Leadership and Management

Question 1

traditional and modern theories of leadership

Answer 1

universalist and behavioral theories
adaptive leadership (Heifetz, 1997)
three levels of leadership (Scouller, 2011)

Question 2

Universalist: Great Man Theory (Woods 1913)

Answer 2

Personality is thought to be generally stable and a trait.
BIG 5 Personality Test
Extraversion: 0.31

Question 3

Universalist: Charismatic

Answer 3

Greenberg and Baron
Confidence
Vision (of how to make things better)
Extraordinary (unusual/unconventional behaviour)
Recognition as Change Agents (influential)
Environmental Sensitivity (realistic perception of their surroundings and what can be achieved)

Question 4

Behavioral

Answer 4

suggests leader are not made by their characteristics, rather by what they do. Based upon the belief that great leaders are made - not born. This leadership theory focuses on the observable actions of leaders and not on internal mental qualities. According to this theory, people can learn to become leaders e.g. through teaching and observation.

Question 5

Universalist

Answer 5

If a person has the one or few characteristics that makes a good leader and very likely to become a leader. People therefore tend be leader if they are disposed with some personality traits and the correct characteristics.

Question 6

Behavioral theories 
(Ohio State research, 1945)

Answer 6

Research from Ohio State University used questionnaires given to leaders (LBDQ) and their subordinates (SBDQ) to analyze the behaviors of leaders.
Initiating Structure e.g. allocating tasks, creating groups, setting deadlines, policies
Consideration e.g. establish rapport with workers, encourage workers, listen to their problems
Haplin found evidence to suggests that aircraft commanders and school superintendents who score highly on the these behaviors tend (measure through the LBDQ and SBDQ) to score higher on performance appraisals.

Question 7

Behavioral theories 
(University of Michigan)

Answer 7

high concurrent validity
Task-Orientated: very similar to initiating structure e.g. setting targets, which tasks to complete, deadlines
Relationship-Orientated: similar to consideration e.g. analyzing interpersonal relationships between workers, considering goals of individuals and groups

Question 8

Adaptive leadership (Heifetz, 1997)

Answer 8

Get on the balcony
Identify adaptive change
Regulate distress
Maintain discipline
Give work back to the people
Project voices of leadership from below

Question 9

Three levels of leadership (Scouller, 2011)

Answer 9

Public
Private
Personal
develop personal aspects

Question 10

Contingency theory (Fiedler, 1976)

Answer 10

LPC
task-oriented
relationship-oriented
Deterministic
Research suggest the theory is useful: Peters et al. (1985)

Question 11

Situational leadership (Hersey and Blanchard, 1988)

Answer 11

main predict variable is the team member
Low relationship + High task: structure and direction, little emotional support needed; telling
High relationship + High task: both structure and emotional support; selling idea
High relationship + Low task: little guidance, a lot of emotional support; participating with workforce
Low relationship + Low task: already able to do work; delegating work

Question 12

Lewin, Lippitt and White (1939)

Answer 12

trained leaders of boys’ club group
run activities, make models and masks
three different styles
democratic [discuss]; autocratic [tell]; left them and only there if asked
democratic is best, but no one is superior of others
third presented low productivity

Question 13

styles of leader behavior (Muczyk and Reimann, 1987)

Answer 13

depend on analysis of situational factors
Permissive + Autocratic: Leader’s decisions and allows autonomy methods. USE: highly skilled staff, simple tasks, quick decisions needed
Permissive + Non-Autocratic: Groups’ decision and allows autonomy methods. USE: complex decision making is needed, expert staff, motivated staff.
Non-Permissive + Autocratic: Leader’s decisions and closely monitor. USE: quick decision, new staff, poor middle management
Non-Permissive + Non-Autocratic: Groups’ decision and closely monitors. USE: skilled staff, staff my lack motivation, complex task

Question 14

Danserau et al.

Answer 14

Leader-member exchange model
Relationship developed through 3 stages:
1. role-taking
2. role-making
3. role routinisation
in-group: mutual and high quality leader and subordinate exchanges

Question 15

Danserau’s individualised leadership model

Answer 15

one to one relationship
supervisor’s investments in and returns from the subordinate
subordinate’s investments in and returns from the superior

Question 16

Kelley (1988)

Answer 16

qualities:
self-management
commitment
competence
courage
types of followers:
the sheep
the yes-people
the pragmatics
the alienated
the star followers

Question 17

Kouzes and Posner (1987)

Answer 17

LPI leadership practices inventory
model the way
inspire a shared vision
challenge the process
enable others to act
encourage the heart

leaders are learnt
can be used to identify areas for personal development