LFIN

Question 1

Responsibilities of Leaders

Answer 1

1. Coordinator: managing the project across departments, designing the work
2. Monitor: evaluating performance of followers
3. Facilitator: person as a team builder
4. Mentor: showing how it’s done right -> seek out potential of people
5. Innovator: innovating projects, technology, etc
6. Broker: building and maintaining a power base -> negotiating agreements, e.g. between departments for budgets
7. Producer: Forming a productive work atmosphere -> remove obstacles. Followers only come 1 time, leader need to immediately respond to the problem
8. Director: CEO-> setting goals, aligning people, visions, budgeter, designing and organizing, delegating

Question 2

French & Raven - Leadership and power

Answer 2

Personal power: emotional power
1. referent power -> follower’s identification
2. expert power -> competence: knowing details and not only the overview
Position power: derives from a particular office or rank in formal organizational system
3. Reward power -> position power - capacity to reward
4. coercive power -> opposite: capacity to penalize
5. Legitimate power -> status of formal job authority
6. Information power -> possessing knowledge that others want

Question 3

Different between Leadership and Management

Answer 3

Leader: producing change and movement

1. establishing a direction and clarifying goals - build the big picture
2. aligning people - communicating goals
3. seeking agreements and commitment
4. Building teams and coalitions between teams
5. Team cohesion - looking for team spirits and having bonds in team
6. motivating and inspiring - empowering followers, giving them challenges they can grow with, energizing and satisfying unmet needs

Manager: order and consistency
-Allocating resources
-Organizing and staffing - providing working structures
(working placement, work enlargements, enrichments, established rules and procedures)
-Controlling and solving - creative solutions, escalating if necessary
-Taking corrective actions

Question 4

Great Person/Man Theory

5 trait approach

Answer 4

1. self confidence - believe in what you do
2. Determination - desire to get job done, action driven, dominance in hopeless times
3. Integrity - honesty, reliable, trustworthiness
4. Sociability - relationship building/ maintenance + emotional intelligence
5. Intelligence - intellectual ability

Question 5

Costa & Mccrae
Trait approach
5 factors
and how it works

Answer 5

1. Neuroticism- experiences negative effects with low sensitivity
2. Extraversion - social, gives positive energy to others, likes to speak in big groups
3. Openness - informed, creative, insightful, curious, takes risks
4. agreeableness - accepting, trusting, conforming, interpersonal abilities
5. Conscientiousness - organized, decisive, purposeful, dependable, determined, entrepreneurial characteristic

Focuses exclusively on leader
Leader with certain traits is crucial to having effective leadership
Consequence for organization: use personality assessments to find people with designated leadership profiles (trait assessment can help)
- Provides direction: which traits are good to have if one aspires a leadership position
- Individuals can determine whether they have the selected traits
- Used by managers to assess where they stand

Question 6

Skill approach (Katz)
3 skills

Answer 6

1. technical skill : knowledge and proficiency in a specific type of work or activity
2. Human skill: knowledge and ability to work with people
3. conceptual skill: ability to work with ideas and concepts

Top: director tasks (CEO), clarifying the big picture
Middle: sandwich position, receives info and gets questions from both sides, acts as intermediary
Supervisory: smaller leadership tasks and teams, more tech knowledge required

Question 7

Mumford, Zacaro & Harding

Capability model 5 components

Answer 7

1. individual attributes
   a) general cognitive ability - intelligence, way to deal with information
   b) crystalized cognitive ability - learning over time from experience
   c) motivation - willingness, dominance committed to social good of organization
   d) personality - virtues, character
2. competencies
   a) problem-solving skills - removing obstacles, creative ability to solve new and unusual, ill-defined organizational problems in sustainable way
   b) social judgement skill - perspective taking, social perceptiveness, behavioral flexibility, social performance
   c) knowledge - expert power, define and attempt to solve complex problems
3. Leadership outcome
   a) effective problem solving - originality in problem solving, solving problems in an effective, unique and logical way
   b) leader’s performance - successful or not
4. Career experiences
5. Environmental influences

Question 8

Blake & Mouton

Behavior Approach leadership grid

Answer 8

2 orientation for the leader:

a) concern for production -> task oriented leadership
b) concern for people -> human side, how leader attends to feelings motivation

Middle of the road management (5,5)

• leader: expedient, prefers middle ground, balanced
• maintains the equilibrium to receive an outcome
• Avoiding conflicts : outbalances personal needs/ work productivity

Team management (9,9)

• participative leadership: leader makes priorities clear and acts with determination
• gets issues into the open
• enjoys work
• succeeds through follower’s commitment -> consulting between leader and followers
• seeks intrinsic motivation -> develops trust and respect

Country club management (1,9)

• Leader: agreeable, eager to help, comforting, uncontroversial
• producing an atmosphere (family feeling) -> not about results but service
• e.g. sailing clubs, boat clubs

Impoverished management (1,1)

• leader: uninvolved, withdrawn, indifferent, resigned, apathetic
• little contact with followers, not looking for commitment
• e.g. external investors, big firm not caring about smaller subsidiaries

Authority compliance (9,1)

• leader: controlling, demanding, hard driving
• result-driven style
• sees follower as a tool to get job done
• e.g. Factories in Bangladesh

Question 9

Hersey & Blanchard

Situational leadership

Answer 9

2 forms of behavior

1) Directive behavior
- helps followers to achieve goals with one direction
- needs to communicate the goal, define timelines and methods on how to reach them
2) Supportive behavior
- 2-way communication between leader and followers
- seeking for input, moderating, problem solving, praises people and listens

SL2 MODEL
S1 : Directing - high directive and low supportive behavior
S2: Coaching - high directive and high supportive behavior
S3: Supporting - low directive and high supportive behavior
S4: Delegating - low directive and low supportive behavior

Question 10

5 multi-components of group cohesion

Answer 10

1. Social: attraction to one another and to group as a whole - I have many friends in this group!
2. Task: Commitment to working together as a coordinated unit in the pursuing of the groups goal - we work great together - I do my best
3. Collective : consensual identification with the group based on shared identity, identify with group - we are family
4. Emotional : Emotional intensity for the group and its individuals - this group has team spirit
5. Structural: Integrity is based on structural features, group fits together - all members feel accepted

Question 11

4 Stages of team development

Answer 11

1. Forming : Followers learn expectations, get to know/trust each other - test boundaries
2. Storming: Followers know expectations - now complete role - influence goal setting, constructive conflicting
3. Norming: Establish tested roles - strongly related to multi-components of cohesion
4. Performing: Task oriented commitment

Question 12

Goal Setting

Levels of goals

Answer 12

Individual goals - member of team
Unit goals - operating unit levels (e.g. departments)
Strategy goals - enterprise level
Real power of these 3 cascading goals lies in their alignment with objectives of the company.
- meaning of alignments: everybody is involved in goals and understands benefits of it. Can only be realized by sharing information

Question 13

Goal setting

5 principles of goal setting

Answer 13

1. Clarity : goal is clear. what is task for each member
   2 challenging: goal is not too easy. compare development level to find right degree of challenge
2. commitment: involvement of all team members in process
3. feedback: where is deficit? Should be constructive and critical! - necessary to remove obstacles
4. task complexity : increasing complexity means reducing motivation - right degree

Question 14

Lock

4 ways how goals can affect performance
SMART

Achieve model

Answer 14

1. Directive function : goals bring effort in direction of relevant activities
2. Energizing function : High goals lead to greater efforts
3. Persistence: Tight deadlines lead to more rapid work than those lose deadlines
4. Actions: sense of ownership, all cohesion multi-components

The traditional interpretation of SMART stands for: specific, measurable, achievable, relevant, timely

1. Assess current situation
2. creative brain storming
3. hone goals
4. initiate option generation
5. Evaluate options
6. Valid action program design
7. Encourage momentum

Question 15

Adaptive leadership

Answer 15

how leaders encourage people to adopt challenges and change. It focuses on people to respond changing environment and how leader can support them during these changes
Technical challenges : problem solved by experts, who have repair to solve them.
Locus of work: Authority

Adaptive challenges: allow problems to identify accurately and involve entire organization in the search for possible solutions, which are challenging require learnings finding hidden patterns. Leader performs different behaviors

Solution: empathy, autonomy, independence, win-win solution for all stakeholders

Question 16

4 dimensions adaptive leadership

Answer 16

1. Navigating business environment to look for new approaches : rules & procedures can counter productive
2. leading with empathy (5 competencies emotional intelligence) : ability to respond with empathy and allow their coworkers and competitors, stakeholders
3. learning through self-correction, reflection : encourage experimentation -> many will lead success
4. Creating win-win solution : leaders value platforms and build on them. It depends on network of stakeholders.

Question 17

6 Adaptive Leadership behavior

Answer 17

Get on the balcony: observe for better problem solving
Identify the adaptive challenge: problems with no clear cut, changes involved
Regulate distress: maintain productive levels of stress by creating a holding environment
Main disciplined attention: leader helps followers to address change and not avoiding conflicts, helps followers to stay focused on the changes
Give the work back to the people: empower the people to decide what to do when feeling uncertain, encourage them to think from themselves, help them grow and thrive
Protect leadership voices from below: seek for consultancy, protect the voices that are more silent, give everybody a chance to participate in decision making process

Adaptive approach: leader is looking for collaboration of leader and follower (not only himself) encouraging followers.

4 lessons in adaptive leadership

1. meet the troops: meet your team, create a personal link to lead people through challenging times
2. make decisions
3. focus on mission
4. convey strategic intent: make the objective clear

Question 18

Follett 1949/1987

Invisible Leadership

Answer 18

Invisible leadership embodies situations in which dedication to a compelling and deeply held common purpose is the motivating force for leadership. The common purpose provides inspiration for participants using their strengths willingly in leader or follower roles and cultivates a strong shared bond that connects participants to each other in pursuit of the purpose.
Invisible leadership builds on several shared leadership concepts: leader-follower relations, teams&team and democratic leadership
possibilities for further research on invisible leadership
- The power of compelling common purpose can generate leadership in various contexts - companies, non profit organizations, communities etc.

Interrelated factors in invisible leadership are for example: bond among participants, commitment and ownership of the purpose, influence/inspiration to contribute

Convergence theory and collective process

• theoretical background example
• people want to join groups because they possess certain shared characteristics
• People who strongly identify with a group and its purpose put more effort into reaching its goals

Tools of leading : conflict management skills, empathy, planning, listening, sharing leadership skills etc.

Question 19

House & Mitchell

Path Goal theory

Answer 19

Leaders should use specific leadership styles for given task situations and subordinates characteristics to satisfy unmet needs -> motivate followers to accomplish goals

1. directive leadership
   - set clear standards for performance
   - clarify how task can be fulfilled -> intrinsic motivation
   - make regulations clear to subordinates -> initiating structure
   - set timelines for task completion (time-bound nature)
   - code of conduct
2. Supportive leadership
   - encourage followers -> be friendly, approachable, diplomatic behavior
   - make work environment pleasant
   - treat followers equal -> respect their status
   - attend to well-being
3. participative leadership
   - ask subordinates about ideas (consulting) -> find something out about commitment
   - invite followers in decision making -> integrate their inout
   - share information
   - make followers thrive in the task -> empowerment
4. achievement-oriented leadership
   - challenge followers to perform at best level
   - establish a high standard of excellence -> best practice
   - seek continuous improvement
   - high degree of confidence in ability of followers to accomplish goals

Question 20

House & Mitchell
Path goal theory
3 follower characteristics
3 task characteristics

Answer 20

1. need for affiliation: need to belong to the group -> use supportive leadership
2. preference for structure: certainty of work environment -> use directive leadership
3. Locus of control:
   a) internal: i have control over my task -> use participate leadership
   b) external: outside people influence circumstances -> use directive leadership

3 Task characteristics

1. follower’s task:
   a) boring/repetitive -> use supportive leadership
   b) ambiguous -> use participative or achievement-oriented leadership
2. primary work group
3. weak formal authority system: making rules, regulations, make environment clear

Question 21

How leadership and management differ

Answer 21

Management

• Planning/Budgeting: establish agendas, set timetables, allocator of resources
• Organizing/staffing: provides working structures, job placements, establish rules
• Controlling/problem solving: developing incentives, develop sustainable solutions, find hidden lessons of problems
• Predictability/Order

Leadership

• Establishing directions: create a vision, clarify big picture -> anticipation of trends
• Aligning people: inspiring people, communicating goals, looking for commitment
• Motivating and inspiring: energize people with interesting tasks/challenges, delegation
• Leading change

Question 22

Behavioral Approach

Douglas Mcgregor
Theory X and Theory Y

Answer 22

Focuses exclusively on what leaders do and how they act composed of two general types of behaviors

• Task behavior : facilitate goal accomplishment, production orientation
• Relationship behavior: helps subordinates feel comfortable, employee orientation

Theory X and Y
explained how managers beliefs about what motivates their people can affect their leadership
- How leaders combine the two kinds of behaviors
- to influence followers in their efforts
- to reach a given goal

1. Authoritarian (Theory X) : poor results, no work/life balance, result-driven, leaser is less emphatic and more power-driven (e.g. people dislike work, have little ambition and are unwilling to take responsibility)
2. Participative (Theory Y) : better performance, no-micro-management, empowers followers, gives them chance to thrive on their work (e.g. people are self-motivated and enjoy the challenge of work, more decentralized)

Question 23

Situational leadership approach
Features of the situational leadership approach
Features - followers

Answer 23

Focuses on followers, rather than wider workplace circumstances
Leaders should change their behavior according to type of followers and situation
Proposes leadership adaption in response to the development of followers-> flexibility

Followers

• classifying followers development levels according to a 2X2 matrix
• degree to which followers have the competence and commitment necessary to accomplish gives tasks
• Employees are at a high development level if they are interested and confident in their work and know how to do the task and vice versa
  1. low competence/high confidence and commitment : directing leadership style
  2. low competence/low confidence and commitment: coaching is style
  3. High competence/low confidence and commitment: supporting is style
  4. high competence/high confidence and commitment: delegating is style

Question 24

what is group cohesion?

managing team expectations

Answer 24

Integrity, Solidarity, Unity
Members of a cohesive group “stick together”
Ideas: strong feelings of attraction, morale and trust, combination to a highly productive unit

• same expectations of team members is crucial
• setting standards and expectations right at the beginning of a project -> focus

Question 25

motivation: expectancy theory by VROOM

Answer 25

Motivational force = expectancy x instrumentality x valence

• motivational force: extent to which a person is likely to engage in a certain course of action
• expectancy: belief that an increase in effort will result in an increase in performance
• instrumentality: belief that increased performance will lead to certain outcomes
• valence: extent to which the outcome is desirable

keys to motivation

• realize a vision, need to ensure people are constantly aligned
• keep people energized and moving on the same path
• leaders do not achieve their goals by force or pushing people
• Instead appealing to people’s inner drives, needs and desires (intrinsic motivation)

Strategies for motivation

• external factors to motivate: company policies and benefits, working conditions, ability to remove obstacles, monetary motivational factors, status, job securitiy, effective communication
• > critics: only a short-term effect - e.g. just motivated until they get better job offer (higher salary), only external factors are not enough
• internal factors to motivate: related to job content, nature of work itself, speaking with the heart of the employees and inspire them - e.g. opportunity to increase their rank, give them more responsibility, true praising for great work, sense of ownership
• > critics: internal and external factors are complementary

Team motivation - the managerial roles

• roles can be used to build a well rounded and motivated managerial team
• every position needs to be filled
• Individuals can learn from each other, motivate and help each other
• who fits best into which role? e.g. primary goal of producer is responsible to finish the products, partial goals of the organization, hard and fast workers

Question 26

John Adairs action

centered leadership model

Answer 26

• Leaders should be able to balance the following three responsibilities
• three core demands of modern leadership
  1. achieving the task: identify resources, people who are fitting, tools, create a strategy plan, setting standards, briefing
  2. Managing the team or group: establish team spirit, team culture, share information, focus on objectives
  3. Managing individuals : understand team members as individuals, personal aims, understand their fears, support individuals

Question 27

Leader-Member Exchange (LMX) Theory

Answer 27

leadership is a process that is centered on the interactions between a leader and subordinates.
LMX theory challenges the assumption that leaders treat followers in a collective way.
Directed attention to the differences that might exist between the leader and each of his followers.
- Dyadic relationship: development of relationship between leader and follower (vertical dyad)
- descriptive part: differentiation between in-groups and out-groups
- prescriptive part: gives you as a leader recommendations how to develop relation between leader and follower

▷Leader should develop high quality exchanges with all of his subordinates, forms special relationships with all subordinates, offer each subordinate an opportunity for new responsibility, should nurture high-quality exchanges with all subordinates -> entire work group becomes an in-group.

stages in development on LMX theory

1. vertical dyad linkage : descriptive part
2. leader-member-exchange: descriptive part
3. leadership-making: prescriptive part, develops over time - three stages (role taking, role making, routinization)
4. Team making

3 stages of leadership making

1. Role taking: takes place when a new member joins a team and their abilities are initially assessed by the leader, directive leadership
   - stranger phase
   - low exchange quality, one-way-communication (leader)
   - directed leadership style
   - interest of follower: to survive
2. Role making: role is created for the member, exchange between leader and member
   - medium exchange quality
   - more responsibility for follower
   - building trust
   - additionally, follower is classified in either IN or OUT group

In-group characteristics
based on expanded and negotiated role responsibilities
- reciprocal influence
- do extra things for the leader and the leader does the same for them
- more emotional, bonds
- thinking in group as a whole

Out-group characteristics
based on formal employment contact
- only formal communication -> no reciprocal influence
- less compatible with leader -> usually just come to work to do their job

3. Routinization
   partner phase
   - routines, norms and expectations are established
   - both get insight into how you both work
   - you can negotiate you role, responsibilities, influence
   - High quality exchange between leader and member

Question 28

Richard Beckhard

GRPI Model

Answer 28

Approach to increase effectiveness of team development
Formula used to leading high-performance teams
serves to identify team dysfunctions and performance issues
- Goals: clarity of objectives, priorities, fully understood by every team member
- Roles: clear roles and responsibilities, matching to the team goals
- Processes: procedures working correctly, dealing with conflicts, fair communication
- Interpersonal relationship: emotional components, authentic, establish a great company culture, respectful, trust

Question 29

Authentic leadership

Characteristics of an authentic leader

description of authentic leadership

Walumbwa
4 components that form Authentic leadership

Answer 29

• authentic leaders know and live their values
• they win people’s trust by being who they are, not pretending to be someone else or living up to peoples expectations
• they are honest, truthful, straight and direct
• avoidance of hiding behind vague words
• they pay attention to self-mastery character development inner leadership

1. intrapersonal definition: based on leaders self-concepts, own values, leading from conviction
2. developmental definition: can be triggered by life events, forms leadership, experience
3. Interpersonal definition: authentic leadership is relational, created by leaders and followers together (joint venture)
4. Self-awareness: individuals understand themselves, give followers insight in weakness, strengths, emotions, life-goals
5. internalized moral perspective: using internal moral standards, actions are consistent with expressed beliefs and morals
6. balanced processing: ability to analyze information objectively, being open about own perspective, but also considering other opinions
7. Relational transparency: being open and honest in presenting one’s true self to others, share feeling, motives and inclinations in appropriate manner -> if you are impressed by others, show it

3 Factors that are influencing AL

1. positive psychological capacities : optimism, hope. confidence
2. Moral reasoning: capacity to make ethical decisions, enables leaders to promote justice and achieve what is right for community
3. Critical life events: can be positive or negative, if leaders present their life events they become more authentic, acts as a catalyst for change

Question 30

5 characteristics leaders should develop the become an authentic leader

Answer 30

1. value centered: knowing and reflecting own values
2. Self-disciplined: gives leaders focus and determination
3. Purposeful: knowing what one is about and where one is going
4. Relational: establishing a connection with others
5. Compassionate: being sensitive to the plight of others

Question 31

Burns
Transformational and transactional leadership theories
7 leadership factors

Answer 31

Transformational leadership focus on charismatic and effective elements of leadership like personalities, emotions, values, ethics, standards, long-term goals
In that sense: process that changes and transforms followers
moves followers to accomplish more than what is usually expected from them

4I’s Transformational factors : connection between leader and followers that raise level of motivation and morality

1. Idealized influence or charisma: leaders who act as inspiring role models, high moral and ethical standards, deeply respected, provide sense of mission - vision on mission
2. Inspirational motivation: communication of high expectations, inspiring through motivation - establish team spirit and group cohesion
3. Intellectual stimulation: generate creativity, innovation power and stimulate to engage in careful problem solving - boost team cohesion/spirit
4. Individual consideration: leader acts as coach and advisor, provides positive climate, listens very carefully to followers needs - information power: uses delegation to help followers grow

2 transactional factors: focus on exchanges between leaders and their follower

5. contingent reward: exchange process between leader and follower - salary goes up if performance increases
6. Management-by-exception: corrective criticism - find mistakes
   a) passive - poor performance evaluation without ever talking with employee
   b) active - watches closely for mistakes

1 Laissez faire factor
7. absence of leadership: little effort to help follower grow - weakens trust in long-run but can be sign of trust in short-run

Outcomes of transformational leadership go beyond expectations
Transformational > transactional > Laissez Faire

Question 32

Kouzes & Posner Leadership model

Answer 32

five fundamental practices that enable leaders to get extraordinary thing accomplished

• model the way: need to be clear about own values, vision
• inspire a shared vision: communicate vision
• challenge the process. willing to change status quo, leading change
• enable others to act: soft skills, convince others from your idea
• Encourage the heart: rewarding others for their results, praising, emotional

Question 33

Emotional Intelligence Approach (Goleman)

4domains / 12 competencies

Answer 33

Self-awareness

1. High self-awareness
   - very clear understanding of how one is behaving and perceived by others
   - being sensitive to attitudes and feelings
   - able to disclose awareness to others
   - skill indicator: knowing how one is feeling at a moment- self consciousness

Self-management

2. positive outlook - future oriented
3. adaptability - flexibility
4. Emotional self-control
   - capacity to be able to keep an emotional perspective
   - skill indicator: being able to relax in pressure situations, be productive when angry, keep calm, become normal quickly again
5. Achievement-orientation - motivation, channel emotions to achieve goals (path goal theory)

Social awareness

6. Empathy
   - being aware of others and help them articulate/express their emotions in a productive way
   - skill indicator: being able to manage group emotions, develop team sprit (cohesion), emotional attraction
7. organizational awareness - aware of structure & issues in organization

Relationship management

8. Social expertise
   - mentor/coach other people (SL2)
   - skill indicator: working out conflicts in critical and constructive way, building consensus and facilitate trust building
9. conflict management
   - deliver difficult messages
   - working out sustainable & intelligent solutions
10. ability to influence - communication in adequate way
11. team work - developing team cohesion
12. inspirational leadership - driving/leading change and vision

overall: emotional intelligence leadership > authentic leadership