Leadership

Question 1

characteristics of an effective leaders

Answer 1

• good: decision making, perceptual, and communication skills
• experienced, empathetic, determined, self-confident, ambitious, visionary

Question 2

emergent leaders

Answer 2

• already members of the group
• can assume the role or be voted
• e.g. netball team captain voted by her teammates

Question 3

positives of emergent leaders

Answer 3

• good knowledge of the other members
• work and talk in most effective way
• already respected and trusted by team
• motivated to work hard for them

Question 4

negatives of emergent leaders

Answer 4

• members may struggle to adjust to new status
• perceived favouritism
• may be difficult for the leaders to make changes

Question 5

prescribed leaders

Answer 5

• appointed from outside the group
• e.g. externally appointed football manager

Question 6

positives of prescribed leaders

Answer 6

• more easily make changes to systems/tactics
• team feel like they have a ‘clean slate’
• team work harder and display more positive attitudes

Question 7

negatives of prescribed leaders

Answer 7

• no previous experience with the team members
• may not manage individuals in the most effective way
• building relationships and earning respect takes time

Question 8

features of autocratic leaders

Answer 8

focused on the task, makes all the decisions, goal-orientated, doesn’t delegate responsibility

Question 9

when are autocratic leaders good?

Answer 9

• large group and limited time e.g. with a rugby team
• task is dangerous e.g. rock climbing

Question 10

features of democratic leaders

Answer 10

• focused on developing relationships in the group
• shares decisions, prioritises group cohesion and shared ownership
• delegates responsibility

Question 11

when are democratic leaders good?

Answer 11

• group is small and no time constraints
• team members require personal support
• e.g. rowing 4

Question 12

features of laissez-faire leaders

Answer 12

• leader stands aside
• group makes all the decisions
• leader doesn’t take responsibility

Question 13

when are laissez-faire leaders good?

Answer 13

• group is experienced and motivated
• weak leader may drift into this style if they lose control of the group

Question 14

trait perspective

Answer 14

• effective leadership behaviour is innate/ genetically programmed
• e.g. ambition and empathy inherited, enables effective leader

Question 15

social learning perspective

Answer 15

• effective leadership behaviour learned from environment through imitation and reinforcement
• e.g. effective leadership observed, copied, and reinforced
• builds leadership skills

Question 16

interactionist perspective

Answer 16

• effective leadership behaviour determined by a combo of inherited traits and experiences learned from the environment
• e.g. inherit determination, observe the use of it in leadership

Question 17

chelladuri’s multi-dimensional model of leadership

Answer 17

• measures the effectiveness of leadership based on:
• the degree of success at completing a task
• how satisfied the group was during the process

Question 18

characteristics of chelladuri’s model

Answer 18

• situational: e.g. group size, type of task, time availability
• leader e.g. competence, experience, preferred style
• member: e.g. experience, gender, age, motivation

Question 19

behaviours of chelladuri’s model

Answer 19

• required: style that should be used
• actual: style chosen by the leader
• preferred: stye the members would choose.

Question 20

effects of behaviour (chelladuri’s model)

Answer 20

actual = same as required and preferred: high performance and satisfaction
actual = same as required but diff to preferred: performance high, satisfaction low,
actual = diff to required but same as preferred: performance low, satisfaction high