SU 8: Leadership

Question 1

What is the nature of leadership

Answer 1

• There are many effective styles of leadership

Question 2

What is leadership

Answer 2

Leadership is the ability to influence people toward the attainment of goals

Question 3

Explain contemporary leadership

Answer 3

Contemporary leadership responds to the turbulence and uncertainty of the environment

Question 4

What are the four approaches for today’s turbulent times

Answer 4

• Level 5 leadership
• Servant leadership
• Authentic leadership
• Interactive leadership (gender differences)

Question 5

Explain level 5 leadership

Answer 5

highest level in a hierarchy of manager capabilities.

Key characteristics of level 5 leaders:
- Lack ego (humility)
- Fierce resolve to do what is best for organisation
- Shy and self-effacing
- Credit other people

Question 6

Explain servant leadership

Answer 6

• work exists for the development of the worker
• servant leaders transcend self-interest to serve others
• servant leaders give away power, ideas, information, recognition, credit, and money

Question 7

Explain authentic leadership

Answer 7

Leaders who know and understand themselves, encourage collaboration, respect diverse viewpoints, help others learn, grow and develop as leaders & stay true to one’s values and beliefs.

Question 8

What are the components of authentic leadership

Answer 8

• Practises solid values
• Pursues purpose with passion
• Connects with others
• Leads with the heart, as well as the head
• Demonstrates self discipline

Pg 401

Question 9

Explain interactive leadership

Answer 9

• It is associated with level 5 leaders and female leaders
• Interactive leadership means that the leader favours a consensual and collaborative process. Their influence derives from relationships rather than position power and formal authority

Pg 403

Question 10

Differentiate between management and leadership

Answer 10

Management promotes stability and order within the existing organisational structure.
Leadership motivates toward vision and change. Leadership cannot replace management, there should be a balance.

Question 11

What are manager qualities

Answer 11

Focus on the organisation
- Rational
- Maintains stability
- Assigns tasks
- Organises
- Analyses
- Position power

Question 12

What are leader qualities

Answer 12

Focuses on people
- Visionary
- Promotes change
- Defines purpose
- Nurtures
- Innovates
- Personal power

Question 13

What are strengths

Answer 13

Natural talents and abilities that have been supported and reinforced with learned knowledge and skills

Question 14

Identify and explain two major leadership behaviours

Answer 14

• Task orientated behaviour (initiating structure): that is, the extent to which which the leader is *task orientated and *directs subordinate work activities towards goal attainment.
• People orientated behaviour (consideration): the extent to which the *leader is mindful of subordinates, *respect their ideas and feelings, and *establishes mutual trust.

Question 15

Compare the behaviour of effective and ineffective supervisors

Answer 15

• Employee centred leaders (most effective)
  *Establish high-performance goals, *display supportive behaviour
• Job centred leaders (less effective)
  *Less concerned with goal achievement /human needs, * focus on meeting schedules, cost management, and efficiency.

Question 16

What are contingency approaches

Answer 16

It is when two people with widely different styles are effective leaders

Question 17

What are the different contingency approaches

Answer 17

• The situational model of leadership by Heresy and Blanchard
• Fiedler’s contingency theory by Fiedler
• Situational substitutes for leadership

Pg 408

Question 18

Explain the situational model of leadership

Answer 18

• Focus on characteristics of followers in determining appropriate leadership behaviour
• Seek appropriate leadership style

Question 19

In the situational model of leadership, what are the four leadership styles

Answer 19

1. Directing style: authoritative leader provides detailed goals and tasks, closely monitors performance - low readiness, low ability and lack of confidence
2. Coaching style: dual focus leader provides both task instruction and personal support as needed - moderate readiness because of confidence to proceed but lack ability
3. Supporting style: engaging leader encourages, supports, consults with and develops followers skills and confidence - moderate readiness because of ability but lack confidence and need support
4. Entrusting style: delegating leader who displays little focus on either task or people needs high readiness because of ability and confidence to perform tasks themselves

Pg 410

Question 20

Explain Fiedler’s contingency theory

Answer 20

• Leader’s style is task oriented or relationship oriented, relatively fixed leadership style that is difficult to change.
• Goal is to match the leaders style to the organisational situation

Question 21

What are charismatic leaders

Answer 21

• Charismatic leaders are skilled in the art of visionary leadership
• Inspire and motivate people to do more, they have a lofty vision, the ability to understand and empathise and they empower trust subordinates

Question 22

What are visionary leaders

Answer 22

Visionary leaders speak to the hearts of employees to be a part of something big

Question 23

Differentiate between transformational and transactional leadership

Answer 23

Transactional - clarify the role and task requirements of subordinates. They initiate structure, provide awards, improve productivity, hard-working, focus on management, and are tolerant and fair minded.

Transformational - bring about innovation and change. They recognise followers needs, inspire followers, promote significant change and create a better future.

Pg 416

Question 24

Followership

Answer 24

Alienated follower - is a passive, independent thinker

Conformist - participate actively with the boss but doesn’t use critical thinking

Pragmatic survivor - this type of person uses whatever style best benefits his/her own position

Passive follower - show neither initiative or sense of responsibility

Effective follower - both critical, independent and active in the organisation

Pg 419

Question 25

Explain position power (hard power)

Answer 25

The managers position gives him or her power (it comes from the organisation) . Forms of position power:

Legitimate power - power coming from a formal management position in an organisation.

Reward power - stems from the authority to bestow rewards on other people

Coercive power - the opposite of reward power, it refers to the authority to punish or recommend punishment.

Question 26

Explain personal power (soft power)

Answer 26

Personal power most often comes from internal sources such as individuals special knowledge or personal characteristics. It is the primary tool of a leader. Two types of personal power:

Expert power - power resulting from a person special knowledge or skill regarding the tasks being performed

Referent power - comes from individuals personal characteristics that command others identification, respect and admiration.

Question 27

Name and explain other sources of power

Answer 27

Personal effort - people who show initiative, work beyond what is expected of them

Network of relationships - people who are involved in a network of relationships have greater power (they are often in the loop and know what is going on, not left in the dark)

Information gatekeepers - people who have access to information and control over how and to whom it is distributed are typically powerful

Question 28

Six interpersonal influence tactics for leaders

Answer 28

1. Use rational persuasion - use facts, data and logical argument to persuade others that a proposed idea or decision is appropriate.
2. Help people like you - people would rather say yes to someone they like than to someone they don’t. Effective leaders strive to create goodwill and favourable impressions.
3. Rely on the rule of reciprocity - leaders can influence others through the exchange of benefits and favours. Leaders share what they have (time, resources, services and emotional support).
4. Develop allies - effective leaders develop networks of allies, people who can help the leader accomplish his or her goals.
5. Ask for what you want - make a direct and personal request.
6. Make use of higher authority - Sometimes leaders have to use their formal authority as well as gain the support of people at higher levels to back them up