Leadership

Question 1

Leadership

Answer 1

The ability to influence a group toward the achievement of a vision or set of goals

Question 2

Ability

Answer 2

Ability - An individual’s capacity to perform the various tasks in a job

Ability -can only be good things

People ascend in an organization due to Networking not necessarily how good they are

Question 3

Organizational behavior

Answer 3

A field of study that investigates the impact that individuals, groups, and structure have on behavior within organizations for the purpose of applying such knowledge toward improving an organization’s effectiveness

Question 4

Leadership

Answer 4

the ability to influence a group toward the achievement of a vision or set of goals

Question 5

Trait Theories of Leadership

Answer 5

Traits that may indicate effective leadership are extraversion and emotional intelligences.

Traits do a better job predicting the emergence of leaders and the appearance of leadership
than actually distinguishing them between effective and ineffective leaders

Question 6

leader-member exchange (LMX) theory

Answer 6

A theory that supports leaders’ creation of ingroups and outgroups; subordinates with ingroup status have higher performance ratings, less turnover, and greater job satisfaction.

Question 7

Behavioral Theories of Leadership

Answer 7

OHIO State Study : What accounts most for Leadership behavior is Initiating Structure and Consideration

Initiating structure – The extent to which a leader is likely to define and structure his or her role and those of employees in the search for goal attainment

Consideration - is the extent to which a person’s job relationships are characterized by mutual trust, respect for employees’ ideas, and regard for their feelings.

Question 8

Leadership

Answer 8

The Production oriented leader emphasized the technical or task aspects of the job, focusing
on accomplishing the group’s tasks.

Production ===Structure

Employee-oriented leader emphasized interpersonal relationships by taking a personal
interest in the needs of employees and accepting individual differences among them.

Employee-Oriented===Consideration

Question 9

Contingency Theories

Answer 9

What succeeds in one circumstance does not necessarily work in another

Question 10

Fiedler - Leadership is fixed

Answer 10

Fiedler contingency model

The theory that effective groups depend on a proper match between a leader’s style of interacting with subordinates and the degree to which the situation gives control and influence to the leader.

Question 11

Can Charisma Be Taught?

Answer 11

1. Develop the aura of charisma by maintaining an optimistic view; using passion as a catalyst for generating enthusiasm; and communicating with the whole body, not just with words.
2. Creating a bond that inspires others to follow
3. Brings out the potential in followers by tapping in their emotions

Charisma==Heroic/Vision/Extraordinary

Charismatic is the way leaders communicate while Transformational is what they are communicating (is it a compelling Vision?) Keep that in mind with the word Vision

Charismatic leaders tend to try to reshape value structures (like a company saying they are
customer focused. That is “who we are”)

Question 12

Transformational vs Transactional Leadership

Answer 12

Transactions – Leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements

Transformational – Leaders who inspire followers to transcend their own self-interests and who are capable of having a profound and extraordinary effect on followers.

Question 13

Authentic Leadership

Answer 13

Authentic Leadership requires Trust

1. Leaders know who they are
2. Know what they believe in and value
3. Act on those values and beliefs openly and candidly

Trust is a psychological state that exists when you agree to make yourself vunerable to another because you have positive expectations about how things are going to turn out.

When Trust is broken, it can have serious adverse effects on a group’s performance

Question 14

Substitutes and Neutralizers

Answer 14

Substituted – attributes, such as experience and training, that can replace the need for a leader’s support or ability to create structure.

Neutralizers – attributes that make it impossible for leader behaviors to make any difference to followers outcomes.

Question 15

Leadership INFO

Answer 15

Organizations see success and failure due to the leadership. Many success or failures is just a matter of being in the right or wrong place at a given time.

Attribution Theory of Leadership says Leadership is merely an attribution people make about other individuals. We see people through rose colored glass at the people who is attributed as a Leader

Question 16

Mentor

Answer 16

A senior employee who sponsors and support a less experienced employee, called a protege

Question 17

situational leadership theory (SLT)

Answer 17

A contingency theory that focuses on followers’ readiness to accomplish a specific task.

Question 18

path-goal theory

Answer 18

A theory stating that it is the leader’s job to assist followers in attaining their goals and to provide the necessary direction and/or support to ensure that their goals are compatible with the overall objectives of the group or organization.

Question 19

Transactional Leader

Answer 19

Contingent Reward: Contracts exchange of rewards for effort, promises rewards for good performance, recognizes accomplishments.

Management by Exception (active): Watches and searches for deviations from rules and standards, takes corrective action.

Management by Exception (passive): Intervenes only if standards are not met.

Laissez-Faire: Abdicates responsibilities, avoids making decisions.

Question 20

Transformational Leader

Answer 20

Idealized Influence: Provides vision and sense of mission, instills pride, gains respect and trust.

Inspirational Motivation: Communicates high expectations, uses symbols to focus efforts, expresses important purposes in simple ways.

Intellectual Stimulation: Promotes intelligence, rationality, and careful problem solving.

Individualized Consideration: Gives personal attention, treats each employee individually, coaches, advises.