulating an appealing vision of the future

A

Inspirational motivation

66
Q

Questioning old assumptions, traditions, and
beliefs

A

Intellectual stimulation

67
Q

Dealing with others as individuals. Considering individual needs, abilities, and
aspirations

A

Individualized considerations

68
Q

Transactional Leadership

A

Contingent rewards
Management by exception (active)

69
Q

Providing rewards to followers contingent on
performance, recognizing achievements, and
providing direction and positive feedback

A

Contingent rewards

70
Q

Supervising followers’ performances and
intervening if they act detect failures to reach
goals or maintain standards

A

Management by exception (active)

71
Q

Avoidant/Passive Leadership

A

Passive management by exception
Laissez-faire

72
Q

Being uninvolved in the group activity until a
serious problem occurs

A

Passive management by exception

73
Q

Do not accept responsibility for the leadership
role

A

Laissez-faire

Group Dynamics (3 decks)

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