Organizational Leadership Flashcards
Organizational Leadership
Judge et al.’s (2004) meta-analysis of traits that correlate with leader effectiveness found a correlation coefficient of ____ between leader intelligence & leader effectiveness
.27
Organizational Leadership
results of Judge et al.’s (2004) meta-analysis indicated that intelligence is a better predictor of effectiveness when these 2 characteristics are present
1) the leader’s stress level is low
2) the leader has a directive leadership style (rather than participative)
Organizational Leadership
Judge et al.’s (2002) meta-analysis found that, of the Big Five personality traits, these 2 traits have the largest correlation coefficients with leader effectiveness - list the traits with their respective correlation coefficient
1) extraversion (.31)
2) conscientiousness (.28)
Organizational Leadership
leaders who are task-oriented & focus on achieving performance goals are high in what?
initiating structure
Organizational Leadership
leaders who are person-centered & focus on fostering the trust & respect subordinates are high in what?
consideration
Organizational Leadership
Judge et al.’s (2004) meta-analysis found that a high level of which dimension was more strongly associated with subordinate satisfaction & motivation, while a high level of which dimension was more strongly associated with leader, group, & organization performance
- consideration: subordinate satisfaction & motivation
- initiating structure: leader, group, & org performance
Organizational Leadership
some evidence suggests that (men/women) are perceived to be more effective in social service agencies, while (men/women) are perceived to be more effective in military settings
women; men
Organizational Leadership
with regard to leadership style, men & women do not differ significantly in terms of task- and person-oriented, but female leaders are more likely to adopt this leadership style, while male leaders are more likely to adopt this style
- women - participative (democratic) style
- men - directive (autocratic) style
Organizational Leadership
research has shown that female leaders are more likely than male leaders to have a (transformational/transactional/laissez-faire) leadership style but to also provide employees with contingency rewards, which is characteristic of which leadership style
transformational; transactional
Organizational Leadership
research has shown that male leaders are more likely to engage in management-by-exception, which is characteristic of a (transformational/transactional/laissez-faire) leadership style, and engage in a “hands-off” approach or provide little guidance to employees, which is characteristic of which leaderships style
transactional; laissez-faire
Organizational Leadership
French & Raven (1958) identified these 5 bases of social power that leaders use to influence subordinates
1) reward power
2) coercive power
3) legitimate power
4) expert power
5) referent power
Organizational Leadership
according to French & Raven (1958), this type of social power occurs when leaders have control over financial & nonfinancial rewards
reward power
Organizational Leadership
according to French & Raven (1958), this type of social power occurs when leaders have control over punishments
coercive power
Organizational Leadership
according to French & Raven (1958), this type of social power occurs because of leaders’ formal positions, roles, & titles
legitimate power
Organizational Leadership
according to French & Raven (1958), this type of social power occurs because of leaders’ knowledge & expertise
expert power
Organizational Leadership
according to French & Raven (1958) this type of social power occurs when leaders are respected & admired by subordinates
referent power
Organizational Leadership
this type of social power is most likely to elicit resistance from subordinates, while these 2 types of social power are most likely to elicit compliance, and these 2 types of social power are most likely to elicit commitment
- resistance: coercive power
- compliance: reward & legitimate power
- commitment: expert & referent power
Theories of Organizational Leadership
list the 6 theories of organizational leadership
1) Fiedler’s Contingency Model
2) Situational Leadership Theory
3) Path-Goal Theory
4) Vroom-Yetton-Jago Contingency Model
5) Leader-Member Exchange Theory
6) Transformational vs. Transactional Leadership
Theories of Organizational Leadership
this leadership contingency model is based on the assumption that the most effective leadership style depends on the favorableness of the situation
Fiedler’s Contingency Model
Theories of Organizational Leadership
this leadership theory is based on the assumption that leader effectiveness & subordinate outcomes are determined by the quality of the interactions between the leader & the subordinate and proposes that subordinates are treated as in-group or out-group memberes based on whether or not the leader perceives them as being a) competent, b) trustworthy, and c) willing to assume responsibility
Dansereau et al.’s (1975) Leader-Member Exchange (LMX) Theory
Theories of Organizational Leadership
according to Dansereau et al.’s (1975) Leader-Member Exchange Theory, these members receive more attention and support form the leader, participate in decision-making, and are given interesting & challenging tasks
in-group members
Theories of Organizational Leadership
according to Dansereau et al.’s (1975) Leader-Member Exchange Theory, these members have a more formal relationship with the leader & are given direct orders and less interesting, routine tasks
outgroup members
Theories of Organizational Leadership
according to Leader-Member Exchange Theory, ingroup members have higher levels of these 4 job-related factors
- job satisfaction
- job performance
- organizational commitment
- organizational citizenship
Fiedler’s contingency theory proposes that leaders adopt one of two orientations - list the 2 orientations
person-oriented
task-oriented
Theories of Organizational Leadership
to assess a leader’s orientation, Fiedler used his Least-Preferred Coworker (LPC) scale, which requires a leader to rate their least preferred coworker on a set of bipolar adjectives that include…
- friendly - unfriendly
- sincere - insincere
- accepting - rejecting
according to Fiedler’s Least Preferred Coworker scale, these types of leaders are low LPC and described their least preferred coworker in negative terms
task-oriented
when rating, focus is on the coworkers task performance
Theories of Organizational Leadership
according to Fiedler’s Least Preferred Coworker scale, these types of leaders are high LPC and described their least preferred coworker in positive terms
person-oriented
can separate the cowroker’s personal characteristics from their task performance
according to Fielder’s Contingency Theory these types of leaders are most effective in very unfavorable or very favorable situations
low LPC / task-oriented leaders
according to Fielder’s Contingency Theory these types of leaders are most effective in moderately favorable situations
high LPC / person-oriented leaders
Theories of Organizational Leadership
this theory of leadership proposes that the most effective leadership style depends on the subordinate’s job maturity and distinguishes between 4 leadership styles that combine different levels of task- & relationship- orientation: a telling leader, a selling leader, a participating leader, or a delegating leader
Hersey & Blanchard’s Situational Leadership Theory
Theories of Organizational Leadership
according to Hersey & Blanchard’s (1988) Situational Leadership Theory, this concept is determined by the subordinate’s willingness (motivation) to assume responsibility & ability to perform the job
job maturity
Theories of Organizational Leadership
according to Hersey & Blanchard’s (1988) Situational Leadership Theory, this type of leader has a high-task, low-relationship style (e.g., specific instruction & close supervision) and is best for subordinates who are low in both willlingness & low-ability
a telling leader
Theories of Organizational Leadership
Hersey & Blanchard’s (1988) Situational Leadership Theory, this type of leader has a high-task, high-relationship style (e.g., directive but explains their decisions) and is best subordinates who are high in willingness & low in ability
a selling leader
Theories of Organizational Leadership
Hersey & Blanchard’s (1988) Situational Leadership Theory, this type of leader has a low-task, high-relationship style (e.g., provides advice & assistance but encourages employees to participate in decision-making) and is best for subordinates who are low in willingness & high in ability
a participating leader
Theories of Organizational Leadership
Hersey & Blanchard’s (1988) Situational Leadership Theory, this type of leader has a low-task, low-relationship style (e.g., provides advice & assistance and close supervision) and is best for subordinates who are high in both willingness & ability
a delegating leader
Theories of Organizational Leadership
Hersey & Blanchard’s (1988) Situational Leadership Theory assumes that employees ordinarily change in terms of willingness & ability over time in a way that requires leaders to become less ____ and more ____
(less) directive; (more) participative
Theories of Organizational Leadership
this theory of leadership is based on the assumption that the most effective leadership style depends on the favorableness of the situation
Fielder’s contingency theory
Theories of Organizational Leadership
according to Fiedler (1978) this refers to the degree of influence a leader has over subordinates
favorableness
Theories of Organizational Leadership
list the 3 factors affected by favorableness according to Fiedler (1978)
1) leader member relations (good or poor)
2) task structure (structured or unstructured)
3) position power (strong or weak)
Theories of Organizational Leadership
according to Hersey & Blanchard’s situational leadership theory, this type of leader has a low-task, low-relationship and encourages employees to assume responsibilty and provides minimal supervision. Best for high-willingness and high-ability employees.
a delegating leader
Theories of Organizational Leadership
this theory of leadership is based on the assumption that effective leaders act as facilitators who help subordinates achieve their own goals and leaders must adopt one of 4 leadership styles (directive, achievement-oriented, supportive, or participative) with the best style depending on certain characteristics of the subordinate’s task
House’s path-goal theory
Theories of Organizational Leadership
according to House’s path-goal theory, this leadership style is most effective when the employee is dogmatic or authoritarian and the task is ambiguous or complex
directive
Theories of Organizational Leadership
according to House’s path-goal theory, this type of leadership style is most effective when the employee has a high need to excel and the task is ambiguous, complex, or challenging
achievement-oriented
Theories of Organizational Leadership
according to House’s path-goal theory, this type of leadership style is most effective when the employee has low job satisfaction & a high need for affiliation and the task is repetitive, mundane, or unchallenging
supportive
Theories of Organizational Leadership
according to House’s path-goal theory, this type of leadership style is most effective when the employee has a high need for autonomy & control and the task is ambiguous or unstructured
participative
Theories of Organizational Leadership
this contingency model views leadership as a decision-making process and provides decision matrices (org. version provided a decision tree) to help leaders determine the best decision-making/leadership strategy for a given set of conditions
The Vroom-Yetton-Jago contingency model
Theories of Organizational Leadership
list the 3 factors that leaders are required to consider when using decision matrices according to the Vroom-Yetton-Jago contingency model
- own level of expertise
- the employee’s levels of expertise
- the importance of the employee’s commitment to the chosen course of action
Theories of Organizational Leadership
the use of a decision matrix requires the leader to rate each factor as ____ or ____, and then indicated which strategy the leader should adopt
high or low in importance
Theories of Organizational Leadership
according to The Vroom-Yetton-Jago contingency model, the decision matrices provides 5 decision-making strategies ranging from…
highly autocratic (make the decision alone) - highly democratic (let group members make the decision)
Theories of Organizational Leadership
Fiedler’s contingency theory predicts that a person-oriented leader is most effective when the work situation is:
A. low in favorableness.
B. moderate in favorableness.
C. high in favorableness.
D. low or high in favorableness.
B. moderate in favorableness.
Theories of Organizational Leadership
according to Fiedler’s (1978) Contingency Model high lpc leaders are ____-oriented & most effective in work situations that are ____ in favorableness
person-oriented; moderate (in favorableness)
Theories of Organizational Leadership
according to Fiedler’s (1978) Contingency Model, low LPC leaders are ____-oriented and most effective in work situations that are ____ in favorableness
task-oriented; either very high or very low (in favorableness)
Theories of Organizational Leadership
in contrast to other leadership theories, Fiedler believed that a leader’s style is ____ and, to be effective, a leader must change the situation to fit their style
stable
Theories of Organizational Leadership
this leadership model involves an interplay between leaders & followersin which each raises the other to higher levels of ethics, morality, & motivation
Transformational vs. Transactional Leadership
Theories of Organizational Leadership
this type of leadership has 4 characteristics: idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration
transformational leadership
DELETE
Theories of Organizational Leadership
this characteristic of transformational leadership refers to the leader’s charisma & ability to act as a positive role model
idealized influence
Theories of Organizational Leadership
this characteristic of transformational leadership refers to the leader’s ability to create & communicate a vision for the future by, for example, using framing (describing goals in ways that make them meaningful)
inspirational motivation
Theories of Organizational Leadership
this characteristic of transformational leadership refers to the leader’s ability to stimulate creativity & critical thinking
intellectual stimulation
Theories of Organizational Leadership
this characteristic of transformational leadership refers to the leader’s ability to foster each employee’s growth by providing personal attention, support, & encouragement
indivualized consideration
Theories of Organizational Leadership
these types of leaders use contingent rewards & management-by-exception
transactional leaders
Theories of Organizational Leadership
transactional leaders make rewards contingent on ____ by informing employees what tasks & goals must be accomplished and the rewards they will receive for accomplishing them
performance
Theories of Organizational Leadership
this concept refers to how transactional leaders intervene to correct employee mistakes or rule violations and can be active or passive
management-by-exception (MBE)
Theories of Organizational Leadership
this type of management-by-exception (MBE) occurs when leaders closely monitor the behaviors of employees & take immediate action when necessary to keep mistakes or rule violations from becoming major problems
active MBE
Theories of Organizational Leadership
this type of management-by-exception (MBE) occurs when leaders do not closely monitor employees behaviors and take corrective action only when serious mistakes or rule violations have already occurred
passive MBE
match the descriptions with the correct theory:
Theories: Fiedler’s Contingency Model, Dansereau et al.’s Leader-Member Exchange (LMX) Theory, Hersey & Blanchard’s Situational Leadership Theory, House’s Path-Goal Theory, Vroom-Yetton-Lago Contingency Model, or Transformational vs. Transactional Leadership
A) leadership style is an interplay between leaders & followers in which each raises the other to higher levels of ethics, moratlity, & motivation
B) leadership style depends on the employee’s job maturity (i.e., willingness to assume responsibility & ability to perform the job)
C) leadership style is a decision-making process based on choosing a leadership strategy for a given set of conditions
D) leadership style is determined by the favorableness of the situation
E) leadership style is determined by the quality of the interactions between the leader & the subordinates
F) leadership style is determined by certain characteristics of the employee & the task
A) Transformation vs. Transactional Leadership
B) Hersey & Blanchard’s Situational Leadership Theory
C) Vroom-Yetton-Lago Contingency Model
D) Fiedler’s Contingency Model
E) Dansereau et al.’s Leader-Member Exchange (LMX) Theory
F) House’s Path-Goal Theory
