Leadership All Flashcards
1
Q
Define Leadership
A
The process of influencing others to understand and agree on what needs to be done
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)
3
Q
Is leadership a trait or a behaviour ?
A
Both
Trait: qualities and characteristics
Behaviour: actions taken
4
Q
Can leadership be learned ?
A
Yes, leadership is learned through the course of once life
5
Q
What two leadership behaviour are there ?
A
Initiating structure
Initiating consideration
6
Q
What is initiating structure ?
A
Achieving goals by setting clear goals, establishing roles and responsibilities
(Task oriented)
7
Q
What is initiating consideration ?
A
Achieving goals by showing concern and support for well being of team members
(People orientation)
8
Q
What is the difference between leadership and management?
A
Leadership is to direct
Management is to execute
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)
10
Q
What is the traditional view of management?
A
Western leadership values rationality higher than emotionality’
11
Q
How are rational people viewed in the western view of management?
A
Intelligent, logical and in control
12
Q
How are emotional people seen in the traditional western view ?
A
Less intelligent and illogical
13
Q
What are emotions ?
A
Conscious bodily sensations reflecting personal significance of an event
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
15
Q
What is the mood congruence effect ?
A
The mood is effecting how information is retrieved during decision making
Bad mood=negative feelings
16
Q
What is the mood congruence judgment effect
A
Decisions consistent with active state at time of judgement
17
Q
On what does it depend wether emotions have negative or positive impacts ?
A
How we deal with them
18
Q
What is disposition ?
A
Typical behaviour influencing a persons performance (optimism, extroversion)
19
Q
How is disposition measured
A
Self report tests
20
Q
What are problems with self report tests ?
A
Fakable, own perception, no right awnser
21
Q
What are abilities ?
A
Specific skills influencing performance
22
Q
How is ability measured
A
Measured by performance test
23
Q
Why are performance tests better at predicting performance ?
A
Not fakable, one right awnser, maximum behaviour
24
Q
What is emotional intelligence ?
A
Ability to monitor and control once own and other emotions
25
What are the 3 key components of emotional intelligence ?
Emotion recognition (identifying emotions)
Emotion understanding (causes and consequences)
Emotion management (manage and control emotions in a constructive way)
26
What is the G factor model
Theory of intelligence (intelligence can be broken down into key abilities)
27
What is EQ in the G factor model
EQ is a second stratum factor
One of several abilities contributing to overall intelligence
28
What is the Goleman model
The goleman model shows correlation between EI and task performance
29
What does the goleman model say about EI
EI is especially useful for people with low cognitive intelligence
30
How does EI impact financial decision making ?
Intense emotion can be regulated
Bias can be regulated
31
What are managerial implications in context of emotions ?
Encourage self awareness
Re-examine common beliefs
Increase degree of attending and differentiating affective states
32
6 steps to increase EI
Acknowledge emotions
Accept/appreciate emotions
Differentiate and analyse emotions
Reflect on emotions and origins
Manage emotions
Manage others emotions
33
What is the trait approach
There are traits related to leaders success
34
What is the great man theory
Leaders are born not made since great persons have similar characteristics
35
What is trait-situation interaction
Behaviour is not determined by personality but rather shaped by traits and situation they are in
36
What is the revival of personality traits ?
Traits are usuals stable but can be strengthened which leads to a revival of said trait
37
What is personality?
characteristics
Patterns of thought
Feelings
Behaviours
38
What are the 3 fundamental characteristics of personality
Consistency (shown in all aspects of life)
Stability( stable throughout lives)
Multiple expressions (may vary by situation)
39
What is the big five model ?
Framework for understanding and studying personality
40
What are the 5 main personality traits according to the big five model ?
Open to experience
Conscientiousness
Extra version
Neuroticism
Agreeableness
41
What does open to experience mean ?
Tendency to be curios, open minded, imaginative
42
What does conscientiousness mean ?
Tendency to be dependable, thorough and disciplined
43
What is extra version
Tendency to be outgoing, sociable and assertive
44
What is neuroticism ?
Tendency to experience negative emotions
45
What is agreeableness ?
Tendency to be cooperative, kind and compassionate
46
What are problems with self reports: response bias ?
Acquiescence(agreeing no matter what)
Tendency to use extrem ratings
Tendency to use medium ratings
Position effects (negative first)
Random response patterns
Guessing
47
What are problems with self reports: constants related ?
Social desirability (presenting oneself in favourable light)
Simulations (what believed to be right)
Aggravation (exaggeration oneself)
Dissimulation (provide fals awnsers to hide truth)
48
What are observer ratings ?
Observing personalities and behaviour
49
What are difficulties in observable ratings
Can only access observable behaviour
50
What is the implicit association test ?
Test designed to measure attitudes and biases hidden or unaware of
51
How can personality be assessed from digital traces
Many likes = openness
More = agreeableness
More =extra version
Five trait average
Less=conscientiousness
Low likes =neuroticism
52
What are trait approach pros
Intusitive approach
Clear set of effective traits
Can be applied at all levels of org.
53
What are trait approach cons ?
Small effect of traits
Lacking insights
54
What are the two fundamental leadership behaviours ?
People orientation
Task orientation
55
What is the social rule theory ?
Individuals behave in accordance with social expectations
56
What is the effect of the social rule theory ?
Gender differences in leadership styles
57
What are men and women considered to be under the social rule theory ?
Women are more considerate
Men are more task oriented
58
To what do cultural differences lead in context of leadership styles ?
Different styles
59
What are western nations leadership styles typically
Democratic
60
What are low economic nations leadership styles usually
Controlling
61
Do female and male leadership styles differ more than cultural differences ?
No cultural is more impactful
Women and men have similar styles
62
Has the percentage of women in leadership roles changed in comparison to women with university degrees ?
Not much
63
What is the double burden Syndrom ?
Women having to balance work and domestic activities (society)
64
What is the absence of role models ?
Few female role models
65
What are problems of female leadership
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
66
What is any time anywhere performance ?
Need to be anywhere at any time
67
What is the lack of pro family policies ?
Few support for mothers
Lack of public policies
68
What do average managers focus on ?
Traditional styles
69
What do successful managers focus on ?
Networking
70
What do effective leaders focus on ?
Mainly communication
71
How do women see themselves
Success due to external factors
Underestimate their ability
Don’t negotiate salary
72
How do men see themselves ?
Success due to them
Confident in ability
Negotiate salary
73
What is inter group relations theory?
In group out group bias
Bias toward people outside of group
74
What are the effects of appointing a minority ceo to white male managers ?
Lower organisation identification
Less help for colleagues
75
How can negative effects of appointing minority CEO be negated
Increase compensation related to performance
76
What can break the glass ceiling
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
What is the contingency theory ?
Leadership effectiveness comes from interaction of characteristics with situation
78
What is the assumption in Fiedlers contingency theory ?
They are either task or relationship oriented
79
What is the solution to fielders contingency theory ?
Changing the environment or assign different leaders
80
What does the LPC measure measure ?
Task or relation ship orientation
81
What do the LPC results say ?
Low=task oriented
Medium=independent
High=relation ship oriented
82
What are Fiedlers contingency models environmental characteristics ?
Leader member relations
Task structure
Position Power
83
When are task oriented leader more efficient according to Fiedler?
In highly favourable or unfavourable situations
84
When are relationship oriented leader more efficient according to Fiedler
In moderately favourable situations
85
What are weaknesses of Fiedlers concepts ?
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
What is the path goal theory ?
3 main questions deciding weather effort is put into task
87
What are the three questions asked in path goal theory ?
Expectancy (achievable?)
Instrumentality (probability of reward)
Valence (value of reward)
88
What is a leaders job according to the path goal theory ?
Make sure employees are confidant that task is achievable and will be rewarded as deserved
89
What is path goal leadership ?
Leaders let employees know how behaviour will be rewarded and teach them how to achieve a task and remove obstacles
90
What are characteristics influencing effectiveness of path goal relationship on the employee side ?
Experience
Ability
Locus of control (control outcomes)
91
What are characteristics influencing effectiveness of path goal leadership on the employee side ?
Design of task (over complicated)
Formal authority system (inflexible)
Work group(diversity of skill)
92
What are the 4 leadership styles in the path goal theory?
Directive leadership
Support leadership
Participative leadership
Achievement leadership
93
What is directive leadership and when is it used ?
Providing clear directions and guidance
Used when: lack of experience, guidance needed, unclear task
94
What is supportive leadership and when is it used ?
Showing concern for well-being and needs
Used to create sense of belonging and with repetitive and unchallenging work
95
What is participative leadership ?
Inviting input and participation in decision making
Used to create feeling of importance, need of control and unclear task
96
What is achievement oriented leadership ?
Setting high performance standards challenging employees
Used to motivate, need to excel and unclear task
97
How can you motivate in path goal leadership ?
Defining goals
Clarifying path
removing obstacles
Providing support
98
What is the form of the function derived from the relationship between IQ and perceived leadership ?
Curve linear single peak at 120 IQ
99
What is the suggestion of the case relationship between intelligence and perceived leadership ?
Intelligence is related to perceived leadership but peaks at 120 IQ
High intelligence can lead to decreased perceived leadership
100
What negative effects can high intelligence have ?
Less likability
Overconfidence
Less likely to accept others views
Less likely to collaborate
101
What is the relationship between intelligence and perceived leadership ?
Intelligence is an important factor but might have a trade of with other important leadership qualities at some point
102
What is LMX ?
Leader member exchange
103
How is LMX related to performance ?
LMX is positively related to performance
104
How are context correlations related to performance and LMX ?
Positive context relations lead to a stronger relationship between LMX and performance
105
What is hierarchical leadership ?
Control and influence
Providing direction and guidance, ensuring support
106
What is structural support ?
Systems and processes in place
Communication tools, roles, responsibilities, collaboration tools
107
What is shared team leadership ?
Leadership responsibilities shared Collaborative decision making, responsibility and leadership roles for employees
108
What are the three main factors involved in effective leadership of virtual teams ?
Hierarchical leadership
Structural support
Shared team leadership
109
What is the result of using the three main factors for effective leadership in virtual teams ?
Facilitates communication, coordination and collaboration
110
What is ambiguity ?
Multiple ways to go unclear which is right
111
What is complexity ?
Large number of variables
Difficult decision making
112
What made Jeremy Corbyn successful ?
His ability to navigate ambiguity and complexity
113
Why did the navigation of ambiguity and complexity not lead to lasting success in Corbyns case ?
Because he wasn’t able to communicate and manage it in a genuine and authentic way
114
What is transformational leadership ?
Inspiring/motivating followers to achieve goals
Setting clear vision, encouraging, embracing innovation
115
What is transactional leadership ?
Exchange of reward and punishment in order to motivate
Settin expectations
Providing reward/punishment based on expectations
116
How is transformational leadership related to unit performance
Positively
117
How is transactional leadership related to unit performance ?
Not significantly
118
Why might transactional leadership not significantly related to unit performance ?
Short term goals
Fosters work environments
Other factors than only work done should be accounted for
119
How does is the relationship between transformational leadership and unit performance effected by challenges or uncertainty ?
Relationship is stronger in uncertainty and challenges
120
What is leader reward behaviour ?
Praising
Recognising
Rewarding
121
What is leader punishment ?
Criticising
Punishing
122
When are leader reward or punishment behaviours better suited ?
Punishment: negative outcomes
Reward: positive outcomes
123
What is the impact of leader reward on behaviour and what is the impact of leader punishment on the same ?
Job satisfaction, commitment, organisational citizenship behaviour
Negative for punishment
Positive for reward
124
How is leader reward impacted by level of power and influence ?
High level of power and influence has a positive impact on leader reward
125
How does the complexity of a task impact leader punishment behaviour ?
High complexity has a positive effect on leader punishment
126
What are the three foes of self-management ?
Inability to delay gratification
Procrastination
Emotional self-absorption
127
What does self management consist of ?
Character (discipline,autonomy)
Self leadership(self influence,motivation)
128
What are the 3 self leadership strategies ?
Behaviour focused strategy
Natural reward strategy
Constructive thought patter strategy
129
What is the behaviour focused strategy ?
Self observation, goals setting, rewards
130
What is the natural reward strategy ?
Adding pleasant activities and focusing on them
131
What is the constructive thought pattern strategy ?
Identify negative thoughts
Replace them with positives
Reherse
132
What effect does mental imagery have on performance ?
A positive effect
133
On what does thought based leadership have positive effects on?
Performance
Self efficacy
Job satisfaction
134
What impact does mental practice have on what ?
Positive effect on:
Self efficacy
Communication skills
135
What is empowerment ?
Management practice giving autonomy and control to worker
136
What are the two types of empowerment ?
Self managed work teams
Psychological empowerment
137
What are self managed work teams ?
Workers taking more responsibility
138
What are the benefits of self managed work teams ?
Increased productivity
better customer service
Higher employee satisfaction
139
What is psychological empowerment ?
Giving a sense of choice, competence and impact
140
What are the benefits of psychological empowerment ?
Higher motivation, esteem and intrinsic motivation
141
What is distributed leadership
Shared and collective leadership
142
What is shared influence leadership ?
Leadership shared among teams
Individuals taking on leadership roles
143
What is collective leadership ?
All members are responsible for contributing to leadership
144
What are the 4 dimensions of psychological empowerment ?
Choice
Competence
Impact
Meaningfulness
145
What kind of relationship between leader and follower is best for performance ?
A balanced good relationship
146
What is internal attribution ?
Poor performance due to lack of effort
Punishment
147
What is external attribution?
Poor performance due to environment
Sympathetic
148
What do leaders need to keep in mind in the context of attributions ?
The need to understand which attributions are at play
149
What are the three main biases ?
Actor observer bias
Self serving bias
Dilution effect
150
What is actor observer bias ?
Tendency to justify own behaviour with external factors and others with internal factors
151
What is the self serving bias ?
Tendency to attribute success to internal factors and failure to external factors
152
What is the dilution effect ?
Underestimating a factor when at play with another factor
(Complex task done combined with simple task done)
153
What are the three main factors influencing interpersonal relationships with leaders ?
Task assistance
Supervisory interpersonal interaction
Social and supervisory emotional support
154
What is task assistance ?
Decrease stress and pressure by providing support
(Training,guidance)
155
What is social and supervisory interaction?
Quality of relationship between supervisor and employee
(Feedback,Support)
156
What is social and supervisory emotional support ?
Emotional and social support given
157
How is a higher quality relationship achieved ?(leader and follower)
Leader:
Showing empathy
Ethical behaviour
Follower:
Emotional intelligence
158
How can enthusiasm be used to increase performance and job satisfaction?
Having enthusiasm into employees opinions and interests
159
How can Gold relationships be achieved in virtual teams ?
Increased time spend on relationship
Enhancing personal interactions
Offering social and emotional support
160
What is authentic leadership ?
Being genuine, transparent, self aware
Focused on building trust and credibility and acting upon values consistently
161
What are the four components of psychological capital ?
Confidence
Hope
Optimism
Resilience
162
What is meant by confidence in the four components of psychological capital ?
Believe in one’s ability
163
What is meant by hope in the four components of psychological capital ?
Believe that one can achieve their goals
164
What is meant by optimism in the four components of psychological capital ?
Believe good things will happen
165
What is meant by resilience in the four components of psychological capital ?
Ability to bounce back from setbacks
166
What kind of factors of the four complement of the psychological capital is used by transformational leadership and what is the effect
Optimism
Hope
Resilience
Positive effect on performance
167
What is meant by transparency in leadership
Sharing info
Feedback
Motives
168
What effects does transparency have on employees ?
Higher performance
Trust—> honesty about mistakes
Engagement, job satisfaction, commitment
Effectiveness, increased workforce quality
169
How can authentic and servant leadership be used in times of covid
Authentic: communicate support, consider restructuring tasks and deadlines
Servant: goal clarity, member empowerment
170
What is the assumption of transactional leadership ?
Individuals are not self motivated
Follow clear defined goals
Motivated by reward/punishment
171
What is the difference between active and passive leadership
Active: spot problems before they evolve
Passive: wait for problems to occur
172
What is goal importance congruence ?
Level at which teams agree on importance of goals
173
What is the effect of goal importance congruence ?
Increased performance
Otherwise
Work together can be difficult
174
What are the 4 I’s of transformational leadership ?
Idealised influence
inspirational motivation
Intellectual stimulation
Individualised consideration
175
What is idealised influence in the context of the 4I’s of transformational leadership
Leaders are role models
176
What is inspirational motivation in the context of the 4I’s of transformational leadership
Inspiring through vision
177
What is intellectual stimulation in the context of the 4I’s of transformational leadership
Thinking creatively and critically
178
What is individualised consideration in the context of the 4I’s of transformational leadership
Individuals needs and developments are considered
179
What are the 6 dimensions of transformational leadership inventory ?
Articulating vision
Provides individual support
Sets high performance expectations
Provides appropriate role model
Fosters acceptance of goals
Provides intellectual stimulation
180
Which of the 6 dimensions of TLI predict a competitive performance environment ?
Articulating vision
Providing individual support
Setting high performance expectations
181
What is preoccupation of failure ?
Excessive focus on potential failure
Stops innovation
182
What is reluctance to simplify ?
Tendency to over complicate situations
183
What is sensemaking ?
Interpreting and making sense of problems
184
What is high reliability ?
Set of practices and processes to guaranty work at a high level of reliability
185
What are wicks methods to preventing catastrophes
Sense making and high reliability
186
What are wicks main causes for catastrophes ?
Preoccupation of failure
Reluctance to simplify
