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Business Leadership #2 > Lesson 4: Leadership Theories > Flashcards

Lesson 4: Leadership Theories Flashcards

1
Q

What is Fiedlers Theory?

A
  • Good relationship depends on a match between leadership and situational demands
  • Leadership style is determined by rating a leaders at least preferred co- worker scale (LPC scale)
  • Believes leadership style is part of one’s personality
    - difficult to change
  • Believes the key to success is finding the best “fit”
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2
Q

What are the 2 types of behaviours in Fiedlers Theory? explain them

A
  1. Task oriented behavior = leader focuses on the task
    - Are most successful in specific situations
    • Very favorable (high control) situations
      -Very unfavorable (low control) situations
  2. Relationship oriented behavior = leader focuses on personal relationships
    - are most successful in situations of moderate control
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3
Q

What are the two dimensions of the leadership grid in Blake and Mouton Leadership Grid?

A
  1. Concern for Task
  2. Concern for People
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4
Q

Team Manager in the Blake and Mouton leadership grid

A
  • High task concern; high people concern.
  • Focuses on building participation and support for a shared purpose
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5
Q

Authority-Obedience manager in the Blake and Mouton leadership grid

A
  • High task concern; low people concern.
  • Focuses on efficiency of tasks and operations
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6
Q

Country Club manager in the Blake and Mouton leadership grid

A
  • High people concern; low task concern.
  • Focuses on peoples needs, building relationships
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7
Q

Impoverished Manager in the Blake and Mouton leadership grid

A
  • Low task concern; low people concern.
    -Focuses on minimum effort to get work done
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8
Q

Middle of the Road Manager in the Blake and Mouton leadership grid

A
  • Non-committal for both task concern and people concern
  • Focuses on balancing work output and morale
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9
Q

Explain House’s Path-Goal Leadership Theory

A
  • Effective leadership deals with the paths through which followers can achieve goals.
  • Leader (to be effective) varies their behavior depending on the personal goals of each follower
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10
Q

What are the 4 behaviours a leader exhibits in House’s Path-Goal Leadership Theory

A

Directive leadership
Supportive leadership
Achievement-oriented leadership
Participative leadership

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11
Q

Explain Directive Leadership in House’s Path-Goal Leadership Theory

A
  • Communicate expectations.
  • Give directions.
  • Schedule work.
  • Maintain performance standards.
  • Clarify leader’s role
  • Use directive leadership when job assignments are ambiguous.
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12
Q

Explain Supportive Leadership in House’s Path-Goal Leadership Theory

A
  • Make work pleasant.
  • Treat group members as equals.
  • Be friendly and approachable.
  • Show concern for subordinates’ well-being
  • Use supportive leadership when worker self-confidence is low.
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13
Q

Explain Achievement-Oriented in House’s Path-Goal Leadership Theory

A
  • Set challenging goals.
  • Expect high performance levels.
  • Emphasize continuous improvement.
  • Display confidence in meeting high standards.
  • Use achievement-oriented leadership when task challenge is insufficient.
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14
Q

Explain Participative Leadership in House’s Path-Goal Leadership Theory

A
  • Involve subordinates in decision making.
  • Consult with subordinates.
  • Ask for subordinates’ suggestions.
  • Use subordinates’ suggestions.
  • Use participative leadership when performance incentives are poor.
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15
Q

Explain follower contingencies in House’s Path-Goal Leadership Theory

A
  • Ability
  • Experience
  • Locus at control
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16
Q

Explain environmental contingencies in House’s Path-Goal Leadership Theory

A
  • Task structure
  • Authority system
  • Work group
17
Q

When to use House’s Path-Goal Leadership Theory

A
  • Use directive leadership when job assignments are ambiguous.
  • Use supportive leadership when worker self-confidence is low.
  • Use participative leadership when performance incentives are
    poor.
  • Use achievement-oriented leadership when task challenge is
    insufficient.
18
Q

What is Hersey-Blanchard Situational Leadership Model?

A
  • Leaders adjust their styles depending on the readiness of their followers to perform in a given situation.
  • Readiness — how able, willing and confident followers are in performing tasks.
19
Q

Explain participating (share ideas) on Hersey-Blanchard Situational Leadership Model

A
  • High relationship behavior; low task behavior
  • Followers able, unwilling, insecure
20
Q

Explain selling (explain decisions) on Hersey-Blanchard Situational Leadership Model

A
  • High relationship behavior; high task behavior
  • followers unable, willing, confident
21
Q

Explain delegating (turn over decisions) on Hersey-Blanchard Situational Leadership Model

A

Low relationship behavior; low task behavior
Followers able, willing confident

22
Q

Explain telling (give instructions) on Hersey-Blanchard Situational Leadership Model

A
  • Low relationship behavior; high task behavior
  • Followers unable, unwilling, insecure
23
Q

Explain Vroom-Jago Leader Participation Theory

A

Helps leaders choose the method of decision making that best fits the nature of the problem situation.

24
Q

What are the 3 basic decision in Vroom-Jago Leader Participation Theory

A
  1. Authority decision (decide alone)
  2. Consultative decision (considers group suggestions)
  3. Group decision
25
Q

What are the 3 contingency factors of Vroom-Jago Leader Participation Theory?

A
  1. Decision Quality
    Who has the information needed for problem solving.
  2. Decision Acceptance
    Importance of subordinate acceptance to eventual implementation.
  3. Decision Time
    Time available to make and implement the decision.
26
Q

When to use authority-oriented decision methods?

A
  • The leader has greater expertise to solve a problem.
  • The leader is confident and capable of acting alone.
  • Others are likely to accept and implement the decision.
  • Little or no time is available for discussion.
27
Q

When to use group-oriented and participative decision methods?

A
  • The leader lacks sufficient information to solve a problem by himself/herself.
  • The problem is unclear and help is needed to clarify the situation.
  • Acceptance of the decision and commitment by others is necessary for implementation.
  • Adequate time is available for true participation.
28
Q

What are the benefits of participative decision methods

A
  • Help improve decision quality.
  • Help improve decision acceptance.
  • Helps develop leadership potential.
29
Q

What are Potential disadvantages of participative decision methods?

A
  • Lost efficiency.
  • Not particularly useful when problems must be solved immediately.

Business Leadership #2 (10 decks)

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