Leadership

Question 1

Leadership

Answer 1

• The ability to guide a group toward the achievement of goals.
• Merely holding a managerial or supervisory position does not automatically make someone an effective leader; effective leadership involves moving followers toward goal attainment.
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Question 2

Universalist Theories of Leadership

Great Man/Woman Theory

Answer 2

• A universalist theory of leadership that maintains that great leaders are born, not made.
• Reflects the belief that individuals like Julius Caesar, Alexander the Great, or Joan of Arc would naturally rise to leadership positions due to their exceptional qualities.
• Lacks empirical evidence but still retains some level of belief among certain groups.

Question 3

Universalist Theories of Leadership

Trait Theory

Answer 3

• Attempts to discover the traits shared by all effective leaders.
• Traits examined included physical attributes (height, appearance, energy level), intelligence, and personality traits (extraversion, dominance, achievement).
• Since the 1980s, renewed interest in leadership traits.
• Meta-analytic studies with the Big Five personality traits show correlations with leadership emergence and effectiveness.
• Original approach was too general and failed to account for the complexity of leadership in diverse situations.
• Complex constellations of leader characteristics may be more predictive of leader effectiveness, involving adaptation to specific leadership situations.

Question 4

Behavioral Theories of Leadership

Ohio State Leadership

Answer 4

• Self-reports and observations led to identification of leader behaviors.
• Factor analysis grouped behaviors into two categories: initiating structure and consideration.
• Research Findings:
• Initiating structure is correlated with effective work performance but lower job satisfaction and higher turnover.
• Consideration is positively related to job satisfaction but may not be strongly correlated with work productivity.
• While the Ohio State research stimulated research on leader behaviors, it’s considered simplistic.

Question 5

Behavioral Theories of Leadership

University of Michigan Leadership

Answer 5

• Similar to Ohio State studies, focused on effective leader behaviors.
• Identified two patterns: task-oriented and relationship-oriented behaviors.
• Relationship-oriented behaviors considered more effective than task-oriented behaviors.
• Michigan results considered relationship-oriented behaviors more effective (compared to Ohio).
• Both task-oriented and relationship-oriented leadership behaviors positively related to work group performance (compared to Ohio).

Question 6

Contingency Theories of Leadership

Fiedler’s Contingency
Model

Answer 6

• Emphasizes the match between a leader’s style and the level of control in the work situation.
• Leader’s motivation is categorized as either task-oriented or relationship-oriented, measured using the Least Preferred Coworker (LPC) scale.
• Three variables define the situation: leader-member relations, task structure, and position power.
• Task-oriented leaders with low LPC scores are effective in highly favorable or unfavorable situations, while relationship-oriented leaders are effective in moderate situations.
• Some studies support the model, especially in laboratory settings.
• Criticisms include unclear measurement with LPC, inconclusive predictions, and lack of clarity in defining situations.

Question 7

Contingency Theories of Leadership

The Path Goal
Model

Answer 7

• States that a leader’s job is to help the work group achieve their desired goals.
• The theory is based on expectancy theory of motivation and emphasizes increasing worker motivation and satisfaction.
• Four categories of leader behavior are identified: directive, achievement-oriented, supportive, and participative.
• The choice of behavior depends on the task complexity and follower characteristics.
• The theory places a strong emphasis on increasing worker motivation and satisfaction, which can lead to improved performance and job satisfaction.
• By outlining different types of leader behavior and their suitability for different situations, the theory provides guidance for leaders in selecting appropriate leadership styles.
• The theory has been criticized for its inability to make specific and precise predictions in real-world work settings, making it challenging for practitioners to apply effectively.
• Some critics argue that path-goal theory places too much emphasis on situational factors and does not adequately account for the inherent traits and behaviors of leaders and followers.

Question 8

Comparing & Contrasting Theories of Leadership

Answer 8

• Behavioral theories initially proposed task-oriented and person-oriented leader behaviors for effectiveness but were limited by situational dependencies.
• Contingency models examine leader effectiveness through leader-situation interaction.
• Variations exist in how contingency models view the leader’s primary task and define effective leadership.
• Fiedler’s model suggests a fixed leader style, while others assume leaders are flexible, adapting behavior to the situation.
• Charismatic and transformational leadership theories combine and extend beyond trait and contingency approaches, focusing on leader characteristics and their interaction with situational elements.

Question 9

Leadership Training & Development

Diagnostic Skills Training

Answer 9

• This approach focuses on teaching leaders how to assess situations to determine the most effective leadership behaviors.
• Emphasizes understanding specific theories like path-goal and decision-making to guide behavior accordingly.

Question 10

Leadership Training & Development

Behavioral Skills Training

Answer 10

• This method teaches leaders specific skills or behaviors they lack, such as transitioning from task-oriented to relationship-oriented or transactional to transformational leadership.

Question 11

Leadership Training & Development

Leader Developmental Readiness

Answer 11

• Leaders must be open and motivated to develop their skills for training programs to succeed.
• Resistance from participants who feel forced into training can hinder effectiveness.

Question 12

Leadership Training & Development

Acceptance in Work Environment

Answer 12

• New leadership behaviors taught in training programs must be accepted and supported by the organization and work group to be effective.
• Resistance from subordinates or colleagues can undermine the program’s impact.