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Organisational Behaviour > Lecture 6 > Flashcards

Lecture 6 Flashcards

1
Q

What is the significance of leadership?

A
  1. Management is moving away from getting results by close control of the workforce.
  2. Increasingly, management is about developing an environment of teamwork, coaching, support and empowerment.
  3. The leader–follower relationship is reciprocal.
  4. Leadership is related to motivation and interpersonal behaviour.
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2
Q

Leadership is related to ___

A

___ motivation and interpersonal behaviour.

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3
Q

What is the difference between managers and leaders according to Zaleznik?

A

Managers

  1. Adopt a passive attitude towards goals
  2. Co-ordinate and balance conflicting values
  3. Show low levels of emotional involvement
  4. Identify with existing order

Leaders

  1. Adopt an active attitude towards goals
  2. Create excitement in work
  3. Show empathy with others
  4. Do not depend on work roles for a sense of identity
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4
Q

What are Managers and leaders according to Kent?

A
  1. Managers do things right; leaders do the right things.
  2. Managing is an authority relationship; leading is an influence
    relationship.
  3. Managing creates stability; leading creates change.
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5
Q

Seven different approaches can be identified in the study of managerial leadership:

A
  1. Qualities or traits approach
  2. The functional or group approach
  3. Styles of leadership
  4. Contingency theories
  5. Transitional or transformational leadership
  6. Inspirational or visionary leadership
  7. Servant leadership
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6
Q

What does the The qualities or traits approach say?

A
  1. Assumes that leaders are born and not made.
  2. Inherited personality traits distinguish leaders from followers.
  3. Leadership cannot be created or promoted.
    4, Identifies some common traits, for instance:
    • self-confidence
    • initiative
    • intelligence
    • selfbelief.
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7
Q

What does the TThe functional (or group) approach: Adair’s action-centred leadership say?

A

Interaction of needs within the group

Venn diagram

Attention is focused on the functions and responsibilities of leadership, what the leader actually does and the nature of the group. Assumes leadership skills can be learned and developed.

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8
Q

What does the approach styles of leadership say?

A

The way in which the functions of leadership are carried out and the behaviour adopted by managers towards subordinate staff. Concerned with the effects of leadership on those being led.

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9
Q

What does the approach situational approach and contingency models say?

A

The importance of the situation. Interactions between the variables involved in the leadership situation and patterns of behaviour. Belief that there is no single style of leadership appropriate for all situations.

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10
Q

What does the approach transformational leadership say?

A

A process of engendering motivation and commitment, creating a vision for transforming the performance of the organisation, and appealing to the higher ideals and values of followers.

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11
Q

What does the approach inspirational leadership say?

A

Based on the personal qualities or charisma of the leader and the manner in which the leadership influence is exercised.

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12
Q

What does the approach servant leadership say?

A

More a philosophy based on an ethical responsibility of leaders. A spiritual understanding of people; and empowering people through honesty, respect, nurturing and trust.

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13
Q

What does the approach alternative views on leadership say?

A

Broader approaches to the study of leadership, including shared and distributed leadership, and responsible leadership.

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14
Q

Action-centred leadership task needs

A
  • Achieving the objectives of the work group
  • Defining group tasks
  • Organising the work, duties and responsibilities
  • Controlling quality and checking performance
  • Maintaining morale and building team spirit
  • Maintaining standards and discipline
  • Training the group
  • Systems of communication within the group
  • Meeting the needs of the individual members of the group
  • Attending to personal problems
  • Giving praise and status
  • Reconciling conflicts between group needs and needs of the individual
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15
Q

What is the meaning of leadership style?

A

Leadership style is the way in which the functions of leadership are carried out, the way in which the manager typically behaves towards members of the group.

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16
Q

What are the classifications of leadership style?

A
  1. Authoritarian (or autocratic)
  2. Democratic
  3. Laissez-faire (genuine) style
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17
Q

Tannenbaum and Schmidt identify a continuum of leadership styles in decision-making, based on:

A
  1. the degree of authority used by the manager;

2. the area of freedom available to the non-manager.

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18
Q

According to Tannenbaum and Schmidt, when are the four main styles present for a manager?

A
  1. Tells
  2. Sells
  3. Consults
  4. Joins
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19
Q

continuum of leadership behaviour theory

A
  • Tannenbaum and Schmidt identify a continuum of leadership styles in decision-making, based on:
    • the degree of authority used by the manager;
    • the area of freedom available to the non-manager. - The four main styles are when a manager:
    • Tells
    • Sells
    • Consults
    • Joins
20
Q

What is the leadership style influenced by?

A
  1. Forces in the manager (personality, background, experience)
  2. Forces in the subordinate
    (personality, expectations)
  3. Forces in the situation
    (environment, situation)
21
Q

What are the forces in the manager?

A
  1. Value systems
  2. Confidence in subordinates
  3. Leadership inclinations
  4. Feelings of security in an uncertain situation
22
Q

What are the forces in the subordinate?

A
  1. Strength of the needs for independence
  2. Readiness to assume responsibility for decision-
    making
  3. Degree of tolerance for ambiguity
  4. Interest in the problem and feelings as to its importance
  5. Understanding and identification with the goals of the organisation
  6. Necessary knowledge and experience to deal with the problem
  7. The extent of learning to expect to share in decision-
    making
23
Q

What are the forces in the situation

A
  1. Type of organisation
  2. Group effectiveness
  3. Nature of the problem
  4. Pressure of time
24
Q

What are the major contingency theories of leadership?

A
  1. Fiedler’s model: favourability of leadership situation
  2. Vroom and Yetton’s model: quality and acceptance of leader’s decision
  3. Path–goal theory: House and Dessler
  4. Readiness of followers: Hersey and Blanchard
25
Q

Explain Fiedler’s model

A
  • It is based on measurement of the leader’s attitudes to co-workers.
  • It identifies three major variables affecting the leader’s role and influence:
    1. Leader–member relations
    2. Task structure
    3. Position power
26
Q

Explain Vroom and Yetton model

A

Uses three main aspects of a leader’s decision:
1. Decision quality or rationality
• The effect that the decision has on group performance.
2. Decision acceptance
• The motivation and commitment of group members
in implementing the decision.
3. Together with amount of time required to make the decision.

27
Q

Vroom and Yetton five main decision styles

A
  1. Autocratic
    • Leader solves the problem alone.
    • Leader obtains information then decides alone.
  2. Consultative
    • The problem is shared with relevant individuals; the leader decides possibly reflecting influence of subordinates.
    • The problem is shared with the group; the leader decides possibly reflecting the decision of subordinates.
  3. Group
    • The problem is shared; the leader chairs a group decision-making process and a consensus is attempted
28
Q

Explain Path–goal theory by House

A

This is based on expectancy theories of motivation.

Identifies four main types of leadership behaviour:

  1. Directive
  2. Supportive
  3. Participative
  4. Achievement-oriented
  • All four types of behaviour can be used by the same person at different times and in different situations.
29
Q

Four main types of leadership behaviour according to House

A
  1. Directive
  2. Supportive
  3. Participative
  4. Achievement-oriented
30
Q

The readiness of followers to attempt a task should ____

A

__influence leader behaviour.

31
Q

Explain situational leadership by Hersey and Blanchard

A

The readiness of followers to attempt a task should influence leader behaviour.

Four levels of follower ‘readiness’:

  • R1–low follower readiness
  • R2–low to moderate follower readiness - R3–moderate to high follower readiness - R4–high follower readiness

The balance of a leader’s task behaviour and relationship behaviour should vary according to follower readiness.

Four matching styles of leadership: - R1 requires S1 – telling

  • R2 requires S2 – selling
  • R3 requires S3 – participating
  • R4 requires S4 – delegating
32
Q

What are the Four levels of follower ‘readiness’?

A

situational leadership by Hersey and Blanchard

  1. R1–low follower readiness
  2. R2–low to moderate follower readiness
  3. R3–moderate to high follower readiness
  4. R4–high follower readiness
33
Q

What are the four matching styles of leadership to follower readiness?

A

Four matching styles of leadership: 1. R1 requires S1 – telling

  1. R2 requires S2 – selling
  2. R3 requires S3 – participating
  3. R4 requires S4 – delegating
34
Q

What is transactional leadership?

A
  1. Based on legitimate authority
  2. Emphasis on clarification
    of goals, outcomes, rewards and punishments
  3. Appeals to the self-interest of followers
  4. Mutual dependence and exchange
35
Q

What is transformational leadership?

A
  1. A process of engendering high motivation and commitment
  2. Generating a vision for the organisation
  3. Appeals to higher ideals and values of followers
  4. Creates feelings of justice, loyalty and trust
36
Q

What are the Components of transformational leadership: Bass?

A
  1. Idealised influence
  2. Inspirational motivation
  3. Intellectual stimulation
  4. Individualised consideration
37
Q

What are the guidelines for transformational leadership according to Yukl?

A
  1. Articulate a clear and appealing vision
  2. Explain how the vision can be attained
  3. Act confident and optimistic
  4. Express confidence in followers
  5. Use dramatic symbolic actions to emphasise key values
  6. Lead by example
38
Q

What are the ten characteristics of Servant Leadership?

A
  1. Active listening
  2. Empathy
  3. Ability to heal self and others
  4. Self-awareness
  5. Use of persuasion not
    status
  6. Ability to conceptualise
  7. Foresight
  8. Stewardship
  9. Commitment to spiritual growth of self and others
  10. Ability to build a strong organisational community
39
Q

What are the Seven key values of servant leadership: Yukl?

A
  1. Integrity
  2. Altruism
  3. Humility
  4. Empathy and healing
  5. Personal growth
  6. Fairness and justice
  7. Empowerment
40
Q

Power and leadership influence: French and Raven

A
  1. Reward power
  2. Referent power
  3. Coercive power 4. Expert
  4. Legitimate power
41
Q

Culture as a contingent factor?

A
  • Leadership style may be affected by cultural background of leaders and group.
  • The choice of leadership style may need to take group national culture into account.
  • Contingency approaches may be needed in transnational organisations.
  • Project GLOBE emphasises findings about the significance of culture for leadership styles.
42
Q

No one best form of leadership: variables?

A
  1. Characteristics of the manager
  2. Type of power of the manager
  3. Characteristics of the followers
  4. Relationship between manager and group
  5. Type and nature of the organisation
    6 Nature of tasks to be achieved
  6. Organisation technology, communications and work
  7. Informal organisation and psychological contract
  8. Influence of external environment and national culture
43
Q

Alternative views of leadership types

A
  1. Shared (distributed) leadership

2. Responsible leadership

44
Q

What is Shared (distributed) leadership?

A

There are multiple leaders throughout an organisation. Decision making is shared among staff at all levels and positions.

45
Q

What is Responsible leadership?

A

Business leaders must be seen to act and demonstrate their commitment to creating a fairer society and a more sustainable future.

46
Q

What are the Seven principles for developing leaders: Adair?

A

Based around action-centred leadership model:

  1. A strategy for leadership development
  2. Selection of those with leader potential
  3. Training for leadership
  4. Career development
  5. Line managers as leadership developers
  6. Corporate culture to encourage self-development of leaders
  7. A chief executive who leads from the front and grows other leaders

Organisational Behaviour (9 decks)

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