******Lecture 8 - leadership

Question 1

What did Thomas Carlyle (1840s) argue about great person theory/

Answer 1

That history is just a tale of great men, not women.

Question 2

What did Galton (1869) do in terms of trait theory?

Answer 2

Hereditary Genius

• leaders are born, not made
• They carry innate characteristics which define their behaviour

Question 3

What is trait theory>

Answer 3

Describing leaders with traits, constellation of traits

Question 4

What are the 5 key traits in leadership?

Answer 4

1) Extraversion
2) Conscientiousness
3) openness to experience (intelligence)
4) Agreeableness
5) Low neuroticism

Question 5

What are the 2 ways that traits and situation can interact in terms of leadership?

Answer 5

1) leaders accomodate to circumstances
- accomodate to political climate and current needs of people
- e.g. mandela

2) Leadership can reflect task or situational demands
- certain traits that help a leader in one situation arent as useful later on
- E.g. churchill during wartime

Question 6

Who investigated leadership style and productivity?

Answer 6

Lippit and White (1943)

Question 7

Outline the procedure of Lippit and White (1943)

Answer 7

• P’s were in an afterschool club and had teachers acting in charge
• either:
• an autocratic leader (didnt consult group, gave orders)
• a democratic leader (consulted group and made group decisions)
• a laissez faire ledaer (Group left to own devices, task orientated)

Question 8

What are the findings of Lippit and White (1943) for autocratic leaders?

Answer 8

• Liked less
• Group atmos = agresive, self-oreintated, dependent
• Productivity: low when leader absent, high when present

Question 9

What are the findings of Lippit and White (1943) for democratic leaders?

Answer 9

• Liked more
• Atmos: Friendly, group-centred, task-orientated
• High regardless of presence/ absence

Question 10

What are the findings of Lippit and White (1943) for Laissez-faire leaders?

Answer 10

• Liked less
• Atmos: friendly, group centred and play orientated
• Productivity - low especially when leader absent

Question 11

What were the two leadership roles set out by Bales (1950)

Answer 11

1) Task-specialist

2) socio-emotional specialist

Question 12

OUtline the Task specialist leader

Answer 12

• Focused on getting stuff done
• Gives orders
• More likely to be dominant leader

Question 13

Outline the socio-economic specialist leader

Answer 13

• Emotions of group members
• People and their needs
• How people feel about doing something

Question 14

What did the Ohio State Leadership Studies involve

Answer 14

• p’s had to complete questinonaires about their leaders/ bosses - the leadership Behaviour description questionnaire
• Found two patterns of leadership similar to Boles:

Question 15

What was the findings of the Ohio state leadership Study?

Answer 15

• Found two patterns of leadership similar to Boles:
  1) Initiating structure - task orientated
  2) Consideration - relationship orientated
  Found that an effective leader was high on both dimensions (unlike Boles)

Question 16

What leadership styles did Fiedler (1964) conclude?

Answer 16

1) Task-orientated leaders – authoritatrian, value group success, task-accomplishment
2) Relationship orientated leaders – non-directive, relaxed, approachable, harmonious group relations

Question 17

What scale did Fiedler (1964) devise? and What does it involve?

Answer 17

the Least prefered Coworker (LPC) scale, where you had to describe your least prefered coworker. IF you scored above 75+ you were a relationship orientated leader, 64-72 = a mixture of both and 64- is task orientated

Question 18

What does Transactional leadership argue?

Answer 18

• Leadership = a process of exchane (alternative to Fiedler)
• Focus on exchange that occurs between leaders and followers
• Without credit, leadership is unsustainable

Question 19

Who described Idiosyncracry credit? and describe it

Answer 19

Hollander, 1958

• followers reward leaders for achieving group goals by allowing them to be relatively idiosyncratic/ independent
• Once credit has been established, people trust leaders

Question 20

What is the opposite of transactional leadership?

Answer 20

Transformational leadership

Question 21

What does transformational leadership describe?

Answer 21

• Argues leadership is a proccess that changes and transforms individuals
  -Transformational leadrship works through:
  1) Individualised consideration – focus on abilities and aspirations of the people, not you
  2) Intellectual stimulation – challenging basic thinking, stereotypes etc. (new visions, challenging prejudice/ inequality. Propose to change society)
  3) Charismatic/ inspiring leadership – energy and sense of direction (walk the walk as well, communicating with followers)
  (need all 3)

Question 22

Define charisma

Answer 22

Emotional expression, enthusiasm, drive, eloquence, vision, self-confidence, responsiveness to others

Question 23

How does charisma create persuasion?

Answer 23

1. Framing – defining the vision

2. Rhetoric (words and metaphors) – makes you seem better/ worse of a leader

Question 24

Outline Hains, Hogg and Duck (1997)

Answer 24

– p’s either were in low saliance condition (no similarities/ indentification between them) or high saliance (told to think of themselves as a group and get to know each other)
- In salient groups, prototypical leaders (seen as similar to the group) are more effective than less prototypical leaders

Question 25

According to Hains, Hogg and Duck (1997), what is a prototypical leader?

Answer 25

• embody the groups attributes
• more likely to be liked and popular
• prototypical leaders identify strongly with the group
• members tend to attribute the behaviour of prototypical leaders to personal disposition

Question 26

Why does being a prototypical leader lead to effective leadership?

Answer 26

• Being ‘one of us’
• doing it for us – group champions
• Crafting a sense of us – entrepuners of identity – they forge an identity for the group and a vision
• Making us matter – embedders of idneity (by identifying with leader, makes us feel like we matter)