Leadership

Question 1

Influence

Answer 1

‘A’ changes attitude or behaviour of ‘B’

Question 2

Power

Answer 2

Capacity to exercise influence over the behaviour of others, explained in (Dohls’ terms, 1957) as something ‘A’ has over ‘B’ to get ‘B’ to act in a way he woudn’t have acted but for the power of ‘A’

Question 3

Authority

Answer 3

‘right to influence’ or ‘legitimate power’

Question 4

Trait Theory

Answer 4

‘great man’ Theory -Leaders emerge due to traits; intelligence, self confidence, extroversion, maturity, decisiveness. Associated with Weber’s charismatic type of authority. -Empirical studies show little correlation; traits alone cannot determine good leader. Circumstance & situation important

Question 5

Style Theory

Answer 5

-Focuses on what people do rather than traits or skills. -Leaders engage in: task behaviour and relationship behaviour. -Combination denotes effectiveness of leader.

Question 6

Contingency Theory

Answer 6

-Variables relating to environment determine relevant style best suited. -No one style is always best, success depends on: Leadership style, qualities of followers, and aspects of situation.

Question 7

Position Power (Legitimate Power)

Answer 7

-Based on rights/duties due to organisational hierarchy. -Influence of ‘A’ legitimate & accepted. Role has right to information. -Tend to influence others, restrict freedom. ‘B’ must accept (‘A’ uses resource power)

Question 8

Resource Power (Reward Power)

Answer 8

-‘A’ has power of desirable rewards to ‘B’. (Financial, status) -‘A’ gives reward to ‘B’ for acting how ‘A’ desires. -Effort-bargain relationship (payment by results); level of effort = pay

Question 9

Coercive Power

Answer 9

-Power to not reward/punish for non-obedience. -Demotion/dismissal, withhold salary increases, transfer to other work. -Collective bargaining; both sides have economic force (strikes)

Question 10

Expert Power

Answer 10

-‘A’ having expertise in area ‘B’ does not. ‘B’ willing to accept ‘A’ influence. -Expert power may give holder crucial organisational role. -Level of power proportional to replaceability.

Question 11

Personal Power

Answer 11

-Weber’s charismatic authority type -‘A’ power from personal attributed; ‘B’ accepts influence due to admiration. -Persuasion not needed; charisma sufficient. -Combined with any power source; time consuming to achieve but normally very accepted method.

Question 12

Eysenck ‘E’ dimension

Answer 12

Eysenck maintained personality is fundamentally unalterable & psychologically based; associated with nervous system & other biological factors ‘E’ dimension - Humans divided into: -Extrovert; expressiveness, impulsiveness, risk taking, sociability, practicality, irresponsibility, activity. -Introvert; reflectiveness, control, carefulness, unsociability, inhibition, responsibility, inactivity.

Question 13

Eysenck ‘N’ dimension

Answer 13

‘N’ dimension - Similar continuum between:

• Neuroticism; HARRY FOREMAN
• Stability; calm, freedom from guilt, casualness, sense of health, happiness, autonomy, self esteem, stability.