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CANS 301 > Lecture 2 Readings > Flashcards

Lecture 2 Readings Flashcards

1
Q

how do people find strength and safety?

A

in others

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2
Q

Desert Island thought experiment

A

given a group of strangers stranded on a desert island, someone will emerge as a leader

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3
Q

what is leadership about?

A

providing solutions to common problems or offering ideas about how to accomplish collective purposes, and mobilizing the energies of others to follow these courses of action

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4
Q

why do some members feel that they have the right to lead?

A

based on their age, gender, or experience, or because they think they would make better decisions than other people

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5
Q

what is the goal of leadership?

A

solving collective action problems

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6
Q

leaders

A

determine or clarify goals for a group of individuals and bring together the energies of members of that group to accomplish those goals

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7
Q

why is leadership necessary?

A

its goals are out of reach for individuals acting singly or randomly

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8
Q

how do collectives respond to leadership?

A

they act almost exclusively by accepting leadership

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9
Q

leadership in animals

A
  • There is evidence of leadership in chimpanzees
  • Other social animals like insects demonstrate primitive forms of leadership by determining the timing and direction of their movement (ex. Bees’ waggle dance)
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10
Q

can groups have more than one leader?

A

yes

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11
Q

requirement of a group

A

Groups must be bounded and recognizable as such

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12
Q

size & complexity of groups

A

Groups range in size and complexity

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13
Q

Tucker on leadership

A

to understand leadership, we should start with the question of what it is that leaders do, or try to do, in turn, capacities as leaders

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14
Q

leadership and decision-making

A
  • Leaders make decisions
  • Each new decision sets a precedent, which presents them with new decisions
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15
Q

how do leaders achieve their goals?

A

implementation strategies

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16
Q

examples of implementation strategies

A

thinking ahead, assessing what is likely to happen, and weighing the importance of multiple factors

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17
Q

Heresthetics

A

the strategy of decision

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18
Q

responsibilities of leaders

A
  • Leaders have to compromise to achieve their goals
  • Leaders set priorities among issues that confront the group
  • Leaders also listen to proposals or petitions from others and adjudicate conflicts among subordinates
  • Leaders assemble resources and deploy incentives
  • They give voice to vision in articulating goals
  • They seek counsel and issue statements about decisions they have made or problems they must confront
  • Leaders take stands by staking out positions and advocating for them
  • They attempt to persuade, require, or force others to follow a course of action they have determined is desirable
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19
Q

leaders and power

A

Leaders direct the activities of others which is a basic form of power

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20
Q

Max Weber’s distinction of power & leadership

A

divides power into macht & herrschaft

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21
Q

Macht (power)

A

the probability that one actor within a social relationship will be in a position to carry out their own will despite resistance

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22
Q

Herrschaft (authority or leadership)

A

the probability that a command given within a specific context will be obeyed by a given group of people

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23
Q

Janda on leadership

A

leadership can be distinguished from power when members of a group believe “that another group member may, with reference to their group activities, legitimately prescribe behaviour patterns for them to follow.”

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24
Q

do leaders enjoy the exercise of power?

A
  • Power is often one of the appeals of leadership
  • Many leaders with a range of backgrounds, experience, and temperament enjoy the exercise of power
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25
Q

limits of the scope of leaders’ power

A
  • Their personal capacities
  • The institutional context
  • Inclinations and preferences of other actors
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26
Q

continuum of the methods of leadership

A

There is a continuum ranging from the coordination of an enthusiastic group of followers to an autocratic ruler

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27
Q

can leaders be successful if they use threats?

A

yes! coercion, threats, or sanctioning form part of the repertoire of some successful leaders

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28
Q

how are goals that have been collaboratively determined carried out?

A

through persuasive leadership

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29
Q

range of leadership methods

A
  • Leadership methods range from active and visible to subtle
  • In some circumstances, lowkey leadership can be more effective than aggressively visible leadership
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30
Q

what kinds of goals do leaders focus on?

A

collective goals that touch on the interests of their group

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31
Q

what is necessary for leadership to be effective?

A

some members must share the leader’s goals or at least be willing to support the leader in pursuing them

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32
Q

lieutenant-leader relationship

A

Leaders require lieutenants to help ensure that other members of the group follow the goal the leader has decided upon

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33
Q

lieutenants can act out of:

A

Principled commitment
Traditional loyalty
Fear of reprisal
Personal gain

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34
Q

do goals have to be intrinsically valued by followers?

A

no

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35
Q

can goals be pursued where individuals have no motivation to do with the ultimate goal?

A

yes, they might converge from different starting points in support of the collective action directed by the leader

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36
Q

do followers engage in group activity if they don’t agree on the collective goal?

A

yes, if they see their interests satisfied in goals set by a leader, they may willingly engage in group activity, even if the collective goal isn’t one they would have chosen

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37
Q

what is needed for leadership to occur?

A

a certain amount of voluntary submission

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38
Q

what is the most common motive for leaders?

A

Ambition

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39
Q

motives of leaders

A

Leaders have a complex cluster of motivations, some that have personal dimensions, and others that have collective dimensions

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40
Q

Ideal types (Weber)

A

leaders with a purely selfish or a purely common purpose

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41
Q

formality of effective leadership

A

Effective leadership varies in its formality

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42
Q

importance of context of leadership

A

Culture, geography, ethnicity, history, and the character of the goal pursued make a difference in what leadership is effective

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43
Q

does having a leadership position make you a leader?

A

not necessarily

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44
Q

three types of leadership (Plamenatz)

A
  • management
  • government
  • leadership
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45
Q

management (Plamenatz)

A
  • Direct the work of their subordinates
  • Managers and managers belong to the same organization, work together, or are in fairly close touch
  • Engaged in routine behaviour
  • Have personality types marked by diligence, steadiness, and pragmatism
46
Q

government (Plamenatz)

A

Consists of making rules and applying them to others

47
Q

Leadership (Plamenatz)

A
  • Has followers rather than subjects or subordinates
  • Is the spokesperson for a group of people
  • Inspires followers to pursue common goals
  • Are adventurous and comfortable with chaos
48
Q

Kehone on Plamenatz’s division of leadership

A

Plamenatz’s division is misleading because leaders are often involved in managing people and successful managers usually display some of the behaviours we identify with leadership

49
Q

leaders and institutions

A

Most leaders work within formally organized groups

50
Q

how can leaders be involved in institutions?

A
  • Founding institutions
  • Effectively working with institutions
  • Using the traditions of institutions to accomplish goals
  • Developing and sustaining institutions
  • Dealing with failed institutions
51
Q

founders

A

tend to be impatient with existing structures and insist on creating something new

52
Q

fixers

A

may be uninterested in dealing with constraints and opportunities provided by institutions that are working well and are drawn to institutions that need remedies

53
Q

sustainers

A

are motivated to work within healthy, historic institutions because they admire and are loyal to them

54
Q

3 kinds of institution-leader relationships

A
  • founders
  • fixers
  • sustainers
55
Q

how do we evaluate the performance of private leaders?

A

how much profit they have generated

56
Q

how do we evaluate the performance of public leaders?

A

they have no single bottom line, so assessment of their performance is less straightforward

57
Q

what is valued in public leadership?

A
  • being responsive to the community
  • transparency about goals
58
Q

collaboration of public leaders

A

A public leader is unlikely to succeed unless certain groups like senior faculty members or trustees are involved

59
Q

MacGregor Burns’ account of leadership

A
  • leadership is a prescriptive term with a moral dimension. Only those who dedicate themselves to the state are leaders, while other so-called leaders are power wielders
  • good leadership is doing something good and bad leadership implies no leadership
60
Q

Kellerman & Lipman-Blumen’s account of leadership

A

argues that leaders come in both good and bad flavours

61
Q

Kellerman & Lipman-Blumen’s characteristics of bad leaders

A
  • Incompetent
  • Rigid
  • Callous
  • Intemperate
  • Insular
  • Evil
  • Corrupt
62
Q

Nye’s account of leadership

A
  • there are two meanings of the term “good leader” and two meanings of the term “bad leader”
  • Leaders can be good in the sense that they are effective or morally admirable
  • Leaders can be bad in the sense that they are incompetent or evil
63
Q

transformational leadership

A

leadership that changes a situation in a significant, positive, and identifiable way

64
Q

what is always involved in transformational leadership?

A

values

65
Q

transactional leadership

A

leadership that consists of routine activities of brokering interests

66
Q

can leaders be both transformational and transactional?

A

yes, leaders can be both transformational and transactional at different points in their careers

67
Q

event-making leadership

A

transformational leadership without the moral uplift

68
Q

eventful leadership

A

leaders that shape the course of events, but their contributions could easily be replicated by others

69
Q

3 ways of becoming a leader

A
  • born to leadership
  • achieving leadership
  • having leadership thrust upon you
70
Q

born to leadership

A

those who are so naturally gifted with characteristics often associated with leadership that their communities turn to them to take on such roles

71
Q

achieving leadership

A

those who prepare themselves by training and experience to take up leadership roles

72
Q

having leadership thrust upon you

A

hose who end up in a leadership position without wanting to

73
Q

the trait theory of leadership

A

Many people assume that being born into leadership involves having distinctive personal characteristics that explain one’s success

74
Q

what are the leadership traits according to the trait theory?

A
  • Self-confidence
  • Sociability
  • Persistence
  • Masculinity
  • Articulate
75
Q

the skill theory of leadership

A

Argues that leaders demonstrate particular skills such as problem-solving and social judgment

76
Q

issues with the skill and trait theories

A
  • Neither trait theory nor skill theory have much explanatory power
  • They are based on overgeneralizations
  • It is difficult to distinguish attributes important to successful leadership from other, random character traits
  • Some characteristics we associate with leadership may be developed through leading
77
Q

what factors are involved in the context of leadership?

A
  • culture
  • historical patterns
  • the challenges a group faces
  • salient features
78
Q

leadership across conditions

A
  • Leaders may flourish one day and flounder the next as conditions change
  • Leaders who adapt their behaviour to the times prosper
79
Q

luck and leadership

A
  • Fortune also plays a role in leadership
  • “Rules maintain themselves better if they owe little to luck.”
80
Q

what is the most valuable attribute in a leader?

A

good judgment

81
Q

judgment

A

a capacity for making sense of the things around us that is unaccountable in, and cannot be submitted to, the terms rationality

82
Q

what is involved in making judgment

A

reasoning

83
Q

intelligence vs. reasoning

A

Judgment has more to do with innate reactions than intellectual abilities

84
Q

conveying judgments to others

A

Judgments can be explained and described for others, to convince them that the right decision was made

85
Q

Aristotle on judgement

A

Aristotle gave significant attention to “phronesis”, which many readers have associated with judgment

86
Q

characteristics of judgment

A
  • prescriptive
  • built on experience
  • requires deliberation
87
Q

Kahneman on judgement

A

calls intuition “System 1” and “System 2” rationality

88
Q

judgment vs. outcomes

A

We shouldn’t equate good judgment with good outcomes

89
Q

forming opinions on other’s judgement

A
  • We form opinions, based on our observations, that some people have better judgment than others
  • We assume individuals with better judgment will make better leaders and this is correct
90
Q

what factors are involved in judgement?

A
  • A capacious appreciation of the varied features of a situation
  • Peripheral vision
  • The ability to discern what is new about a given situation and adapt one’s response accordingly
  • Foresight
  • A good sense of timing
91
Q

peripheral vision

A

the habit of looking around to gauge the tone of your environment and note where the next opportunity or threat is coming from

92
Q

foresight

A

the ability to understand what is likely to follow from different policy options and recognize pitfalls in the paths ahead

93
Q

when is judgment particularly important?

A

when choosing subordiantes

94
Q

getting and using information in leadership

A
  • Leaders must obtain a variety of data from trustworthy sources
  • Leaders can ensure a more comprehensive view by frequently asking questions and listening to the views of their subordinates
  • A leader needs to have some information unvarnished (that doesn’t go through multiple bureaucratic filtres)
  • Leaders must use information strategically
95
Q

what two goals do leaders need to attain a balance between?

A
  • Having full information from people at all levels of an organization, thus making them aware that you respect them and want to include their input
  • Giving due authority to senior lieutenants, respecting their prerogatives
96
Q

what should leaders beware of?

A

flattery and excessive praise

97
Q

rhetoric

A

the ability to move an audience to deep emotion and action

98
Q

communicating ideas as a leader

A
  • Articulating ideas and policies persuasively helps leaders convince people to see the world as they do
  • A leader should be prepared to use various forms of communication to reach people of different backgrounds
99
Q

symbolism

A

a form of rhetoric that is a highly effective form of communication

100
Q

the “happy medium” of decision-making

A

Good decision-making involves a happy medium between rushing and taking forever to reach a conclusion

101
Q

importance of delay in decision-making

A

Delay can be useful if crucial information is not yet available or circumstances appear to be evolving in a direction that will make a better decision possible before long

102
Q

characteristics of good decision-makers

A
  • improve their skills through practice
  • don’t perpetually second-guess themselves
103
Q

compromise in leadership

A
  • Leaders frequently engage in compromise to achieve their goals
  • The obvious and direct route is not always the most effective way to reach your goals
104
Q

what personal characteristics are relevant to leadership?

A
  • passion and proportion
  • empathy and detachment
  • courage and moderation
  • vision
105
Q

passion

A

having larger goals in mind and serving a cause in which you have faith

106
Q

proportion

A

achieving the right balance between disparate qualities (ex. Patience and swiftness)

107
Q

empathy

A

caring about the people one is trying to mobilize, direct, and serve

108
Q

detachment

A

the ability to make choices with negative consequences for some of their followers

109
Q

courage

A

the ability to make tough and unpopular decisions, stand up for the principles they believe in, and face the loneliness that sometimes comes with holding power

110
Q

moderation

A

patience, humility and a lowkey approach to problem-solving in the face of pressure to do something drastic and decisive

111
Q

vision

A

a clear idea of what one wants to do personally and professionally and the strength to persist in the face of setbacks

112
Q

leadership and personality

A

Leaders have complex personalities and they bring their strengths and weaknesses to their jobs

CANS 301 (21 decks)

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