Lecture 2 - Leadership

Question 1

What is the definition of leadership?

Answer 1

A process of social influence in which one person is able to enlist the aid and support of others in the accomplishment of a common task

Question 2

What 4 approaches to leadership are there?

Answer 2

1. Trait approach
2. Behavioral approach
3. Contingency approach
4. Perceptions

Question 3

What is the trait approach? And what is the problem with it?

Answer 3

The trait approach looks at the personality traits that leaders have. The problem is that its not very predictive of the effectiveness of a leader

Question 4

What is the behavioral approach? And what is the problem with it?

Answer 4

The behavioral approach looks at different behaviors that are used by leaders. It also is not very predictive of the effectiveness

Question 5

What 2 behavior clusters are found in the behavioral approach?

Answer 5

1. Consideration (concern for others)
2. Initiation of structure (give standard procedures about tasks)

Question 6

What does the Blake Mouton managerial grid entail?

Answer 6

A 2x2 grid with on the y-axis concern for people and x-axis concern for results

Question 7

What is the contingency approach?

Answer 7

The contingency approach takes context into consideration. The situation mediates the relation between leadership and team performance

Question 8

What is the Situational Leadership theory?

Answer 8

The theory that there is a right leadership for every situation and person, taking into consideration how much a team member can handle/ do

Question 9

What is the perception approach? And what is a problem with it?

Answer 9

Leadership is in the eye of the beholder, ratings of effectiveness are often biased. Stereotypical ideas of gender and leadership/ attribution theory are involved in this

Question 10

What is the attribution theory?

Answer 10

If you assume a certain role entails certain characteristics (a leader is kind), you attribute those characteristics to people with that role, even if not true

Question 11

What is the social identity theory?

Answer 11

Mensen baseren hun identiteit op de groepen waarmee ze identificeren. Ervaren een in-group en out-group en prefereren de in-group

Question 12

What are the four keys to effective leadership based on social identity research?

Answer 12

1. Leaders need to be in-group prototypes (reflect who ‘we’ are and what makes ‘us’ different from ‘them’)
2. Leaders need to be in-group champions (work for collective interest)
3. Leaders need to be entrepreneurs of identity
4. Leaders need to be embedders of identity (fysiek bewijs, zoals standbeeld)

Question 13

What are the 3 R’s of leadership, and what is their purpose?

Answer 13

1. Reflecting: listening, getting to know the group
2. Representing: things you do represent the values of the group
3. Realizing: make sure you realize things and the group sees it

Question 14

What is the leader trap?

Answer 14

The concept that when the leader gets too much praise or ego, the shared identity disappears

Question 15

What is the glass cliff?

Answer 15

Female leadership is preferred when an organization is in crisis so they can blame it on them. When the crisis seems like a challenge, male leadership will be preferred

Question 16

What are 5 different power bases?

Answer 16

1. Legitimate power
2. Reward power
3. Coercive power
4. Expert power
5. Referent power

Question 17

How does someone aquire legitimate power?

Answer 17

People of power have power because of their position in the organization or society –> authority
People have to believe and accept this power

Question 18

How does someone aquire reward power?

Answer 18

People of power have power because they can provide or withhold rewards

Question 19

How does someone aquire coercive power?

Answer 19

People have power because of the application of negative influences onto employees or people with low power

Question 20

Wat is een nadeel aan coercive power?

Answer 20

Once youre not there to convey the threats, the behavior will stop

Question 21

How does someone aquire expert power?

Answer 21

People have power because they have expert knowledge of something

Question 22

What is a drawback in expert power?

Answer 22

The power is often limited to a specific area

Question 23

How does someone aquire referent power?

Answer 23

People have power because they can influence other people’s feelings about themselves –> based on charisma and identification and liking of the followers

Question 24

What is a drawback of referent power?

Answer 24

It is quite fragile, if popularity is lost, the power is also lost

Question 25

What are examples of non-verbal status cues? (6)

Answer 25

1. Length
2. Age
3. Gaze
4. Posture
5. Movements
6. Speech

Question 26

What is a laissez-faire style leadership?

Answer 26

A passive indirect form of destructive leadership. There is no involvement, no intention to motivate, no recognition of needs

Question 27

What can a laissez-faire style of leadership lead to?

Answer 27

Role conflict/ ambiguity –> bullying –> distress

Question 28

What are the 4 i’s of transformational leadership?

Answer 28

1. Idealized influence: evoke strong emotions in their followers
2. Inspirational motivation: can clearly articulate their goals and vision
3. Intellectual stimulation: challenge assumptions
4. Individualized consideration: attend to their followers’ needs

Question 29

What are 3 types of transactional leadership?

Answer 29

1. Contingent reward: constructive transactions
2. Management by exception - active: corrective action before serious problems/ anticipation
3. Management by exception - passive: corrective action after problems have arisen