M3 Chapter 9 Leadership

Question 1

Leadership

Answer 1

The ability to influence others to achieve a common goal

Question 2

Management is about

Answer 2

coping with complexity,

task orientation

Question 3

Leadership is about

Answer 3

coping with change

people orientation

Question 4

Being a manager

Answer 4

Determining what needs to be done - planning and budgeting
Creating arrangements of people to accomplish an agenda - organizing and staffing
Ensuring people do their jobs - controlling and problem solving

Question 5

5 Sources of Power for Leaders

Answer 5

• Legitimate power
- results from managers’ formal positions within the organization, vested authority
• Reward power
results from managers’ authority to reward their subordinates
• Coercive power
results from managers’ authority to punish their subordinates
• Expert power
results from one’s specialized information or expertise
• Referent power
derived from one’s personal attraction

Question 6

Legitimate power

Answer 6

results from managers’ formal positions within the organization, vested authority

Question 7

Reward power

Answer 7

results from managers’ authority to reward their subordinates

Question 8

Coercive power

Answer 8

results from managers’ authority to punish their subordinates

Question 9

Expert power

Answer 9

results from one’s specialized information or expertise

Question 10

Referent power

Answer 10

derived from one’s personal attraction

Question 11

Traits we admire in leaders

Answer 11

Honest
Forward Looking/Visionary
Competent
Hard Working
Intelligent

Question 12

Project GLOBE

Answer 12

ongoing attempt to develop an empirically based theory to “describe, understand, and predict the impact of specific cultural variables on leadership and organizational processes and the effectiveness of these processes

Question 13

Behavioral leadership

Answer 13

approaches attempt to determine the distinctive styles used by effective leaders
CONSIDERATION VS. INITIATION

Question 14

Contingency leadership model

Answer 14

determines if a leader’s style is TASK oriented or RELATIONSHIP-oriented and if that STYLE is effective for the SITUATION at hand

Question 15

Path-Goal Leadership Model

Answer 15

holds that the effective leader makes available to followers desirable rewards in the workplace and increases their motivation by clarifying the paths, or behavior, that will help them achieve those goals and providing them with support

Question 16

Situational Leadership theory

Answer 16

leadership behavior reflects how leaders should adjust their leadership style according to the readiness of the followers COMPETENCE & COMMITMENT

Question 17

Transactional leadership

Answer 17

focuses on clarifying employees’ roles and task requirements and providing rewards and punishments contingent on performance

Question 18

Transformational leadership

Answer 18

transforms employees to pursue organizational goals over self-interests
influenced by individual characteristics and organizational culture
Inspires change

Question 19

Implications of Transformational Leadership

Answer 19

It can improve results for both individuals and groups
It can be used to train employees at any level
It requires ethical leaders

Question 20

To be effective transformational leader

Answer 20

Employ a code of ethics
choose the right people
Make performance expectations reflect employee treatment
Emphasize value of diversity
Reward high moral conduct

Question 21

Servant leaders – Level 5 Leader – Jim Collins

Answer 21

• focus on providing increased service to others - meeting the goals of both followers and the organization - rather than to themselves
• Complete lack of ego – Humble, but they are…
  Extremely driven
  Mirror and the Window

Question 22

Leadership:

Answer 22

People
Influence
Goals

Question 23

Leadership Based Organization

Answer 23

An organization where everyone influences others - including vendors, customers, colleagues, supervisors, and subordinates - to reach the organization’s goals.

Question 24

Influence

Answer 24

Describes the action, or process, by which one person is able to direct another individual towards a desired outcome.

Question 25

Great Men theory

Answer 25

Also referred to as the “Heroic” theory of leadership, this theory suggests that ‘great’ men and women literally changed the course of history because of their leadership qualities.

Question 26

Stogdill’s 1974 study on leadership listed the following important qualities:

Answer 26

1 A drive for responsibility and task completion;
2 Vigor and persistence in pursuit of goals;
3 Risk taking and originality in problem solving;
4 Drive to exercise initiative in social situation;
5 Self-confidence and sense of personal identity;
6 Willingness to accept consequences of decisions and actions;
7 Readiness to absorb interpersonal stress;
8 Willingness to tolerate frustration and delay;
9 Ability to influence other people’s behavior; and
10 Capacity to structure social interaction systems to the purpose at hand.

Question 27

The consideration behavior dimension

Answer 27

concern for people both in and out of the work setting.
mindful of subordinates,
established mutual trust with employees, and
encouraged two-way communication.

Question 28

initiating structure

Answer 28

A leadership behavior that focuses on task accomplishment activities such as work schedules, work methods, and goal attainment.

Question 29

employee orientation

Answer 29

leaders who approach subordinates with a human focus.

Question 30

Production orientation

Answer 30

describes those leaders who focus on the technical and production aspects of a job
- workers are a means of getting the work done.

Question 31

Leadership grid

Answer 31

Concern for people vs. Concern for results vs. motivation.

Want 9,9

Question 32

situational approach

Answer 32

Suggests that effective leaders must have the ability to understand what employees need and adopt their own leadership style to meet those needs.

Question 33

5 Dimensions of Path-Goal Leadership Theory

Answer 33

1) Followers’ Valences - Leaders must understand what his or her followers believe to be important and then help these followers pursue an outcome that is personally important.
2) Followers’ Instrumentalities - Leaders should ensure that high work performance includes satisfying outcomes for the follower(s).
3) Followers’ Expectancies - By understanding employee expectancies, leaders can help employees overcome barriers.
4) Equity of Rewards - Leaders can raise the level and types of rewards available for good performance.
5) Accuracy of Role Perceptions - Leaders must clearly define the route to effective employee performance.

Question 34

4 Path-Goal Leadership Dimensions

Answer 34

1) Directive Leadership - a directive leader will tell employees what is expected of them, including instructions about what needs to be done and how to do it. Employees do not have any say in the decision making process.
2) Supportive Leadership - a supportive leader shows interest and concern for followers.
3) Participative Leadership - Under this type of leadership, the leader invites ideas and opinions from subordinates, but ultimately makes the decision herself.
4) Achievement-Oriented Leadership - This type of leader establishes significant, but attainable goals for followers. The leader will also challenge followers to work at the highest level possible.

Question 35

French and Raven’s framework of 5 types of power

Answer 35

1. Reward power
2. Legitimate power
3. Expert power
4. Coercive power
5. Referent power

Question 36

Reward Power

Answer 36

This type of power is based on some form of reward. Leaders are able to use this type of power because the leader has something that others want.

Question 37

Legitimate Power

Answer 37

Power that is based on some type of formal authority over subordinates.

Question 38

Expert Power

Answer 38

This type of power is based on knowledge or competence.

Question 39

Coercive Power

Answer 39

This type of power is based on fear and control.

Question 40

Referent Power

Answer 40

This type of power is based on relationships such as friendship, trust, admiration, or a desire to emulate the leader.

Question 41

power

Answer 41

The probability that a person can carry out his or her own will despite resistance.

Question 42

transformational leadership

Answer 42

Leadership that inspires and transforms people.

Question 43

Transactional leadership

Answer 43

Leadership that is concerned with task accomplishment and structure as well as the individual needs of workers.

Question 44

charismatic leadership

Answer 44

Leadership that inspires and empowers workers to improve productivity and performance.
- a type of transformational leadership

Question 45

Level 5 leaders

Answer 45

Leaders that exhibit extreme personal humility with intense professional will to accomplish organizational goals.

• More plow horse than show horse
• Responsible when things go wrong, and attribute things going right to others
• Fanatically driven to produce sustained results
• Modest
• Think to the future - set up their successors for success.
• Ambitious (for the organization and employees)

Question 46

authentic leadership

Answer 46

Leadership that focuses on whether leaders are “genuine” and “real.”