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Leadership And Hrm > Leadership All > Flashcards

Leadership All Flashcards

1
Q

Define Leadership

A

The process of influencing others to understand and agree on what needs to be done

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2
Q

What are the 3 reasons to hit a ceiling in leadership behaviour ?

A

Loss of motivation
Lack of help from environment
Limited capacities(skills,knowledge)

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3
Q

Is leadership a trait or a behaviour ?

A

Both
Trait: qualities and characteristics
Behaviour: actions taken

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4
Q

Can leadership be learned ?

A

Yes, leadership is learned through the course of once life

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5
Q

What two leadership behaviour are there ?

A

Initiating structure
Initiating consideration

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6
Q

What is initiating structure ?

A

Achieving goals by setting clear goals, establishing roles and responsibilities
(Task oriented)

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7
Q

What is initiating consideration ?

A

Achieving goals by showing concern and support for well being of team members
(People orientation)

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8
Q

What is the difference between leadership and management?

A

Leadership is to direct
Management is to execute

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9
Q

What are the 2 key factors to leadership through social influencing ?

A

Agreement among team what needs to be done and how it can be done effectively

Facilitating individual and collective efforts (inspiring and motivating to take action)

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10
Q

What is the traditional view of management?

A

Western leadership values rationality higher than emotionality’

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11
Q

How are rational people viewed in the western view of management?

A

Intelligent, logical and in control

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12
Q

How are emotional people seen in the traditional western view ?

A

Less intelligent and illogical

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13
Q

What are emotions ?

A

Conscious bodily sensations reflecting personal significance of an event

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14
Q

What is the modern view of emotions ?

A

Seen as an facilitator
Increases personal bonds
Increase attention/ active memory
Aid in selecting
Improve cognitive performance and creativity

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15
Q

What is the mood congruence effect ?

A

The mood is effecting how information is retrieved during decision making
Bad mood=negative feelings

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16
Q

What is the mood congruence judgment effect

A

Decisions consistent with active state at time of judgement

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17
Q

On what does it depend wether emotions have negative or positive impacts ?

A

How we deal with them

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18
Q

What is disposition ?

A

Typical behaviour influencing a persons performance (optimism, extroversion)

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19
Q

How is disposition measured

A

Self report tests

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20
Q

What are problems with self report tests ?

A

Fakable, own perception, no right awnser

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21
Q

What are abilities ?

A

Specific skills influencing performance

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22
Q

How is ability measured

A

Measured by performance test

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23
Q

Why are performance tests better at predicting performance ?

A

Not fakable, one right awnser, maximum behaviour

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24
Q

What is emotional intelligence ?

A

Ability to monitor and control once own and other emotions

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25
Q

What are the 3 key components of emotional intelligence ?

A

Emotion recognition (identifying emotions)
Emotion understanding (causes and consequences)
Emotion management (manage and control emotions in a constructive way)

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26
Q

What is the G factor model

A

Theory of intelligence (intelligence can be broken down into key abilities)

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27
Q

What is EQ in the G factor model

A

EQ is a second stratum factor
One of several abilities contributing to overall intelligence

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28
Q

What is the Goleman model

A

The goleman model shows correlation between EI and task performance

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29
Q

What does the goleman model say about EI

A

EI is especially useful for people with low cognitive intelligence

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30
Q

How does EI impact financial decision making ?

A

Intense emotion can be regulated
Bias can be regulated

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31
Q

What are managerial implications in context of emotions ?

A

Encourage self awareness
Re-examine common beliefs
Increase degree of attending and differentiating affective states

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32
Q

6 steps to increase EI

A

Acknowledge emotions
Accept/appreciate emotions
Differentiate and analyse emotions
Reflect on emotions and origins
Manage emotions
Manage others emotions

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33
Q

What is the trait approach

A

There are traits related to leaders success

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34
Q

What is the great man theory

A

Leaders are born not made since great persons have similar characteristics

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35
Q

What is trait-situation interaction

A

Behaviour is not determined by personality but rather shaped by traits and situation they are in

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36
Q

What is the revival of personality traits ?

A

Traits are usuals stable but can be strengthened which leads to a revival of said trait

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37
Q

What is personality?

A

characteristics
Patterns of thought
Feelings
Behaviours

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38
Q

What are the 3 fundamental characteristics of personality

A

Consistency (shown in all aspects of life)
Stability( stable throughout lives)
Multiple expressions (may vary by situation)

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39
Q

What is the big five model ?

A

Framework for understanding and studying personality

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40
Q

What are the 5 main personality traits according to the big five model ?

A

Open to experience
Conscientiousness
Extra version
Neuroticism
Agreeableness

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41
Q

What does open to experience mean ?

A

Tendency to be curios, open minded, imaginative

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42
Q

What does conscientiousness mean ?

A

Tendency to be dependable, thorough and disciplined

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43
Q

What is extra version

A

Tendency to be outgoing, sociable and assertive

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44
Q

What is neuroticism ?

A

Tendency to experience negative emotions

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45
Q

What is agreeableness ?

A

Tendency to be cooperative, kind and compassionate

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46
Q

What are problems with self reports: response bias ?

A

Acquiescence(agreeing no matter what)
Tendency to use extrem ratings
Tendency to use medium ratings
Position effects (negative first)
Random response patterns
Guessing

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47
Q

What are problems with self reports: constants related ?

A

Social desirability (presenting oneself in favourable light)
Simulations (what believed to be right)
Aggravation (exaggeration oneself)
Dissimulation (provide fals awnsers to hide truth)

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48
Q

What are observer ratings ?

A

Observing personalities and behaviour

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49
Q

What are difficulties in observable ratings

A

Can only access observable behaviour

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50
Q

What is the implicit association test ?

A

Test designed to measure attitudes and biases hidden or unaware of

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51
Q

How can personality be assessed from digital traces

A

Many likes = openness
More = agreeableness
More =extra version
Five trait average
Less=conscientiousness
Low likes =neuroticism

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52
Q

What are trait approach pros

A

Intusitive approach
Clear set of effective traits
Can be applied at all levels of org.

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53
Q

What are trait approach cons ?

A

Small effect of traits
Lacking insights

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54
Q

What are the two fundamental leadership behaviours ?

A

People orientation
Task orientation

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55
Q

What is the social rule theory ?

A

Individuals behave in accordance with social expectations

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56
Q

What is the effect of the social rule theory ?

A

Gender differences in leadership styles

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57
Q

What are men and women considered to be under the social rule theory ?

A

Women are more considerate
Men are more task oriented

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58
Q

To what do cultural differences lead in context of leadership styles ?

A

Different styles

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59
Q

What are western nations leadership styles typically

A

Democratic

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60
Q

What are low economic nations leadership styles usually

A

Controlling

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61
Q

Do female and male leadership styles differ more than cultural differences ?

A

No cultural is more impactful
Women and men have similar styles

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62
Q

Has the percentage of women in leadership roles changed in comparison to women with university degrees ?

A

Not much

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63
Q

What is the double burden Syndrom ?

A

Women having to balance work and domestic activities (society)

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64
Q

What is the absence of role models ?

A

Few female role models

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65
Q

What are problems of female leadership

A

Double burden syndrome
Any time anywhere performance model
Lack of pro family policies
Absence of role models
Womens reluctance to promote each other
Womens tendency to network less

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66
Q

What is any time anywhere performance ?

A

Need to be anywhere at any time

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67
Q

What is the lack of pro family policies ?

A

Few support for mothers
Lack of public policies

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68
Q

What do average managers focus on ?

A

Traditional styles

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69
Q

What do successful managers focus on ?

A

Networking

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70
Q

What do effective leaders focus on ?

A

Mainly communication

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71
Q

How do women see themselves

A

Success due to external factors
Underestimate their ability
Don’t negotiate salary

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72
Q

How do men see themselves ?

A

Success due to them
Confident in ability
Negotiate salary

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73
Q

What is inter group relations theory?

A

In group out group bias
Bias toward people outside of group

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74
Q

What are the effects of appointing a minority ceo to white male managers ?

A

Lower organisation identification
Less help for colleagues

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75
Q

How can negative effects of appointing minority CEO be negated

A

Increase compensation related to performance

76
Q

What can break the glass ceiling

A

Set org. Goals for women in managerial positions
Diverse candidate lists
Employee bias trainings
Clear evaluation criteria
Put women in line for step up (train, sponsor, high assignments)

77
Q

What is the contingency theory ?

A

Leadership effectiveness comes from interaction of characteristics with situation

78
Q

What is the assumption in Fiedlers contingency theory ?

A

They are either task or relationship oriented

79
Q

What is the solution to fielders contingency theory ?

A

Changing the environment or assign different leaders

80
Q

What does the LPC measure measure ?

A

Task or relation ship orientation

81
Q

What do the LPC results say ?

A

Low=task oriented
Medium=independent
High=relation ship oriented

82
Q

What are Fiedlers contingency models environmental characteristics ?

A

Leader member relations
Task structure
Position Power

83
Q

When are task oriented leader more efficient according to Fiedler?

A

In highly favourable or unfavourable situations

84
Q

When are relationship oriented leader more efficient according to Fiedler

A

In moderately favourable situations

85
Q

What are weaknesses of Fiedlers concepts ?

A

LPC score has unclear relation to behaviour
Task orientation not presented favourable
Leaders can be a mixture of task and relationship oriented
Nothing said about supporting in orientation by the other

86
Q

What is the path goal theory ?

A

3 main questions deciding weather effort is put into task

87
Q

What are the three questions asked in path goal theory ?

A

Expectancy (achievable?)
Instrumentality (probability of reward)
Valence (value of reward)

88
Q

What is a leaders job according to the path goal theory ?

A

Make sure employees are confidant that task is achievable and will be rewarded as deserved

89
Q

What is path goal leadership ?

A

Leaders let employees know how behaviour will be rewarded and teach them how to achieve a task and remove obstacles

90
Q

What are characteristics influencing effectiveness of path goal relationship on the employee side ?

A

Experience
Ability
Locus of control (control outcomes)

91
Q

What are characteristics influencing effectiveness of path goal leadership on the employee side ?

A

Design of task (over complicated)
Formal authority system (inflexible)
Work group(diversity of skill)

92
Q

What are the 4 leadership styles in the path goal theory?

A

Directive leadership
Support leadership
Participative leadership
Achievement leadership

93
Q

What is directive leadership and when is it used ?

A

Providing clear directions and guidance
Used when: lack of experience, guidance needed, unclear task

94
Q

What is supportive leadership and when is it used ?

A

Showing concern for well-being and needs
Used to create sense of belonging and with repetitive and unchallenging work

95
Q

What is participative leadership ?

A

Inviting input and participation in decision making
Used to create feeling of importance, need of control and unclear task

96
Q

What is achievement oriented leadership ?

A

Setting high performance standards challenging employees
Used to motivate, need to excel and unclear task

97
Q

How can you motivate in path goal leadership ?

A

Defining goals
Clarifying path
removing obstacles
Providing support

98
Q

What is the form of the function derived from the relationship between IQ and perceived leadership ?

A

Curve linear single peak at 120 IQ

99
Q

What is the suggestion of the case relationship between intelligence and perceived leadership ?

A

Intelligence is related to perceived leadership but peaks at 120 IQ
High intelligence can lead to decreased perceived leadership

100
Q

What negative effects can high intelligence have ?

A

Less likability
Overconfidence
Less likely to accept others views
Less likely to collaborate

101
Q

What is the relationship between intelligence and perceived leadership ?

A

Intelligence is an important factor but might have a trade of with other important leadership qualities at some point

102
Q

What is LMX ?

A

Leader member exchange

103
Q

How is LMX related to performance ?

A

LMX is positively related to performance

104
Q

How are context correlations related to performance and LMX ?

A

Positive context relations lead to a stronger relationship between LMX and performance

105
Q

What is hierarchical leadership ?

A

Control and influence
Providing direction and guidance, ensuring support

106
Q

What is structural support ?

A

Systems and processes in place
Communication tools, roles, responsibilities, collaboration tools

107
Q

What is shared team leadership ?

A

Leadership responsibilities shared Collaborative decision making, responsibility and leadership roles for employees

108
Q

What are the three main factors involved in effective leadership of virtual teams ?

A

Hierarchical leadership
Structural support
Shared team leadership

109
Q

What is the result of using the three main factors for effective leadership in virtual teams ?

A

Facilitates communication, coordination and collaboration

110
Q

What is ambiguity ?

A

Multiple ways to go unclear which is right

111
Q

What is complexity ?

A

Large number of variables
Difficult decision making

112
Q

What made Jeremy Corbyn successful ?

A

His ability to navigate ambiguity and complexity

113
Q

Why did the navigation of ambiguity and complexity not lead to lasting success in Corbyns case ?

A

Because he wasn’t able to communicate and manage it in a genuine and authentic way

114
Q

What is transformational leadership ?

A

Inspiring/motivating followers to achieve goals
Setting clear vision, encouraging, embracing innovation

115
Q

What is transactional leadership ?

A

Exchange of reward and punishment in order to motivate
Settin expectations
Providing reward/punishment based on expectations

116
Q

How is transformational leadership related to unit performance

A

Positively

117
Q

How is transactional leadership related to unit performance ?

A

Not significantly

118
Q

Why might transactional leadership not significantly related to unit performance ?

A

Short term goals
Fosters work environments
Other factors than only work done should be accounted for

119
Q

How does is the relationship between transformational leadership and unit performance effected by challenges or uncertainty ?

A

Relationship is stronger in uncertainty and challenges

120
Q

What is leader reward behaviour ?

A

Praising
Recognising
Rewarding

121
Q

What is leader punishment ?

A

Criticising
Punishing

122
Q

When are leader reward or punishment behaviours better suited ?

A

Punishment: negative outcomes
Reward: positive outcomes

123
Q

What is the impact of leader reward on behaviour and what is the impact of leader punishment on the same ?

A

Job satisfaction, commitment, organisational citizenship behaviour
Negative for punishment
Positive for reward

124
Q

How is leader reward impacted by level of power and influence ?

A

High level of power and influence has a positive impact on leader reward

125
Q

How does the complexity of a task impact leader punishment behaviour ?

A

High complexity has a positive effect on leader punishment

126
Q

What are the three foes of self-management ?

A

Inability to delay gratification
Procrastination
Emotional self-absorption

127
Q

What does self management consist of ?

A

Character (discipline,autonomy)
Self leadership(self influence,motivation)

128
Q

What are the 3 self leadership strategies ?

A

Behaviour focused strategy
Natural reward strategy
Constructive thought patter strategy

129
Q

What is the behaviour focused strategy ?

A

Self observation, goals setting, rewards

130
Q

What is the natural reward strategy ?

A

Adding pleasant activities and focusing on them

131
Q

What is the constructive thought pattern strategy ?

A

Identify negative thoughts
Replace them with positives
Reherse

132
Q

What effect does mental imagery have on performance ?

A

A positive effect

133
Q

On what does thought based leadership have positive effects on?

A

Performance
Self efficacy
Job satisfaction

134
Q

What impact does mental practice have on what ?

A

Positive effect on:
Self efficacy
Communication skills

135
Q

What is empowerment ?

A

Management practice giving autonomy and control to worker

136
Q

What are the two types of empowerment ?

A

Self managed work teams
Psychological empowerment

137
Q

What are self managed work teams ?

A

Workers taking more responsibility

138
Q

What are the benefits of self managed work teams ?

A

Increased productivity
better customer service
Higher employee satisfaction

139
Q

What is psychological empowerment ?

A

Giving a sense of choice, competence and impact

140
Q

What are the benefits of psychological empowerment ?

A

Higher motivation, esteem and intrinsic motivation

141
Q

What is distributed leadership

A

Shared and collective leadership

142
Q

What is shared influence leadership ?

A

Leadership shared among teams
Individuals taking on leadership roles

143
Q

What is collective leadership ?

A

All members are responsible for contributing to leadership

144
Q

What are the 4 dimensions of psychological empowerment ?

A

Choice
Competence
Impact
Meaningfulness

145
Q

What kind of relationship between leader and follower is best for performance ?

A

A balanced good relationship

146
Q

What is internal attribution ?

A

Poor performance due to lack of effort
Punishment

147
Q

What is external attribution?

A

Poor performance due to environment
Sympathetic

148
Q

What do leaders need to keep in mind in the context of attributions ?

A

The need to understand which attributions are at play

149
Q

What are the three main biases ?

A

Actor observer bias
Self serving bias
Dilution effect

150
Q

What is actor observer bias ?

A

Tendency to justify own behaviour with external factors and others with internal factors

151
Q

What is the self serving bias ?

A

Tendency to attribute success to internal factors and failure to external factors

152
Q

What is the dilution effect ?

A

Underestimating a factor when at play with another factor
(Complex task done combined with simple task done)

153
Q

What are the three main factors influencing interpersonal relationships with leaders ?

A

Task assistance
Supervisory interpersonal interaction
Social and supervisory emotional support

154
Q

What is task assistance ?

A

Decrease stress and pressure by providing support
(Training,guidance)

155
Q

What is social and supervisory interaction?

A

Quality of relationship between supervisor and employee
(Feedback,Support)

156
Q

What is social and supervisory emotional support ?

A

Emotional and social support given

157
Q

How is a higher quality relationship achieved ?(leader and follower)

A

Leader:
Showing empathy
Ethical behaviour
Follower:
Emotional intelligence

158
Q

How can enthusiasm be used to increase performance and job satisfaction?

A

Having enthusiasm into employees opinions and interests

159
Q

How can Gold relationships be achieved in virtual teams ?

A

Increased time spend on relationship
Enhancing personal interactions
Offering social and emotional support

160
Q

What is authentic leadership ?

A

Being genuine, transparent, self aware
Focused on building trust and credibility and acting upon values consistently

161
Q

What are the four components of psychological capital ?

A

Confidence
Hope
Optimism
Resilience

162
Q

What is meant by confidence in the four components of psychological capital ?

A

Believe in one’s ability

163
Q

What is meant by hope in the four components of psychological capital ?

A

Believe that one can achieve their goals

164
Q

What is meant by optimism in the four components of psychological capital ?

A

Believe good things will happen

165
Q

What is meant by resilience in the four components of psychological capital ?

A

Ability to bounce back from setbacks

166
Q

What kind of factors of the four complement of the psychological capital is used by transformational leadership and what is the effect

A

Optimism
Hope
Resilience
Positive effect on performance

167
Q

What is meant by transparency in leadership

A

Sharing info
Feedback
Motives

168
Q

What effects does transparency have on employees ?

A

Higher performance
Trust—> honesty about mistakes
Engagement, job satisfaction, commitment
Effectiveness, increased workforce quality

169
Q

How can authentic and servant leadership be used in times of covid

A

Authentic: communicate support, consider restructuring tasks and deadlines
Servant: goal clarity, member empowerment

170
Q

What is the assumption of transactional leadership ?

A

Individuals are not self motivated
Follow clear defined goals
Motivated by reward/punishment

171
Q

What is the difference between active and passive leadership

A

Active: spot problems before they evolve
Passive: wait for problems to occur

172
Q

What is goal importance congruence ?

A

Level at which teams agree on importance of goals

173
Q

What is the effect of goal importance congruence ?

A

Increased performance
Otherwise
Work together can be difficult

174
Q

What are the 4 I’s of transformational leadership ?

A

Idealised influence
inspirational motivation
Intellectual stimulation
Individualised consideration

175
Q

What is idealised influence in the context of the 4I’s of transformational leadership

A

Leaders are role models

176
Q

What is inspirational motivation in the context of the 4I’s of transformational leadership

A

Inspiring through vision

177
Q

What is intellectual stimulation in the context of the 4I’s of transformational leadership

A

Thinking creatively and critically

178
Q

What is individualised consideration in the context of the 4I’s of transformational leadership

A

Individuals needs and developments are considered

179
Q

What are the 6 dimensions of transformational leadership inventory ?

A

Articulating vision
Provides individual support
Sets high performance expectations
Provides appropriate role model
Fosters acceptance of goals
Provides intellectual stimulation

180
Q

Which of the 6 dimensions of TLI predict a competitive performance environment ?

A

Articulating vision
Providing individual support
Setting high performance expectations

181
Q

What is preoccupation of failure ?

A

Excessive focus on potential failure
Stops innovation

182
Q

What is reluctance to simplify ?

A

Tendency to over complicate situations

183
Q

What is sensemaking ?

A

Interpreting and making sense of problems

184
Q

What is high reliability ?

A

Set of practices and processes to guaranty work at a high level of reliability

185
Q

What are wicks methods to preventing catastrophes

A

Sense making and high reliability

186
Q

What are wicks main causes for catastrophes ?

A

Preoccupation of failure
Reluctance to simplify

Leadership And Hrm (2 decks)

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