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PSY214 individuals to society > leadership and group decision making lect 2 > Flashcards

leadership and group decision making lect 2 Flashcards

1
Q

what is leadership

A

social influence an indiv asserts over others to structure behaviours and relationships in groups
yperen and vliet

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2
Q

what is hogg and vaughns definition of leadership

A

getting group members to achieve group goals

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3
Q

good leader theories

A

great person theory
transformational leaders
leader behaviour theories
contingency theory

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4
Q

what is the great person theory

A

hogg and vaughn
certain characteristics acquired early in life make for good leaders
traits: intelligent, attractive, talkative, taller, healthier etc

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5
Q

are leadership traits reliable

A

some leaders do not have these classic traits
stoghill: evidence does not support trait approach as correlation between traits and leadership is low (.3)

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6
Q

what are the big 5 traits

A

openness to experience, conscientiousness, extraversion, agreeableness, emotional stability

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7
Q

which of the big 5 are the best predictors of leadership

A

extraversion, openness to experience and conscientiousness

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8
Q

correlation between 5 traits and leadership

A

judge correlation of .58

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9
Q

traits associated with bad leadership

A

narcissism, machiavellanism, psychopathy

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10
Q

transformation leaders theory for good leaders

A

focuses on way leaders transform group goals and actions through charisma
hogg and vaughn

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11
Q

yperen and vliert definition of transformational leaders

A

person seen by followers as leader with exceptional personal qualities and works to change followers needs and redirect thinking

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12
Q

what are the components of a transformational leader

A

Bass 1985
-idealised influence (leaders behave admirably)
-inspirational motivation (leaders have a vision they convey)
-intellectually stimulating (stimulate followers to use initiative to solve problems)
-individualised consideration (leaders have personal touch)

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13
Q

why are transformational leaders good

A

shamir et al

-inspire workforce
-enable workforce to pursue greater good
-give group tasks meaning and focus

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14
Q

dvir 2002

A

transformational leaders help members identify strongly with group
-idea resonates with social identity theory

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15
Q

what are leader behaviour theories

A

whether leadership is to do with the leadership style not who they are as a person

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16
Q

lippitt and white leader behaviour research

A

-after school clubs
-groups set tasks
leaders are confident and lead groups in diff ways:
1.autocratic: leader is results oriented, leader directs followers
2.democratic: leader takes input of group
3.laissez-fair: leader hands off and lets group take control

17
Q

results of lippitt and white study

A

autocratic leaders = better performance when leader is present, worse when absent (members depend on leader)

democratic: high performance regardless of leader presence

both outcomes here are dependent on style of leader, not on personality or charisma

18
Q

group performance research

A

foels 2000
meta analysis of 19 studies found group performance is function of leadership style

19
Q

what are the 2 leadership behaviour styles

A

1 relationship oriented (promotes group relations and harmony
2 task oriented (attainment of goals is important)

20
Q

what do ohio state researcher claim about the 2 leadership behaviour styles

A

a person can score highly on both styles
-someone able to do this is an effective leader

sorrento and field: pp rated high on both dimensions are more likely to be selected as leader

21
Q

what is the contingency theory

A

leadership effectiveness of behaviours or styles is contingent on leadership situation-some styles better suited to some situations/tasks than others
hogg and vaughn 2018

22
Q

what did fieldler look into

A

whether the two leadership styles (relationship and task) suit diff situations best
-used least preferred co worker scale
-leaders assess the subordinate they get on the least well with
-high score indicates relation oriented leaders
-low score indicates task oriented

23
Q

what are the situational factors according to fiedler

A

leader member relations
task structure
position of power

these combine to form 8 situations: relationship oriented is most effective when conditions are neither favourable or unfavourable

24
Q

fiedlers conclusion

A

leadership is dependent on style and constraints of situation

25
Q

social identity and leadership

A

haslam et al 2011
-effective leaders tend to be those that best embody the group prototype (prototypical leaders are most effective)

26
Q

features of prototypical leaders (haslam)

A

-embody groups attitudes
-make popular leaders so wield more influence
-invested in group so more likely to behave in group serving ways
-attract attention bc they embody groups prototype

27
Q

what are group level decisions

A

biases in decisions that arise from group influence

28
Q

how do group level decisions arise

A

stoner: risky shift
-pp must decide one course of action
1. more desirable outcome = more risk
2. less desirable outcome = less risk
-pp decide on own and then placed in groups
-stoner found risky shift = group opted for risky option more after group discussion than on their own

29
Q

what causes polarisation

A

persuasive arguments theory
-burnstein and vinokur
-people form opinions on currently available info
-prevailing opinions are expressed more
-polarises each persons own position

30
Q

how does prevailing views shift position

A

burstein and vinokur
-2 groups, 3 pp each
-each group has strong views one way or another
-2 groups put together for discussion
-measure sub groups own opinion
-due to other views own opinion is somewhat moderated
-reduced polarisation

31
Q

why does the polarisation effect occur

A

-indiv may assume group norm is more extreme than their own view so everyone shifts towards more extreme view to gain social approval

32
Q

two features of self categorisation

A

hogg and turner: polarisation due to…
1. assimilation = members polarise towards perceived norm
2. contrast = polarisation to exaggerate diff between out groups

33
Q

what is polarisation

A

describes members attitudes becoming more extreme after group discusssion

34
Q

what is groupthink (janis)

A

mode of thinking in highly cohesive groups where desire to reach unanimous decision overrides motivation to adopt rational decision making procedures
hogg and vaughn

35
Q

janis groupthink characteristics

A

bad decision making
-close knit groups (cohesive)
-expressing alternatives is not possible
-leader favours particular solution

36
Q

criticism of group think

A

myers and lamm
groupthink is essentially risky shift
-already risky position shifts to even more extreme position

PSY214 individuals to society (29 decks)

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