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Leadership flash cards

1
Q

Contingency Theory

A

Leadership theory by Fielder (1974) that divides leaders into task- or relation-motivated through their score on the “Least-Preferred Coworker” Scale. It states that the needed leadership style is based upon 1) leader-follower relations, 2) goal clarity, and 3) hierarchy formality. Extremely good or bad situations call for task-motivated leadership, whereas moderate situations call for more relation-motivation.

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2
Q

Barling et al (2011)

A

Handbook chapter on leadership. Covered leadership theories, research methods, dark leadership, and selection.

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3
Q

What are the 3 contingency theories of leadership?

A

Contingency Theory Path-Goal Theory Leadership Substitutes Theory

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4
Q

Path-Goal Theory

A

(House 1971) Leaders determine the goals of their followers and align them with the goals of the org, providing a path for follower’s goal achievement. The theory states that leaders will be more or less effective based on situational factors (environment, job design, etc), but there’s little evidence to support this.

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5
Q

Subtitutes for Leadership

A

(Kerr & Jermier 1978) Adds to path-goal theory by dividing the situational factors into neutralizers (those that render leadership efforts obsolete) and substitutes (neutralizes, but creates the positive attitude and outcomes of good leadership). Research shows that substitutes actually contribute to leadership efforts, without neutralizing them.

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6
Q

LMX

A

Shifts away from task focus to a relational focus. Specifically it looks at the relationship between a leader and follower. High quality LMX is characterized by mutual support, trust, liking, and loyalty. It creates positive performance outcomes and reduces turnover.

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7
Q

Transformational Leadership Theory

A

Inspirational Motivation Idealized Influence Intellectual stimulation Individual consideration

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8
Q

Charismatic Leadership

A

A leader can only achieve this in the eyes of their followers (Conger 1999). This style of leadership is attributed to leaders who challenge the status quo, inspire followers with their vision, show sensitivity to the needs of followers, and take personal risks to achieve their vision.

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9
Q

Judge, Bono, Ilies, and Gerhardt (2002)

A
  • Leadership emergence v. effectiveness Results from meta-analysis indicated that the Big 5 (ECONA- from most to least related) personality factors were related significantly with both leader emergence (R =.53) and leader effectiveness (R .39). – support for trait approach also found that the corrected population correlation b/w intelligence and leadership is lower than what was previously reported in the literature found meta-analytic support for consideration and initiating structure Extraversion was the most consistent correlate of leadership of leader emergence and leadership effectiveness.
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10
Q

Glass Cliff

A

Ryan & Haslam (2005) - states that women are more likely to be put in high level leadership positions that are associated with greater risk, thus setting them up for failure

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11
Q

What are the 3 types of destructive leadership?

A

Passive Abusive Unethical

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12
Q

Hunter et al 2007

A

Article that criticizes the assumptions of much of the leadership research literature.

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13
Q

What are the main criticisms of leadership research laid out by Hunter et al 2007?

A
  • Leadership is equally important to all followers - Followers witness and can evaluate all of the leader’s behaviors - Instruments capture all critical leader behaviors - Instruments are psychometrically sound
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14
Q

Lord et al., 2017

A

Century Review Article of the Leadership historical trends and research; Forecasts the below areas as where research will go 1. multidisciplinary collaborations (think the neuroscience trend) 2. virtual leadership/remote work 3. Collective leadership/shared leadership 4. Leadership Development 5. Social Network Analysis 6. Leadership in radically different org structures 7. Ethical leadership; abusive leadershp 8. how the changing, increasingly volatile environment (natural disasters, wars, etc), diversity, and climate influences how leaders need to be 9. how leadership looks at each level of analysis

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15
Q

Jackson et al., 2020 Findings

A

found the measurement structure of 360s is defined by a) impressions related to differneces sources (not raters) (ai.e., managers, peers) b) general performance specific dimensions had no practical relevance to this measurement structure

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16
Q

Jackson et al., 2020 Practical Implications

A

360s should be designed such that only source based and general perspectives on perormance are used by presenting scores as aggregates at the soure level (not individual dimensions of performance) as an overall general performance rating. We should not break down each source aggregate by dimensions (which is common practice currently)

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17
Q

Jackson et al. 2020

A

JAP 2020 Paper examining the confounds in 360 performance ratings and what information we truly are capturing when we control for these confounds

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18
Q

Derue et al., 2011

A

Meta-analysis to examine the metchanisms by which leader traits influence leadership effectiveness (combining trait and behavior theories) leader behaviors had a greater impact on leadership effectiveness criteria than leader traits, but leader traits predicted affective and relational criteria more than performance criteria. Conscientiousness was the most consistent trait predictor of leadership effectiveness Transformational leadership was the most consistent behaviorial predictor across all criteria

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19
Q

Two Main Aspects of Leadership according to Bart

A

Decisions Making

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20
Q

Leader Emergence vs. Effectiveness

A

Emergence- whether or not they are viewed or perceived as a leader; from a formal leadership role or informally Effectiveness- how well they’re doing in leading/leadership roles (Barling et al., 2011)

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21
Q

What are the 4 forms of transactional leadership?

A

Contingent Reward (best and often highly correlated with transformational; repackaged path-goal theory) Active management-by-exception (not too bad) Passive management-by-exception (bad) Laissez-Faire (the worst- basically absense of leadership)

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22
Q

Judge & Picolo (2004) Meta Analysis

A

Contingent reward -> job satisfaction (.64); satisfaction w/leader (.55); follower motivation (.59); effect (.55) Active mgmt –> follow satisfaction w/leader (.24); follower motivation (.14); leader effectiveness (.21) passive mgmt -> follower motivation (-.27); group performance (-.17); effectiveness (-.19) laissez-faire –> job satisfaction (-.28); satisfaction w/leader (-.58); leader effectiveness (-.54)

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23
Q

oxymoron of transational leadership

A

the behaviors are responses to employees behaviors and are based on the formal power given to managers; leadership transcends situational needs, based more on informal sources of power; transactional leadership may be more consistent with “managemant than leadership” (Barling et al., 2011)

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24
Q

Implicit Leadership Theories vs. Leader Categorization Theory

A

ILTs are the schemas for leaders that people have in their heads Categorization theory is the actual theory describing how we use cognitive categorizations/schemas to process the world– leaders included * a distinction Bart is very picky about

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25
Q

Role Making Process of LMX (Graen & Uhl-Bien, 1995)

A

Larry the leader and frank the follower come together (Role Taking) Larry asks Frank to do something, he does it– he does a good job, so larry’s confidence increases in him (role making) therefore, larry gives drank more responsibility and resources; frank does a better job, creates more trust and ithe cycle continues (role routinization) IF frank does a bad job initially, larry’s confidence in him decreases, so larry gives frank less autonomy; watches him more closely; doesn’t invest resources into him; then frank does worse and the cycle continues

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26
Q

Level of Analysis Issue of LMX

A

The level of analysis is the dyad and it shoud be measured as such this is why agreement in LMX literature is an important topic a lot of people do not measure it as such or use the wrong methodology to examine it LMX studies are best suited for MLM (Schrischeim, 1999)

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27
Q

What aspect of Charismatic Leadership made it stand out from other theories?

A

Conger & Kanugo (1987; 2000) stressed the importance of being perceived by your follower as charismatic before this is was this implicit assumption that leadership was something you possessed or you didn’t they said it was a sort of reciprocal relationship; one can’t be charismatic without someone perceiving them to be they said it is an attribute

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28
Q

Issues with Charismatic Leadership- according to Bart

A

we discuss charismatic leadership like it is categorical; they are or they aren’t but charisma is continuous; is there some threshold or cutscore that makes you one or another? if so, where is it? Alex “ oh yeah like porn is it hard core or soft core– where can we definitively draw the line?”

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29
Q

Issues with Transformational Leadership

A

The MLQ is crap– loaded up with items that make it nearly impossible to get a high score on it and low on performance it is loaded up with liking and positively valenced items; doesnt actually measure values that have been transformed/integrated the factor structure doesn’t hold well- contingent reward is more closely related to transformational than transactional Bass & Avolio tried to weave morality into it it and claim you can only be good using transformational and if you’re bad doing it is is psuedo-transformational (basically transformed the definition in the face of criticisms) (Barling et al., 2011; Bart Class Notes)

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30
Q

The Historical Development of Leadership Theory (Barling et al., 2011; Lord et al., 2017)

A

Trait theories– the great man theory Behavior/Styles Approach- Initiating Structure/Consideration Situations Matter- Contingency Approaches (Fiedler’s; Path-Goal) Oh wait people matter- Relational Approach- LMX Oh yes, emotions too- Transformational/Charismatic don’t forget about Cognitive Psychology/ Followers (ILTs) ( Wait but what about the bad?? (2000s) (Abusive/destructive/unethical)

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31
Q

Are leaders born or made?

A

Both- early family life influences leaders (challenges in childhood; parental styles and support; role models) behavior can be taught through LD, but it is not instaneous and takes time to develop and learn (Barling et al., 2011)

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32
Q

Leadership Development vs. Leader development

A

Leader- the expansion of the capacity of individuals to be effective in leadership roles and processes leadership- the growth of a collective’s capacity to produce direction, alignment, and commitment (Day, 2015)

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33
Q

LMX Criticisms

A
  • Should be the dyad but isn’t usually measured that way - doesn’t offer much in the way of describing HOW to create high quality relationships
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34
Q

Leader Prototypicality

A

the extent to which leaders represent group norms,values and standards, also known as group prototypes. no empirical support for prototypicality –> objective measures of performance

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35
Q

Idealized Influence

A

(charisma,) it is the emotional component of leadership, which is “used to describe leaders who by the power of their person have profound and extraordinary effects on their followers–comprised of leader’s behaviors that are motivated by what is best for the org and its members, includes: providing a vision for the future and creating a collective sense of mission (Antonakis, 2012; Bass, 1985)

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36
Q

Judge et al., 1004

A

Meta-analysis evaluating initiating structure and consideration Basically the proof that those two constructs are still valid/relevant Consideration is more heavily related to attitudinal outcomes Initiating structure more related to performance/effectiveness outcomes

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37
Q

Ng et al., (2008)

A

Moderated mediation model supported 􏰂 Leadership self-efficacy mediated the relationship between personality and leadership effectiveness 􏰂 Job demands moderated this mediation-high job demands reduce the relationship between self- efficacy and performance 􏰂 Autonomy also moderated this mediation such that high autonomy increases the strength of the mediated relationship, but only for neuroticism and conscientiousness 􏰂 Overall: Personality (C, N, & E) affects leadership effectiveness. However, this relationship is mediated by leadership self-efficacy, and this mediation is moderated by job/contextual characteristics.

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38
Q

Full Range Theory (Bass, 1985)

A

“transformational-transactional” leadership theory (Avolio & Bass, 1991) includes both elements of the “new leadership” (i.e., charisma, vision, and the like) and elements of the “old leadership” (i.e., transactional leadership behavior focused on role and task requirement. The idea of this theory was to go beyond the two factor model that conceptualize the focus of leadership being on initiating structure (task oriented) or consideration (people oriented) •However the Bass model misses the initiating structure piece of leadership. (Antonakis, 2012)

39
Q

Inspirational Motivation

A

•Bass (1985) Inspirational motivation is leadership that inspires and motivates followers to reach ambitious goals that may have previously seemed unreachable. This factor, which is distinct from the idealized charismatic effect, “employs or adds nonintellectual, emotional qualities to the influence process” •In theory, the leader raises followers’ expectations and inspires action by communicating confidence that they can achieve these ambitious goals—described as the Pygmalion effect by Bass. (Antonakis, 2012)

40
Q

Intellectual Stimulation

A

•A rational and non-emotional component of transformational leadership •the leader appeals to followers’ intellects by creating “problem aware- ness and problem solving, of thought and imagination, and of beliefs and values. •Because individuals are included in the problem- solving process, they are motivated and committed to achieving the goals at hand. Intellectual stimulation involves challenging follower assumptions, generalizations, and stereotypes and stimulating followers to seek ways of improving current performance (Antonakis, 2012)

41
Q

Individualized Consideration

A

•The leader in this instance gives “individualized attention and a developmental or mentoring orientation” toward followers •This outcome is achieved by coaching and counseling followers, maintaining frequent contact with them, and helping them to self-actualize. - more aligned with LMX than consideration (which is being friendly and approachable according to OSU studies) (Antonakis, 2012)

42
Q

Contingent Reward

A

contingent reward leadership is based on economic and emotional exchanges by clarifying role requirements and rewarding desired outcomes (Antonakis, 2012; Bass, 1985)

43
Q

Active and Passive Managament-By-Exception

A

a negative transaction, because the leader monitors deviations from norms. active– watches deviations from norms, passive–waits until deviations occur before intervening

44
Q

Laissez-Faire

A

The absence of leadership; These types of leaders avoid taking positions or making decisions, and they abdicate their authority

45
Q

Podsakoff et al., (1990; 1996) Version of Transformational Leadership

A

a) identifying and articulating a vision—looking for new opportunities, projecting a vision for the future, knowing the direction that will be taken, being inspiring, and getting others behind the mission; •(b) providing an appropriate model—setting an example, leading by doing (rather than telling), being a good role model; •(c) fostering the acceptance of group goals—promoting group cooperation and teamwork, gets the team behind the same goal, develops a team spirit; •(d) high performance expectations—setting challenging goals and giving articulating high-performance expectations, expecting top performance; •(e) providing individualized support—considering others’ feelings, respecting others, being thoughtful about others; •(f) intellectual stimulation—challenging followers to think differently, making followers rethink their ideas, looking at old problems in new way.

46
Q

Podsakoff et al., (1906; 1996) Transactional Leadershpi

A

Contingent Reward- giving frequent and positive feedback, gives special recognition for good work, complimenting others for exceptional performance. - –does not include management- by-exception active and passive as well as laissez-faire leadership.

47
Q

Issues with modeling/measuring leadership, according to Antonakis (2012)

A

•if individuals rating leadership style know of the leader outcomes (e.g., how well the leaders’ company has performed), they will be biased when rating the leader due to attribution processes– good performance will be associated with prototypically good leadership, and raters will “see” the leader being better on aspects of leadership that are implicitly associated with good (or bad) outcomes. This is an issue with how causation is implied and how correlation is estimated. •once an individual is classified in a certain way, it is difficult for the perceiver to change the classification \ •leaders can affect leader outcomes, too. Yet, failure to correctly model this reciprocal relationship (i.e., a dual-causal model where leadership causes outcomes and outcomes “cause” leadership) or to “lock-in” the causal direction in one of the directions can render estimates suspect.

48
Q

Antonakis (2012) Leadership Research Future Directions

A

(a) more longitudinal and multilevel research (b) the development of more inclusive and less biased questionnaire measures (c) the development of objective leadership measures, (d) a fuller understanding of process models that also consider contextual effects and individual difference antecedents.

49
Q

Problems with Leadership Ratings/Criteria

A

Although conceptually distinct, two classes of leadership criteria (effectiveness and emergence) often overlap in research because effectiveness measures tend to be based on ratings of leaders provided by their supervisors and not on objective measures. – leadership perceptions often are the basis for effectiveness ratings as well as for emergence.

50
Q

Antonakis & House (2014) “Fuller Range Theory”

A

Added decision making components to it (one of the most recent theories to do so; which is important because this is the way in which leaders have the biggest impact/performance appraisals are usually based on) Larger focus on initiating structure/task performance; doesn’t offer much in the form of relationship orientation Shows incremental validity for leadership effectiveness over and beyond transformational/transactional framework

51
Q

Instrumental Leadership Factors (Antonakis & House, 2014)

A

(1) environmental monitoring - is awareness of and ability to manage external needs and opportunities of the organization. (2) strategy formulation & implementation - refers to the ability to outline and articulate his/her vision (3) path-goal facilitation - refers to the ability to facilitate followers’ goal attainment by removing barriers and providing resources. (4) outcome monitoring - refers to a leader’s ability to constructively learn from outcomes and provide feedback.

52
Q

Assessment Centers

A

The techniques developed in the 1950s became a cornerstone for assessment centers, which emphasized the multimethod measurement of leadership traits and behavioral styles. Since its inception, millions of individuals have been evaluated in assessment centers using interviews, in-basket tests, behavioral simulations such as leaderless group discussions, as well as standardized personality and motive measures - Came a bit out of Bass’s leaderless discussion group technique (Lord et al., 2017)

53
Q

Lord et al., 1986 Meta Analysis

A

found the variability in prior results relating traits to perceived leadership was due to sampling error, rather than contingency factors- this finding helped rejuvenate study of leadership and traits (Big 5). It also clarified criteria for such studies by carefully distinguishing leadership perceptions and emergence from a leader’s effects on team or organizational performance.

54
Q

Charismatic and Transformational Leadership Founders

A

House (1977) – Theory of Charismatic Leadership Derived from political science and sociology literatures (support for importance of multi-disciplinary work) Bass (1985) – Theory of Transformational and Transactional leadership Greatly influenced by Burn’s (1978) analyses from history and political science

55
Q

Gender and Leadership (Lord et al., 2017)

A
  • Emergence of female v male leaders from initially leaderless groups - Leadership styles of men v. women Women adopt more democratic forms of leadership than men; somewhat more transformational than men - Gender bias in the evaluations of leaders Women are devalued relative to experimentally equal men- especially when evaluated by men and when enacting culturally masculine autocratic or masculine leadership styles - The effectiveness of male and female leaders Leaders fare better in environments/cultures that are congruent with their sex or dominated (in number) by their own sex
56
Q

“Think Manager, Think Male”

A

Schein (1973, 1975) Masculinity of the cultural stereotype/prototype of leadership - held by both men and women

57
Q

Shared Leadership

A

Shared leadership can be viewed in terms of how different individuals enact leader and follower roles at different points in time (Lord et al., 2017)

58
Q

Social Network Theory & Leadership

A

social network theory and analysis facilitate the assessment of collective leadership structures, provide insight into the social dynamics of leadership, and raise new questions about the effects of leadership on proximal and more distal relationships within networks. (Lord et al., 2017)

59
Q

Initiating Structure

A

leadership behaviors that create clear guidelines and procedures to facilitate the achievement of specified goals have a stronger positive relationship with follower performance

60
Q

Consideration

A

eadership behaviors that are centered on reciprocal trust, respect, and a concern for the welfare of followers more closely related to follower attitudes, such as satisfaction and morale

61
Q

Situational/Contingency Theory Approach

A

Situational theories contend that the effectiveness of leadership traits or behaviors is dependent on characteristics of the situation, including features of the organization, the workplace, and the followers.

62
Q

Model of Ethical Leadership

A
63
Q

Leadership development hierarchy of processes

A
64
Q

Day & Sin (2001) Leadership Develpment Trajectories

A
65
Q

The role of learning goal orientation in development trajectories

A
66
Q

ILTS and IFTs future research directions

(Lord et al., 2020)

A
67
Q

Leader-follower categorization process

(lord et al., 2020)

A
68
Q

Conceptual model of ILTs and IFTs (cognitive model)

A
69
Q

BAFFLE Model

Barriers and Facilitators of Female Leadership

A
70
Q

Closing the leadership gap practical recommendations

Lyness & Grotto (2018)

A
71
Q

Future research suggestions for closing the leadership gap

A
72
Q

De Rue et al., 2011

Integrated model of leader traits, behaviors, and effectiveness

A
73
Q

Protypical & Antiprototypical ILTs

Epitropaki and Martin (2004)

A
74
Q

Van Iddekinge et al., 2009

Model of Distal and Proximal Antecedents and Outcomes for Leader Effectiveness

A
75
Q

Hannah et al., 2016

Transformational Leadership –> task performance model

A
76
Q

DeRue & Wellman, 2009

Model looking at leadership skill development associated with development challenges/experiences

A
77
Q

Day & Dragoni 2014

Multilevel framework of leader development processes and outcomes

A
78
Q

Characteristics of a development challenge

Derue & Wellman, 2009

A

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79
Q

Leadership vs. Leader Development]

Day, 2000

A
80
Q

Leadership Development Techniques

Strengths & Weaknesses

Day, 2000

A
81
Q

Which is better- one goal or multiple goals for leadership development?

A
82
Q

How does goal setting influence perceived change ratings of leadership development by others? Which 2 competencies demonstrated significant differences?

A
83
Q

Universal and culturally contingent facilitators and barriers to leadership effectiveness

A
84
Q

Effects of ineffective interpersonal behaviors on leadership

A
85
Q

What impact does managerial role type have on desirability of feminine\masculine traits?

Ryan et al., 2011

A

W

86
Q

Attributes seen as characteristic of successful and unsuccessful managers x attributes stereotypically seen as male or female

A
87
Q

Kaplan’s Versatile Leadership Model

A
88
Q

Is there racial bias in ILTs?

A
89
Q

How do Narcisssism, Political skills, and Executive Control predict Abusive Supervision?

A
90
Q

How does the effect of destructive leadership compare to the effects of constructive leadership?

A
91
Q

History of Leadership Research Waves

Lord et al., 2017

A
92
Q

Leader’s charisma influence on followers

Conger at al., 2000

A
93
Q

Leader charisma on team outcomes

Conger et al., 2000

A
94
Q

What is the dyadic model of LMX agreement?

A

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