Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

Personality and Intelligence at Work > Lecture 7 - Leadership > Flashcards

Lecture 7 - Leadership Flashcards

1
Q

Define leadership style

A

A stable pattern of behaviours that determine the leader’s relationship and influence over group members.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

What is a transformational leadership style?

A

A style of leadership in which the vision of he organisation/leader is communicated and emphasised to followers, to produce a change in their values, expectations and motivations, and to inspire them to sacrifice personal interests for the interests of the group.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

What is a transformational leadership style?

A

A style of leadership in which the vision of the organisation/leader is communicated and emphasised to followers, to produce a change in their values, expectations and motivations, and to inspire them to sacrifice personal interests for the interests of the group.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

What are the 4 dimensions of transformational leadership and according to which study?

A
  • Idealised influence (charisma)
  • Inspirational motivation
  • Intellectual stimulation
  • Individualised consideration

Bass (1985)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

How does transformational leadership influence job performance? Which study supports this?

A

More effective leadership:

  • Individual follower performance
  • Team performance
  • Organisational performance

Wang et al., (2011)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

What is a transactional style of leadership?

A

Focus on personal reward and punishment.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

What is a charismatic style of leadership?

A

Persuasive, attractive individual that people want to follow.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

How similar are charismatic and transactional styles of leadership?

A

More similar than different.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

Name 4 leadership decision-making styles.

A
  • Directive
  • Consultative
  • Delegative
  • Consensual

Faraci (2013)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

Which decision making leadership styles are best for new or developing teams?

A

Directive or consultative

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

Which decision making leadership styles are best for established/experienced teams?

A

Delegative or consensual.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

What is emergence in relation to leadership?

A

Who becomes a leader and why.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

What is leadership effectiveness?

A

How successful a leader is and why.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

What does Judge’s (2004) study show about predicting leadership effectiveness and emergence from intelligence?

A

Suggested that perceived intelligence may be a more important characteristic than actual intelligence in perceived emergence.

Intelligence did not correlate that highly with perceived and actual effectiveness either.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

Describe the relationship between ability EI and leadership effectiveness according to Kerr (2006)

A

Ability EI can predict how effective a leader can be, if it’s the followers who are predicting it.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

According to Kerr (2006), which aspect of the MSCEIT correlated most strongly with (perceived) leadership effectiveness?

A

Using emotions (.52)

17
Q

Which trait would lend itself most to an adaptable style of leadership?

A

High intelligence - linked to greater flexibility and problem solving.

18
Q

According to Judge (2002), what is the biggest personality/trait predictor of leadership emergence and effectiveness and why?

A

Extraversion, because leaders need to be dominant, assertive and sociable. Therefore, more extraverted leaders will be perceived as more effective.

19
Q

According to Judge (2002), how does conscientiousness relate to leadership emergence and effectiveness?

A

Conscientiousness correlates well and predicts leadership emergence just as well as extraversion, but does not predict leadership effectiveness quite as much.

20
Q

According to Judge (2002), how does agreeableness relate to leadership emergence and effectiveness?

A

More agreeable individuals are less likely to emerge as leaders, but tend to be more effective if they already are.

21
Q

According to Judge (2002), how does neuroticism relate to leadership emergence and effectiveness and why?

A

Negatively correlated with leadership effectiveness and emergence. More neurotic individuals will fail to drive their team forward and create and motivate towards a vision of the future due to their anxiety and lack of self-esteem.

22
Q

Why might personality traits have such an influence on the emergence and effectiveness of leaders/leadership?

A

The combination of personality traits that a leader has might influence the style of leadership that they go on to use.

23
Q

What are the mechanisms driving extraverted individuals to be effective leaders?

A

Extraverted individuals are more motivated to lead, show better problem solving skills and have better social judgement.

Chen (2013)

24
Q

What are criticisms of the Big 5 predicting workplace performance?

A
  • Other trait taxonomies such as the dark triad - narcissism, psychopathy and Machiavellianism.
  • The Big 5 model doesn’t explain how traits and situations interact to produce leadership outcomes.
25
Q

Describe the relationship between narcissism and leadership emergence/effectiveness.

A

Narcissism may be linked to leadership emergence, due to the overlap between narcissism and extraversion.

The more you get to know a narcissist, the less you will want them as your leader - they may seem a good fit at first, but then you find out how self-absorbed they are.

Leadership emergence/effectiveness is stronger when self-rated by the narcissist.

26
Q

Describe the interaction between narcissism and certainty of context and it’s effect on leadership preference, as shown by the European Journal of Social Psychology (2013).

A

In uncertain workplace contexts, (e.g. company in difficulties) highly narcissistic individuals are more likely to be chosen/sought after to lead.

27
Q

Does the work context/setting play a role in how predictive traits are of job performance?

A

Yes (Judge et al., 2002).

28
Q

What are the most significant trait predictors of job performance in a business context?

A

Openness, Agreeableness and Low Neuroticism

Judge et al., 2002

29
Q

What are the most significant trait predictors of job performance in a government/military context?

A

Conscientiousness, Extraversion and Low Neuroticism

Judge et al., 2002

30
Q

What are the most significant trait predictors of job performance in a student context?

A

Openness, Conscientiousness, Extraversion, Agreeableness and Low Neuroticism.

(Judge et al., 2002)

31
Q

When business goes wrong, what do workers tend to blame?

A

Workers tend to hold leaders/their bosses responsible.

32
Q

What are the two reasons for leadership incompetence according to Hogan and Hogan (2001)?

A
  • Dysfunctional traits (e.g. dark triad)

- Derailment

Personality and Intelligence at Work (19 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions