Leadership Theories and Styles (Wk 4)

Question 1

Leaders vs Managers

Answer 1

• The art of influencing someone else to do something you want it to be done or to achieve your objectives/goals
• A leader empowers, being role model, and influences others
• A manager guides, directs, and motivates others
• Leadership without management results in chaotic situation
• The management position alone does not make a person as a good leader

Question 2

Evolution of leadership theories

Answer 2

Trait –> Behavioural –> Situational & contingency –> Contemporary

Question 3

What is the Trait Theory / Great Man theory?

Answer 3

• Some people are born to lead, whereas others are born to be led.
• People have certain personality, traits, and skills that distinguish them as better leaders.

Examples of characteristics of successful leaders:
- Intelligence
- Adaptable
- Effective communicator
- Emotional intelligence
- Creative

Question 4

What is Behavioural Theories (1940-1980)?

Answer 4

• Leaders can be trained/made, rather than are born
• Assumption: There are distinctive leadership styles regarding behaviours
• Emphasis: What leaders do rather than their qualities/characteristics

Question 5

3 Leadership Styles under “BEHAVIOURAL THEORIES”

Answer 5

1) Authoritarian
2) Democratic
3) Laissez-faire

Question 6

Authoritarian style usually results in:

Answer 6

Productivity is high, but creativity and self-motivation are low

Question 7

Democratic style usually results in:

Answer 7

Autonomy is high, but it takes time for decision making

Question 8

Laissez-faire style usually results in:

Answer 8

Direction is low, but creativity is high

Question 9

Situational & Contingent Theories (4) (1950-1980)

Answer 9

• Fiedler’s contingency model
• Blake and Mouton’s managerial grid
• Hersey & Blanchard’s situational leadership model
• Tannenbaum and Schmidt Continuum

Question 10

3 situational factors of Fiedler’s Contingency Model

Answer 10

1. Leader-member relationship
2. Task structure - high or low
3. Position power - leaders have legit power as they can give rewards or punishment

Question 11

Fiedler’s Contingency Model graph

Answer 11

Find it in the slides cos i cant put pics

Question 12

Blake and Mouton’s Managerial Grid

Answer 12

Find it in the slides cos i cant put pics

Question 13

Hersey & Blanchard’s Situational Model

Answer 13

Leaders should adapt their style to follower development style (or
‘maturity), based on how ready and willing the follower is to perform required tasks (that is, their competence and motivation).
There are four leadership styles (S1 to S4) that match the development levels (D1 to D4) of the followers.

Find it in the slides cos i cant put pics

Question 14

Tannenbaum & Schmidt Continuum of Leadership

Answer 14

Find it in the slides cos i cant put pics

Question 15

Contemporary Interactional & Transformational Leadership Theories (1970-now)

Answer 15

Transactional
Transformational
Connective
Shared
Charismatic

Question 16

What is Transactional leadership (contemporary)?

Answer 16

• Based on social exchange theory
• Main focus on day-to-day operation
• Use disciplinary power and reward power as incentives to motivate employees to perform their best

Question 17

What is Connective leadership (contemporary)?

Answer 17

• Value collaboration and teamwork
• Connect individuals
• Link professionals and communities to improve patient-centred care
• Interpersonal skills are used to promote collegiality in achieving organizations’ goals

Question 18

What is Shared leadership (contemporary)?

Answer 18

• Individuals share the responsibility for achieving the organization’s goals
• Essential elements are relationships, dialogues, partnerships, and understanding boundaries

Question 19

What is Charismatic leadership (contemporary)?

Answer 19

• Valued personal characteristics and beliefs
• Display distinct qualities such as charm, personal power, self-confidence, and remarkable ideas.
• Have great affection and emotional commitment

Question 20

What are the 21st Century Leadership Styles?

Answer 20

• Servant - serving others
• Emotional Intelligence - use emotions effectively
• Authentic - positive and congruent
• Thought - well recognized of innovative ideas
• Quantum - complex environment
• Cultural bridging - bridging cultural diversity
• Inclusive - including others
• Contextual - collecting and analysing/evaluating context

Question 21

Joseph is a nurse manager who are very high concern about his staff, but has low concern about productivity. According to the Blake and Mouton’s Managerial Grid, Joseph is a ______ leader.

A. Produced
B. Team player
C. Country club
D. Impoverished

Answer 21

C. Country club

Produced (Produce or Perish): High concern for production, low concern for people

Team player: High concern for production and people

Impoverished: Low concern for production and people

Question 22

The following leadership styles can be explained by the behavioural theories, EXCEPT:

A. Authoritarian
B. Democratic
C. Laissez-faire
D. Transactional

Answer 22

D. Transactional

Question 23

Ms Anna is a Director of Nursing. She always guides and motivates her staff to establish goals, clarifying roles and task requirements.

What is Ms Anna leadership style?

Answer 23

Transformational

Charismatic: Valued personal characteristics and beliefs. Display distinct qualities such as charm, personal power, self-confidence, and remarkable ideas

Connective: Value collaboration and teamwork. Connect individuals. Interpersonal skills.

Transactional: Based on social exchange theory. Main focus on day-to-day operation. Use disciplinary power and reward power as incentives to motivate employees to perform their best

Question 24

“You are born to be a leader”, this can be explained by ________ theory.

Answer 24

The Trait Theory/Great Man Theory

Fieldler’s theory: There is not one best style of leadership. Rather, the most effective leadership style for any given situation is one that aligns with the situation at hand

Lewin’s theory: ?

McGregor’s theory: postulates the core leadership assumptions namely Theory X and Theory Y to assist leaders to question their underlying assumptions and perceptions about people

Question 25

According to Reeves (2005), cognitive intelligence is only half of success. What the other half is necessary for success in the organizations?

A. Social
B. Quality
C. Financial
D. Emotional

Answer 25

Emotional