Leadership part 2:

Question 1

Do we really need a leader?
Cultural issues with leadership?
Gender issues with leadership:

Answer 1

Eh.
task oriented leadership might be less critical when
performance-based reward system keeps employees directed toward organizational goals
Employee skills task-oriented leadership
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societal and cultural
some leadership style are universal like charismatic, others like participative not so much
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Females are more participative
leader prototypes and gender stereotypes can affect how followers view female leaders
women more imgerging leadership styles

Question 2

Attributes of effective leaders:

Answer 2

Drive
Integrity
Cognitive/practical intelligence
Knowledge of the business
Sefl concept
Personality
Emotional intelligence
Leadership motivation

DICKSPEL

Question 3

implicit leadership perspective: Followers perceptions of effective leaders

Answer 3

1.Leadership prototypes
-Preconceived beliefs about the features and behaviours of effective leaders
-Favourable evaluation to leaders who fit the prototype

2. Romance of leadership effect
   It is easy to explain organizational failures and success through leaders ability
   Due to need for situational control

Question 4

Servant leadership:
Shared leadership:
Authentic leadership

Answer 4

Serving followers toward their need fulfillment, personal development, and growth
Selfless, egalitarian, humble, nurturing, empathetic, ethical coaches
Servant leader characteristics:
Natural calling to serve others
Humble, egalitarian, accepting relationship
Ethical decisions and actions
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The view that leadership is a role, not a position assigned to one person
Employees lead each other
Shared leadership flourishes where:
Formal leaders are willing to delegate power
Collaborative (not competitive) culture
Employees develop effective influence skills
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(ALT) is an offshoot of positive psychology and positive organizational scholarship.
Authentic leaders walk their talk.
increased commitment and performance.
Authentic leaders emphasize authenticity and self-awareness
know yourself, be yourself

Question 5

Fielders contingencies model:
And Fielders contingencies situations:

Answer 5

effective group performance depends on the proper match between the leader’s style of interacting with his or her followers and the degree to which the situation gives the leader control and influence

Fiedler’s contingency situations:
1. Leader-member relations: Degree of confidence, trust, and respect members have for the leader.
2. Task structure: The degree to which jobs are structured.
3. Position power: Degree to which the leader has control over “power”: hiring, firing, discipline, promotions, salary.

Question 6

Situational leadership:

Answer 6

A leadership theory that focuses on the readiness of followers
Four styles: telling, selling, participating, delegating
Telling - unable and unwilling
Selling – unable and willing
Participating – Able and unwilling
Delegating - Able and willing

Best style depends on follower ability/motivation

Question 7

Path-goal leadership

Answer 7

Leaders motivate through expectancies and valence
Expectancy theory and rational decision model
Contingency theory of managerial leadership

-Best leadership style depends on employee/situation-
Four main path-goal leadership styles
Participative
Achievement-oriented
Directive
Supportive

-Contingencies of path-goal leadership-
Skill and experience
Locus of control
Task structure
team dynamic