Leadership & Navigation

Question 1

What combines these several critical skills?

• The ability to see opportunities and problems
• To envision a different future and design a path towards it
• To rally necessary support within the organization
• To manage initiatives that create measurable and sustainable benefits

Answer 1

(Effective) Leadership

Question 2

Henri Fayol (20th century French theorist) defined the functions of management as: (5 words)

Answer 2

Planning
Organizing
Staffing
Directing
Controlling

Question 3

Daniel Goleman (wrote Leadership that Gets Results) developed what?

Answer 3

6 Approaches to Leadership

Question 4

Daniel Goleman has 6 Approaches to Leadership -

Coercive Leadership

What is it?
Pro’s & Con’s

Answer 4

Coercive Leadership: The leader imposes a vision or solution on the team and demands that the team follow this directive

+ Effective during crisis when immediate and clear action is required

• Ineffective at other times when it can damage employee’s sense of ownership in their work and motivation

Question 5

Daniel Goleman has 6 Approaches to Leadership -

Authoritative Leadership:

What is it?
Pro’s & Con’s

Answer 5

Authoritative Leadership: The leader proposes bold vision or solution and invites the team to join this challenge

+ Effective at times when there is no clear path forward and when the proposal is compelling and captures the team’s imagination. Team members have a clear goal and understand their roles in the effort. They are encouraged to contribute their own ideas and take risks

• Ineffective when the leader lacks real expertise

Question 6

Daniel Goleman has 6 Approaches to Leadership -

Affiliative Leadership:

What is it?
Pro’s & Con’s

Answer 6

Affiliative Leadership: The leader creates strong relationships with and inside the team, encouraging feedback. The team members are motivated by loyalty.

+ Effective at all times but especially when a leader has inherited a dysfunctional and dispirited team that needs to be transformed. Leader must have strong relationship-building and management skills.

• Ineffective when used alone. For example: opportunities to correct or improve performance may not be taken because the affiliative leader fears damaging a relationship.

Question 7

Daniel Goleman has 6 Approaches to Leadership -

Democratic Leadership:

What is it?
Pro’s & Con’s

Answer 7

Democratic Leadership: The leader invites followers to collaborate and commits to acting by consensus.

+ Effective when the leader does not have a clear vision or anticipates strong resistance to change. Team members must be competent; leaders must have strong communication skills.

• Ineffective when time is short, since building consensus takes time and multiple meetings

Question 8

Daniel Goleman has 6 Approaches to Leadership -

Pacesetting Leadership:

What is it?
Pro’s & Con’s

Answer 8

Pacesetting Leadership: The leader sets a model for high performance standards and challenges followers to meet those expectations

+ Effective when teams are composed of highly competent and internally involved employees

• Ineffective when expectations and pace of work because excessive and employees become tired and discouraged. In the leader’s attempt to set high goals, he or she may focus exclusively on the task and not give enough time to activities that motivate team members, such as feedback, relationship building, and rewards.

Question 9

Daniel Goleman has 6 Approaches to Leadership -

Coaching Leadership:

What is it?
Pro’s & Con’s

Answer 9

Coaching Leadership: The leader focuses on developing team member’s skills, believing that success comes from aligning the organization’s goals with employee’s personal and professional goals.

+ Effective when leaders are highly skills in strategic management, communication, and motivation when they manage their time to include coaching as a primary activity. Team Members must also be receptive to coaching.

• Ineffective when employees resist changing their performance

Question 10

What Traits do effective Leaders have?

Answer 10

• Develop and coach others
• Build positive relationships
• Model their values, and fulfill their promises and commitments
• Have functional expertise

Question 11

What traits do ineffective Leaders have?

Answer 11

• Focus internally rather externally, failing to look outside the HR function to the organization’s internal and external stakeholders
• Lack strategic perspective, focusing on short-term objectives and daily tasks
• Do not anticipate or react well to change
• Resist “stretch” goals and act as a drag on the organization’s attempts to innovate.

Question 12

Leadership Theory that says : Leaders possess certain innate characteristics that followers do not possess (and probably cannot acquire), such as physical characteristics (strength, stamina) and personality traits (decisiveness, integrity). Sometimes referred to as the “Great Man” theory.

Answer 12

Trait Theory

Question 13

Leadership Theory that says : Leaders influence group members through certain behaviors

Answer 13

Behavioral Theories

Question 14

This theory involves managing:

Tasks - work that must be done to attain goals

Employees - relationships based on social and emotional needs

Answer 14

Blake-Mouton Theory

Question 15

According to the Blake-Mouton Theory (Behavioral Theory) there can be how many types of managers?

How many are considered a leader?

Answer 15

5 types of managers, only 1 of which (team leader) is considered a leader:

1. Country Club Manager
2. Impoverished Manager
3. Authoritarian Manager
4. Middle-of-the-road Manager
5. Team Leader

Question 16

According to the Blake-Mouton Theory there are 5 types of managers.

Which manager would show -

(low task, high relationship) : Create a secure atmosphere and trust individuals to accomplish goals, avoiding punitive actions so as not to jeopardize relationships.

Answer 16

Country Club Manager

Question 17

According to the Blake-Mouton Theory there are 5 types of managers.

Which manager would show -

(low task, low relationship) : use a “delegate-and-disappear” management style. They detach themselves, often creating power struggles.

Answer 17

Impoverished managers

Question 18

According to the Blake-Mouton Theory there are 5 types of managers.

Which manager would show -

(high task, low relationship) : expect people to do what they are told without question and tend not to foster collaboration.

Answer 18

Authoritarian managers

Question 19

According to the Blake-Mouton Theory there are 5 types of managers.

Which manager would show -

(midpoint on both task and relationship) : get the work done but are not considered leaders

Answer 19

Middle-of-the-road managers

Question 20

According to the Blake-Mouton Theory there are 5 types of managers.

Which manager would show -

(high task, high relationship) - lead by example, foster a team environment, and encourage individual and team development.

Answer 20

Team Leaders

Question 21

Leadership Theory that says :

Building on behavioral theories, _______ theories propose that leaders can flex their behaviors to meet the needs of unique situations, employing both task and directive behaviors and relationship or supportive behaviors with employees

Answer 21

Situational Theory

Question 22

What are the 3 Situational Theories?

Answer 22

1. Hershey-Blanchard
2. Fiedler’s Contingency Theory
3. Path-Goal Theory

Question 23

What form of leadership says:

Leaders adapt their behaviors to meet the evolving needs of team members. Like Blake-Mouton, the behaviors involve tasks and relationships.

Answer 23

Hershey-Blanchard Situational Leadership:

Question 24

What type of theory would the following be?

Which theory?

As team members grow in skill and experience, leaders supply the appropriate behavior:

Telling - when the employee is not yet motivated or competent

Selling - when the increasingly competent employee still needs focus and motivation (“Why are we doing this?”)

Participating - when competent workers can be included in problem solving and coached on higher skills

Delegating - when very competent team members can benefit from greater levels of autonomy and self-direction.

Answer 24

Hershey-Blanchard Situational Leadership

Question 25

Which theory says:

Leaders change the situation to make it more “favorable,” more likely to produce good outcomes.

Answer 25

Fiedler’s Contingency Theory:

Question 26

Based on Fiedler’s Contingency Theory -

“Situation Favorableness” occurs when:

Answer 26

1. Leader-member relationship are strong
2. Task structure and requirements are clear
3. The leader can exert the necessary power to reach the group’s goal.

Question 27

Based on Fiedler’s Contingency Theory -

Unfavorable situations must be changed to improve group (and leader) effectiveness. This can include:

Answer 27

1. Improving relations between leader and the team
2. Changing aspects of the task (breaking a project down into more manageable pieces, provided more resources for the team).
3. Increasing or decreasing the leader’s exercise of power (to increase team involvement in and ownership of ideas, to decrease harmful conflict or resistance to change).

Question 28

Which theory emphasizes the leader’s role in coaching and developing followers’ competencies. The leader performs the behavior needed to help employees stay on track toward their goals.

Answer 28

Path-Goal Theory

Question 29

The Path-Goal Theory involves addressing how many different types of employee needs?

Answer 29

4

Question 30

According to the Path-Goal Theory - 4 different types of employee needs to be addressed. They are?

Answer 30

1. Directive - Help the employee understand the task and it’s goal
2. Supportive - Try to fulfill employee’s relationship needs
3. Achievement - Motivate by setting challenging goals
4. Participative - Provide more control over work and leverage group expertise through participative decision making.

Question 31

This theory is based on :

Leaders are not appointed but emerge from the group, which chooses the leader based on interactions.

Answer 31

Emergent Theory