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MBUA522 > Leadership in Organizational Settings > Flashcards

Leadership in Organizational Settings Flashcards

1
Q

What are the four perspectives of leadership explored in this chapter?

A
  1. Transformational
  2. Managerial
  3. Follower Centric
  4. Competency
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2
Q

What is leadership?

A

Leadership is about influencing, motivating and enabling others to contribute towards the effectiveness and success of the organizations of which they are members.

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3
Q

What are two important components of leadership?

A
  1. Leaders motivate others through persuasion and other influence tactics.
  2. Leaders are enablers.
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4
Q

What is the shared leadership perspective?

A

Shared leadership perspective espouses the idea
that leadership is a role, not a position. It doesn’t belong to just one individual in the work unit, but rather employees lead each other as the occasion arises.

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5
Q

Why is shared leadership important?

A

Successful teams consist of individuals other than the formal leader who take responsibility for healing rifts when conflicts arise and for building confidence in others when events have taken a turn for the worse.

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6
Q

Does shared leadership supplement or substitute formal leadership?

A

It supplements it. Formal managers tend to lead alongside/with the support of shared leaders.

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7
Q

What 4 things encourage shared leadership within organizations?

A
  1. Formal leaders delegate power.
  2. Encouragement of initiative taking.
  3. Collaborative org culture.
  4. Good influencing skills within the team.
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8
Q

What is transformational leadership?

A

This perspective views leaders as change agents who:

  1. Develop and communicate a vision
  2. Model a vision
  3. Encourage experimentation
  4. Build team commitment.
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9
Q

What is a vision (with reference to transformational leadership)?

A

A vision is a positive representation of a future state that energises and unifies employees.

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10
Q

Where can a vision come from?

A
  1. The leader comes up with it.

2. Stakeholders come up with it and the leader champions it.

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11
Q

What are the features of an effective strategic vision?

A
  1. It has a higher purpose
  2. It’s purpose aligns with values that positively affect stakeholders.
  3. It is meaningful and appealing.
  4. It is challenging.
  5. It is (relatively) abstract.
  6. It is unifying (brings different stakeholder groups together).
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12
Q

Why does a strategic vision need to be abstract?

A
  1. Because it hasn’t happened yet it’s difficult to detail it.
  2. Being abstract allows the vision to remain stable over time.
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13
Q

What are methods of successful vision communication?

A
  1. Phrasing it with the right words.
  2. Communicate it with sincerity.
  3. Use symbols/metaphors/non-language comms.
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14
Q

What is modelling a vision (with reference to transformational leadership)?

A

This consists of leaders performing activities that symbolize the vision, and ensuring that operational/mundane activities align with the vision.

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15
Q

Why is it important for leaders to model a vision?

A
  1. Legitimizes the vision.
  2. Shows what the vision is.
  3. Builds employee trust (in the leader).
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16
Q

What concept (from chapter 7) is encouraging experimentation associated with?

A

Learning orientation.

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17
Q

How can transformational leaders build commitment towards a vision?

NOTE: it’s pretty much just the elements of transformational leadership.

A
  1. Use communication skills to get enthusiasm for the vision.
  2. Being consistent with their vision. (Model the vision)
  3. Encouraging experimentation.
  4. Rewards/recognition/celebration.
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18
Q

What is charisma?

A

Charisma is a personal trait or relational quality that provides referent power over followers.

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19
Q

Is charisma part of transformational leadership?

A

No (according to the text) - because charisma is a personal trait whereas transformational leadership is a set of behaviors.

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20
Q

Is a charismatic leader good or bad?

A

Neither - although charismatic leaders can produce negative consequences.

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21
Q

What are some differences between charismatic and transformational leadership?

A
  1. Charismatic leaders tend to engender dependent followers (transformational does the opposite).
  2. Charismatic leaders get drunk off their own power.
  3. Charismatic leaders can hold dark triad traits.
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22
Q

What are the benefits of having a transformational leadership style?

A
  1. Subordinates more satisfied.
  2. Better subordinate job performance.
  3. Higher org citizenship behavior by subordinates.
  4. More creative decisions by subordinates.
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23
Q

What are some of the limitations associated with the transformational leadership model?

A
  1. Some models engage in circular logic.
  2. Combines leader behaviors and personal characteristics.
  3. It is often described as being universal and good (but it might not always be).
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24
Q

What is managerial leadership?

A

Managerial leadership involves daily activities that support and guide the performance and well-being of individual employees and the work unit to support current objectives and practices.

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25
Q

What are the differences between transformational and managerial leadership?

A
  1. Managerial leadership assumes that the organizations objectives are stable/aligned.
  2. Micro (managerial) vs macro (transformational) approach.
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26
Q

Are managerial and transformational leadership interdependent or independent.

A

Interdependent.

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27
Q

What is task oriented leadership?

A

Task-oriented leadership includes behaviors that define and structure work roles. Task-oriented leaders assign employees to specific tasks, set goals and deadlines, clarify work duties and procedures, define work procedures and plan work activities.

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28
Q

What is people oriented leadership

A

People oriented leadership includes behaviors such as listening to employees for their opinions and ideas, creating a pleasant physical work environment, showing interest in staff, complimenting and recognizing employees for their effort and showing consideration of employee needs.

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29
Q

Does task or people oriented leadership make a leader more effective?

A

Neither, a leader should have a good mix of both.

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30
Q

What are the outcomes associated with people oriented leadership?

A
  1. More positive attitudes

2. Lower absenteeism, grievances and turnover.

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31
Q

What are the outcomes associated with task oriented leadership?

A
  1. Employees tend to have higher job performance.

2. Subordinates tend to like task oriented leaders less.

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32
Q

What is servant leadership?

A

Servant leadership is an extension or variation of people-oriented leadership, because it defines leadership as serving others in ways that assist their need fulfilment and personal development and growth.

33
Q

What are the features of servant leadership?

A
  1. Leaders have a natural calling to help others.
  2. Leaders have a humble, egalitarian relationship with others.
  3. Leaders anchor their decisions on ethical principles.
34
Q

What influences the kind of managerial style one should adopt?

A
  1. Characteristics of the employees.
  2. Work setting.
  3. Leader-follower relationship.
  4. Other factors.
35
Q

What is path-goal leadership theory?

A

This states that effective leaders choose one or more leadership styles to influence employee expectations (their preferred path) regarding the achievement of desired results (their work-related goals), as well as perceived satisfaction with those results (outcome valences).

36
Q

What are the different path-goal leadership styles?

HINT: They’re all support oriented.

A
  1. Directive
  2. Supportive
  3. Participative
  4. Achievement-oriented
37
Q

What is directive leadership?

A

This leadership style consists of clarifying behaviors that provide a psychological structure for subordinates (same as task oriented leadership).

38
Q

What is supportive leadership?

A

This style provides psychological support for subordinates (same as people oriented leadership).

39
Q

What is participative leadership?

A

Participative leadership behaviors encourage and facilitate subordinate involvement in decisions beyond their normal work activities.

40
Q

What is achievement-oriented leadership?

A

This leadership style emphasizes behaviors that encourage employees to reach their peak performance.

41
Q

What are the two contingencies of path goal theory (the things that will mediate the effectiveness of a leadership style)?

A
  1. Employee characteristics.

2. Characteristics of an employees work environment.

42
Q

What are the two contingent factors within employee characteristics that the path-goal model pays attention to?

A
  1. Skills and experience

2. Locus of control

43
Q

What are the two contingent factors within environment characteristics that the path-goal model pays attention to?

A
  1. Task structure

2. Team dynamics

44
Q

What are the 2 main concerns/limitations with path-goal theory?

A
  1. Some contingencies have limited research support.

2. Concerns that the model may become too complex as it expands.

45
Q

What is situational leadership theory?

A

This is a managerial leadership theory that suggests that effective leaders vary their style with the ability and motivation (or commitment) of followers.

46
Q

What is Fielders contingency model?

A

This model states that leader effectiveness depends on whether the person’s natural leadership style is appropriately matched to the situation.

47
Q

What is leader-member exchange theory?

A

This theory states that leader–subordinate relationships are characterized as a series of exchanges that may—in the long term—result in the development of trust and mutual commitment.

48
Q

What are the characteristics of low LMX relationships?

A

Low LMX relationships are based on economic exchange.

49
Q

What are the characteristics of high LMX relationships?

A

High LMX relationships are based on social exchange and characterized by mutual liking, respect and commitment.

50
Q

What is leadership substitutes theory?

A

This theory identifies conditions that either limit the leader’s ability to influence subordinates or make a particular leadership style unnecessary.

51
Q

What is the follower centric perspective of leadership?

A

The follower centric perspective of leadership states that that leaders emerge because of the attributional and cognitive processes of followers.

52
Q

What is the ‘romance of leadership?’

A

This is where followers tend to distort their perception of the influence that leaders have on the organisation’s success. This ‘romance of leadership effect exists because, in most cultures, people want to believe that leaders make a difference.

53
Q

What are two reasons that people engage in ‘romance of leadership’?

A
  1. It is a useful way for people to simplify life events.

2. Strong tendency in some western cultures to attribute events to actions rather than random forces.

54
Q

What is a fundamental attribution error?

A

The fundamental attribution error (also known as correspondence bias or over-attribution effect) is the tendency for people to over-emphasize dispositional, or personality-based explanations for behaviors observed in others while under-emphasizing situational explanations.

55
Q

What is implicit leadership theory?

A

Implicit leadership theory states that everyone has leadership prototypes —preconceived beliefs about the features and behaviours of effective leaders. These prototypes, which develop through socialisation within the family and society, shape the follower’s expectations and acceptance of others as leaders and this in turn affects the willingness to remain a follower.

56
Q

What is the competency based perspective of leadership?

A

This perspective identifies several leadership competencies, which are, skills,
knowledge, aptitudes and other personal characteristics; that lead to superior
performance.

57
Q

What are the main categories of leadership competencies?

HINT: There are 8 and they are basically a list of OB topics.

A
  1. Personality
  2. Self Concept
  3. Leadership Motivation
  4. Drive
  5. Integrity
  6. Knowledge of the Business
  7. Cognitive and Practical Intelligence
  8. Emotional Intelligence
58
Q

What is authentic leadership?

A

Authentic leadership refers to how well leaders are aware of, feel comfortable with and act consistently with their self-concept.

59
Q

What are some of the limitations of competency based leadership perspective?

A
  1. Assumes personal characteristics are equally important in all situations.
  2. Alternative combinations of characteristics may be equally effective.
  3. Measures leadership as something within a person (whereas experts say leadership is relational).
  4. Leadership is dependent on learning the behaviors/skills to lead, not just the potential via traits.
60
Q

Do the ethical actions of leaders shape the actions of their employees?

A

Yes.

61
Q

What personality traits to ethical leaders tend to score highly on?

A
  1. Agreeableness

2. Concentiousness

62
Q

What are the four virtues?

A
  1. Prudence
  2. Courage
  3. Temperance
  4. Justice
63
Q

What is prudence?

A

The ability to balance the consequences of specific decisions with moral values.

64
Q

What is courage?

A

Having the strength and persistence to uphold moral values in the face of pressure to do otherwise.

65
Q

What is temperance?

A

A focus on humility and an ability to restrain from self indulgent behavior.

66
Q

What is justice?

A

Respecting others and ensuring that employees are treated fairly and honestly.

67
Q

What are the additional cultural competencies identified by GLOBE with regards to leadership?

A
  1. Assertiveness
  2. Future orientation
  3. Gender egalitarianism
  4. Humane orientation
68
Q

What are the 6 leadership styles identified by GLOBE?

A
  1. Charismatic/value-based
  2. Team-oriented
  3. Participative
  4. Humane-oriented
  5. Autonomous
  6. Self-protective
69
Q

What are the 3 keys to effective global leadership (according to GLOBE)?

A
  1. Lead with a style that fits the expectations of a specific culture.
  2. Lead with a charismatic leadership style (as this is globally endorsed).
  3. Match or exceed the culture specific expectation of leaders.
70
Q

What is the main difference in leadership styles between males and females?

A
  1. Females tend to adopt a participative leadership style more often than males.
  2. Women are rated higher on coaching, team work and empowering employees.
71
Q

Which kind of leadership is best in virtual settings - hierarchical or shared?

A

Shared.

72
Q

What other kinds of leadership are stronger in a virtual setting?

A
  1. Transformational leadership

2. Task and relationship oriented behaviors.

73
Q

What type of leadership does Fielder’s contingency model measure?

A

Managerial.

74
Q

In Fielder’s contingency model - what factor guides what kind of leadership style should be employed?

A

Degree of situational control.

75
Q

In Fielder’s contingency model - what 3 factors influence situational control?

A
  1. Leader-member relations
  2. task structure
  3. position power
76
Q

In Fielder’s contingency model - what 3 things facilitate the most favorable position for a leader?

A
  1. Strong LM relations
  2. strong task structure
  3. strong position power
77
Q

What are issues with Fielder’s contingency model?

A
  1. Flaws in it’s leadership style scale.
  2. Limited focus (only on 2 leadership styles)
  3. 1 contingency variable is used (LM relations)
78
Q

What are the contributions of Fielder’s model to academic theory?

A
  1. Recognises the importance of leader power on style choice.
  2. Leaders may not be able to change their style easily.

MBUA522 (6 decks)

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