lecture 9 - leadership

Question 1

Sources of Power
Position power

Answer 1

1. Legitimate power = power derived from a person’s position or job (managerial hierarchy) in an organisation
2. Reward power = power based on the capacity to provide valued rewards to others. Eg include, money, promotions, compliments or enriched jobs
3. Coercive power = power based on the ability to punish and threaten others

Question 2

Personal power

Answer 2

4. Expert power = power that stems from special knowledge of or skill in the tasks performed by employees
5. Referent power = power that results from characteristics that command employee’s identification, respect and admiration, so that they wish to emulate the leader

Question 3

Empowerment

Answer 3

6. The goal of senior executives in many organisations is not simply to wield power but also to give it away to people who can get jobs done
   * need to provide employees with information about organisational performance
   * have to acknowledge that employees have skills to contribute

Question 4

Autocratic leader

Answer 4

centralise authority, rely on legitimate reward and coercive power. decrease employee morale. no upward communication. can micro-manage.

Question 5

Democratic leader

Answer 5

• Delegates authority to others, encourages participation, and relies on expert and referent power plus empowerment
• Reward creativity
• Can be slower decision making as there is so much discussion

Question 6

Laissez-Faire leader

Answer 6

• Allows follower to have the autonomy to make their own decision
• Greater employee ownership of work
• Increases motivation
• Unethical practices potentially as they are not being overseen
• Increase competition

Question 7

behavioural approaches

Answer 7

consideration - people orientated. respect ideas and feelings to establish trust.
initiation task orientated - goal achievment
focus on employees human needs.

Question 8

Contingency approaches (situational)

Answer 8

The leadership style to the organisation situation
Two theories
1. Fielder’s contingency theory
2. Hersey and Blanchard’s situational theory

Question 9

Fiedler’s contingency theory

Answer 9

Leadership style
* Relationship-oriented
* Task-oriented
situation
1. Leader-member relations (Good v Poor)
2. Task structure (Structured v Unstructured)
3. Position power (Strong v Weak)
DIAGRAM

Question 10

Hersey-Blanchard Situational Leadership Theory

Answer 10

noone technique is better than another. rather the leader shouls adjust the leading style to the employees skills and their own.
1. Task behaviour - how much the leader needs to spell out the duties and responsibilities
2. Relationship behaviour - how much the leader needs to use two-way communication
3. Follower readiness state - right skills (able) and level of confidence (willingness)

Question 11

Leading Change and Innovation
Two types of leaders

Answer 11

1. Transactional leaders
   * Clarifies employees’ role and task requirements, initiates structure, provides rewards and displays consideration.
2. Transformational-charismatic leader
   * Ability to motivate employees to transcend their expected performance
   * Distinguished by a special ability to bring about innovation and change

Question 12

Contemporary leaders
Great leaders are able to

Answer 12

• Set vision and strategy
• communicate/inspire
• Have integrity
• Be tough and performance oriented
• Be humble
• Be empathetic
• Be knowledge focused
• Be smart
• Use energy and passion
• Be agile/flexible
• Be customer focused

Question 13

Followership

Answer 13

Two underlying behavioural dimensions
1. critical thinking vs uncritical thinking
2. Active vs passive
IMAGE