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MGMT1003 > Leadership > Flashcards

Leadership Flashcards

1
Q

What is leadership?

A

The process of influencing others to achieve group or organisational goals

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2
Q

What are the differences between leaders and managers?

A
  • Leaders are concerned with the ends
  • Managers are concerned with the means
  • Leaders are concerned with doing the right thing
  • Managers are concerned with doing things right
  • Leaders ask what should we be doing
  • Managers ask how can we do what we’re doing better
  • Leaders focus on vision, mission, goals and objectives
  • Managers focus on productivity and efficiency
  • Leaders take a long term view
  • Managers take a short term view
  • Leaders inspire and motivate others to find solutions
  • Managers solve problems so other can do their work
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3
Q

What are leadership traits?

A

Relatively stable characteristics, such as abilities, psychological motives or consistent patterns of behaviour

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4
Q

What is trait theory?

A

Effective leaders possess a similar set of traits or characteristics

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5
Q

What are the leadership traits?

A
  • Desire to lead
  • Honesty/Integrity
  • Self confidence
  • Emotional stability
  • Cognitive ability
  • Knowledge of the business
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6
Q

What is initiating structure and what does it affect?

A
  • The degree to which a leader structures the roles of followers by setting goals, giving directions, setting deadlines and assigning tasks
  • A leaders ability to initiate structure primarily affects subordinates job performance
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7
Q

What is consideration?

A
  • The extent to which a leader is friendly, approachable and supportive and shows concern for his employees
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8
Q

What does consideration affect?

A

Primarily affects subordinates job satisfaction

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9
Q

What are examples of leader consideration?

A
  • Listening to employees problems and concerns
  • Consulting with employees before making decisions
  • Treating employees as equals
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10
Q

What is leadership style?

A

The way a leader generally behaves towards his followers

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11
Q

What does the Blake/Moulton leadership grid compare?

A

Concern for people (consideration) vs concern for production (initiating structure)

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12
Q

What are the categories in the Blake/Moulton leadership grid and what is it’s final conclusion?

A
  • 9-9 = Team management style
  • 9-1 = authority-compliance style
  • 1-9 = country club style
  • 1-1 = impoverished leader
  • 5-5 middle of the road style
    There isn’t one best leadership style, it depends on the situation
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13
Q

What are the theories of situational approach to leadership?

A
  • Fiedler’s contingency theory
  • Path-Goal Theory
  • Normative Decision Theory
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14
Q

What is Fiedler’s contingency theory?

A

In order to maximise group performance, leaders must be matched to the situation that best fits their leadership style

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15
Q

What are the assumptions in Fiedler’s contingency theory?

A
  • Leaders are effective when the work groups they lead perform well
  • Leaders are generally unable to change their leadership styles and they will be more effective when their styles are matched to the proper situation
  • The favourableness of a situation for a leader depends on the degree to which the situation permits the leader to influence the behaviour of group members.
  • Leadership styles are tied to leaders’ underlying needs and personalities, therefore they are generally incapable of changing their leadership styles
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16
Q

What are the core mechanisms in Fiedler’s contingency theory?

A
  • Least preferred co-worker scale

* Situational Favourableness

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17
Q

What is the least preferred co-worker scale and how does it work?

A
  • A questionnaire used to measure leadership style in Fiedler’s contingency theory
  • When completing the scale, people are instructed to consider all the people with whom they have ever worked and then to choose the one person with whom they have worked the least well
  • People who describe their LPC in a positive way have
    relaitonship-orientated leadership styles
  • People who describe their LPC in a negative way have task-orientated leadership styles
  • Those with moderate scores have a more flexible leadership style
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18
Q

What is situational favourableness?

A
  • The degree to which a particular situation either permits or denies a leader the chance to influence the behaviour of group members
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19
Q

What factors determine situational favourableness?

A
  • Leader-member relations
  • Task structure
  • Position power
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20
Q

What are leader-member relations in situational favourableness?

A

The degree to which followers respect, trust and like their leaders

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21
Q

What is task structure in situational favourableness?

A

The degree to which the requirements of a subordinates tasks are clearly specified

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22
Q

What is position power in situational favourableness?

A

The degree to which leaders are able to hire, fire and punish workers

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23
Q

How does Fiedler’s contingency theory suggest that leadership styles should be matched to situations and why?

A
  • Relationship-orientated leaders perform best in moderately favourable situations by improving leader-member relations, in turn moral and motivation improve
  • Task-orientated leaders perform best in highly favourable and unfavourable situations, through setting goals, focusing attention on performance and clarifying what needs to be done.
  • People with moderate LPC scores perform fairly well in all situations because they can adapt their behaviour, but typically don’t perform as well as relationship or task orientated leaders
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24
Q

What are the pros/cons of Fiedler’s contingency theory?

A
  • Matching leaders to situations works well, however reengineering situations to fit leader styles is difficult
  • If the leaders don’t like their LPC profile, they may arbitrarily change it to better suit their view of themselves
  • Very complex theory
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25
Q

What is Path-goal theory and what does it conclude?

A
  • Leaders can increase subordinate satisfaction and performance by clarifying and clearing the paths to goals and by increasing the number and kinds of rewards available for goal attainment
  • Specifies that leader behaviours should be fitted to subordinate characteristics
  • Specifies that leader behaviour should complement rather than duplicate the characteristics of followers’ work environment
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26
Q

What are the key assumption of path-goal theory?

A

Assumes that leaders can change and adapt their leadership styles

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27
Q

How does Fiedler’s contingency theory specify leadership styles and what are they?

A

Least preferred co-worker scale - relationship/task orientated

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28
Q

What does Path Goal theory state about the behaviour of leaders?

A
  • Leader behaviour must be a source of immediate or future satisfaction for followers
  • While providing the coaching, guidance, support and rewards necessary for effective work performance, leader behaviours must complement and not duplicate the characteristics of followers’ work environments
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29
Q

In Path-Goal theory, what are the different leadership styles?

A
  • Directive
  • Supportive
  • Participative
  • Achievement orientated
30
Q

What is a directive leadership style?

A

In Path-Goal theory, the leader lets employees know precisely what is expected of them, gives specific guidelines for performing tasks, schedules work, sets standards or performance and makes sure that people follow standard regulations and rules

31
Q

What is a supportive leadership style?

A

In Path-Goal theory, the leader is friendly and approachable, shows concern for employees and their welfare, treats them as equals and creates a friendly climate

32
Q

What is a participative leadership style?

A

In Path-Goal theory, the leader consults employees for their suggestions and input before making decisions

33
Q

What is a achievement orientated leadership style?

A

In Path-Goal theory, the leader sets challenging goals, has high expectations of employees and displays confidence that employees will assume responsibility and put in extraordinary effort

34
Q

What are the pros/cons of a supportive leadership style and in what theory does it occur?

A

In Path-Goal theory.

  • Often results in employee satisfaction with the job and with leaders
  • May also result in improved performance when it increases employee confidence, lowers employee job stress or improves relations and trust between employees and leaders
35
Q

What are the pros/cons of a participative leadership style and in what theory does it occur?

A

In Path-Goal theory.

  • Should help followers understand which goals are most important and clarify the paths to accomplishing them
  • When people participate in decisions, they become more committed to making them work
36
Q

What are the contingencies in Path-Goal theory and what do they specify?

A
  • Subordinate contingencies
  • Environment contingencies
  • Specifies that leader behaviours should be fitted to subordinate characteristics
  • Specifies that leader behaviour should complement rather than duplicate the characteristics of followers’ work environment
37
Q

What constitutes Subordinate contingencies in Path-Goal theory?

A
  • Perceived ability & Experience

* Locus of control

38
Q

What is perceived ability & experience?

A

How much ability subordinates believe they have for doing their jobs well

39
Q

What affect does perceived ability & experience have on employee relations with leaders of different styles in Path-Goal theory?

A
  • Subordinates who perceive they have a great deal of ability will be dissatisfied with directive leader behaviours
  • Subordinates with little experience or little perceived ability will welcome directive leadership
40
Q

What is Locus of Control and what does it categorise employees as?

A

A personality measure that indicates the extent to which people believe that they have control over what happens to them in life

  • Internals
  • Externals
41
Q

Concerning Locus of Control, what are internals?

A

Believe that what happens to them, good or bad, is largely a result of their choices and actions

42
Q

Concerning Locus of Control, what are externals?

A

Believe that what happens to them is caused by external forces beyond their control

43
Q

What affect does Locus of Control have on employee relations with leaders of different styles in Path-Goal theory?

A

Externals are much more comfortable with directive leadership, while internals prefer participative

44
Q

What constitutes environmental contingencies in Path-Goal theory?

A
  • Task structure
  • Formal authority system
  • Primary work group
45
Q

What is task structure?

A

The degree to which the requirements of a subordinates tasks are clearly defined

46
Q

What is a Formal authority system?

A

An organisations set of procedures, rules and policies

47
Q

How do primary work groups affect the environmental contingency in Path-Goal theory?

A

The amount of work-orientated participation or emotional support that is provided by an employee’s immediate work group
(Ie stressful vs complex tasks AND participation)

48
Q

What affect does task structure have on employee relations with leaders of different styles in Path-Goal theory?

A
  • When low and tasks are unclear, directive leadership should be used because is complements the work environment
  • When high and tasks are clear, directive leadership is not needed
  • When tasks are stressful, frustrating or dissatisfying, leaders should respond with supportive leadership
49
Q

What affect do formal authority systems have on employee relations with leaders of different styles in Path-Goal theory?

A
  • When unclear, directive leadership complements the situation by reducing uncertainty and increasing clarity
  • When clear, directive leadership is redundant
50
Q

What style of leadership should be used given the different possible extents of primary work group status in Path-Goal theory?

A
  • Participative leadership should be used when tasks are complex and there is little existing work-orientated participation in the primary work gorup
  • When tasks are stressful, frustrating or dissatisfying, leaders should respond with supportive leadership
51
Q

What is the empiricism behind employee satisfaction and performance in the face of different leadership styles in Path-Goal theory?

A
  • People who work for directive leaders are satisfied with their jobs and perform better
  • People who work for supportive leaders are much more satisfied with their jobs
52
Q

What is the normative decision theory?

A

Suggests how leaders can determine an appropriate amount of employee participation when making decisions

53
Q

What are the tenants of normative decision theory?

A
  • Decision styles

* Decision quality & acceptance

54
Q

What are the different decision styles in normative decision theory?

A
  • AI - AII -CI - CII -GII

- Autocratic - Consultive - Group

55
Q

What is decision quality & acceptance in normative decision theory?

A

Using the right degree of employee participation improves the quality of decisions and the extent to which employees accept and are committed to them

56
Q

In normative decision theory, what are the attributes of decisions/problems?

A
  • Quality requirement
  • Commitment requirement
  • Commitment probability
  • Leader’s informaiton
  • Subordinate information
  • Subordinate conflict
  • Problem structure
  • Goal congruence
57
Q

In normative decision theory, what problem/decision attributes affect decision quality/acceptance?

A
  • Quality requirement, leader information, subordinate information, goal congruence and problem structure rules are used to increase decision quality
  • Commitment probability, subordinate conflict and commitment requirement rules are used to increase employee acceptance and commitment to decisions
58
Q

What is strategic leadership?

A
  • The ability to anticipate, envision, maintain flexibility, think
    strategically and work with others to initiate changes that will create a positive future for an organisation
  • Captures how leaders inspire their companies to change and their followers to give extraordinary effort to accomplish organisational goals
59
Q

What is visionary leadership?

A

Creates a positive image of the future that motivates organisational members and provides direction for future planning and goal setting

60
Q

What are the different kinds of visionary leadership?

A
  • Charismatic

* Transformational

61
Q

What is charismatic leadership?

A

The behavioural tendencies and personal characteristics of leaders that create an exceptionally strong relationship between them and their followers

62
Q

What are the attributes of charismatic leaders?

A
  • Strong, confident, dynamic personalities that attract followers and enable the leaders to create strong bonds with them
  • Followers trust, are loyal to and are inspired by them and their vision
  • They articulate a clear vision for the future that is based on strongly held values or morals
  • They model those values by acting in a way consistent with the vision
  • They communicate high performance expectation to followers
  • They display confidence in followers abilities to achieve the vision
63
Q

What kinds of charismatic leaders are there?

A
  • Ethical charismatics

* Unethical charismatics

64
Q

What are ethical charismatics and what do they result in?

A
  • Leaders who provide developmental opportunities for followers, are open to positive and negative feedback, recognise others’ contributions, share information and have moral standards that emphasise the larger interests of the group, organisation or society
  • Produce stronger commitment, higher satisfaction, more effort, better performance and greater trust
65
Q

What are unethical charismatics and what do they result in?

A
  • Leaders who control and manipulate followers, do what is best for themselves instead of their organisations, want to hear only positive feedback, share only information that is beneficial to themselves and have moral standards that put their interests before everyone else’s
  • Because followers can become just as committed to them, they pose a risk for companies
66
Q

What is Transformational Leadership, what do they do and what does it result in?

A
  • Generates awareness and acceptance of a group’s purpose and mission and gets employees to see beyond their own needs and self-interest for the good of the group
  • Make followers feel that they are a vital part of the organisation and help them see how their jobs fit with the organisational vission
  • Encourage followers to make sacrifices for the organisation because they know they will prosper if the organisation prospers
67
Q

What do transformational leaders provide employees?

A
  • Idealised influence
  • Inspirational motivation
  • Intellectual stimulation
  • Individualised consideration
68
Q

What is transactional leadership?

A

Based on an exchange process, in which followers are rewarded for good performance and punished for poor

69
Q

What are the pros/cons of transactional leadership?

A
  • Often rely too heavily on discipline or threats to bring performance up to standards
  • Though this might work in the short run, is much less effective in the long
70
Q

In path goal theory, when is achievement oriented leadership best utilised?

A

When tasks are unchallenging

71
Q

How is strategic leadership accomplished?

A

Through visionary leadership

MGMT1003 (14 decks)

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