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HH/PSYC3430 A - Behaviour in Groups > (Topic 8)Leadership - Chapter 9 > Flashcards

(Topic 8)Leadership - Chapter 9 Flashcards

1
Q

what makes leadership dynamic

A

it involves the leader, followers, and the situation

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2
Q

what is leadership

A

an interpersonal, transactional, reciprocal/cooperative process between one person and a group

there is influence (comes in a variety of forms (with the followers) – thinking, feeling, behaving)

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3
Q

Can’t have leaders without ________

A

followers’ = followership (it requires followers to do nothing for leadership to fail)

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4
Q

criterion for effective leadership =

A

goal achievement

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5
Q

Fact or Fiction:
Leadership is power (with people rather than over people)

A

fact)
Power with people = effective
Power without people = ineffective

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6
Q

Fact or Fiction:
Leaders are born (but leaders are also “made”)

A

(both)

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7
Q

Fact or Fiction:
All groups have leaders (large groups tend to require a leader, when there is complexity)

A

(false)

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8
Q

Fact or Fiction:
People resist their leaders (most groups accept the need for a leader)

A

(false)

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9
Q

what is the range of leadership effect

A

20-45%

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10
Q

what is the difference between leaders and managers

A

Management affects work/deals with what is to be done

leadership affects people/deals with how it is to be done

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11
Q

what are the characteristics that define leadership

A

Innovates
Originates
Develops/Establishes Direction
Long range perspective

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12
Q

what are the characteristics that define Management

A

Administers/organizes
Focus on systems & structures
Planning/Short range view
Eye on bottom line

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13
Q

what is Leadership Emergence

A

from within the group, gradually achieves a leadership position – extraverted, assertive

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14
Q

what is Leadership Effectiveness

A

Leadership effectiveness refers to the ability of a leader to achieve the goals and objectives of a group or organization.

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15
Q

how do leaders emerge

A

Leaders often emerge when groups grow, are longer term, they become more complex, when there is a value goal (that is near),or if there is crisis

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16
Q

what are the Perspectives on leadership emergence

A

Trait Model: The great leader theory
Situational Model
Interactional Model: depends on the leader, followers, and the group situation.

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17
Q

what is the Great Man” theories – physical & psych traits

A

Early leadership research focused on the physiological and psychological traits thought to be associated with exceptional leaders.

The DNA of leadership – high energy, aggressiveness, dominance, self-reliance

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18
Q

what are some Personal Qualities of Leaders

A

extraversion, conscientiousness, neuroticism/emotional stability, and openness.

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19
Q

what character trait is more necessary for leader effectiveness

A

agreeableness and less conscientiousness

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20
Q

what are the two parts of General intelligence

A

practical intelligence and emotional intelligence (degree of social skill).

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21
Q

what happened in in the 1940’s various researcher from Ohio State University

A

Created the Leader Behaviour Description Questionnaire (LBDQ)

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22
Q

what is task leadership

A

promoting task completion; regulating behaviours, monitoring communication and reducing goal ambiguity

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23
Q

what is relationship leadership

A

Maintaining and enhancing positive interpersonal relations in the group; friendliness, mutual trust, openness, recognizing performance

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24
Q

what are the Demographic background of leaders

A

Bias against women

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25
Q

what is the Implicit leadership theories (ILTs)

A

unconscious beliefs and assumptions that people hold about the characteristics and behaviors that are associated with effective leadership.

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26
Q

what is Eagly’s social role theory

A

a society’s division of labor by gender drives all other gender differences in behavior.

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27
Q

what is Hogg – Social Identity Theory – Prototype/Stereotypes

A

framework for understanding how people perceive and evaluate themselves and others based on their membership in social groups.

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28
Q

what is Tolstoy’s Zeigeist Theory

A

leaders, and the characteristics that they exhibited, were products of social circumstances during a specific time

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29
Q

what are Situational Models:

A

includes many situational variables such as the needs of the group, cohesion of the group, the task, available resources.

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30
Q

what are Interactional Models

A

traits and situations interact to determine who will lead, who will not, and who will lead successfully.

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31
Q

what does Leadership Effectiveness assessment depend on

A

on content (Task vs. Social) and level of situational analysis (individual, dyadic, or organizational)

32
Q

what are Contingency approaches:

A

approaches that seek to describe the characteristics of situations and followers and examine the leadership styles that can be used effectively (relationships) = “Depending On”

33
Q

what is Fiedler’s contingency model:

A

a model designed to diagnose whether a leader is task-oriented or relationship- oriented and match leader style to the situation. It also looks at motivational style (i.e., relationship or task

34
Q

what do Leadership situations depend on according to Contingency Theory (Fiedler 1967)

A

relationship between leader/followers, the degree of task structure, and the leader’s authority (position power) – favourable, unfavourable, & moderate

35
Q

what are the strengths of Contingency Theory (Fiedler 1967)

A

Looks at situations not just traits & behaviour
What type of leadership that is most effective
Research Support
Don’t have to be effective in all situations

36
Q

what are the Limitations of Contingency Theory (Fiedler 1967)

A

Doesn’t fully explain why some leadership styles are
more effective (especially relationship)
LPC scale – doesn’t examine direct leadership style
Too many situational variables

37
Q

what is the most favourable situation according to Fiedler’s LPC scale

A

is one that has a clearly defined scope, high positional power and good relationship between the leaders and the followers – e.g., manager of a work place with monotonous-style work

38
Q

what is the unfavourable condition according to Fiedler’s LPC scale

A

the leader-member relations are usually poor, the task is unstructured, and the position power is weak – e.g., a crisis situation

39
Q

what is the Moderately favourable condition ccording to Fiedler’s LPC scale

A

when the leader-member relations are good, the task is unstructured, and position power is weak – e.g., at times 3430

40
Q

what is The Leadership Grid:

A

Blake & Mouton assume that people vary in their concern for others and in their concern for results

X & Y axis from 1 to 9
Individuals who are high on both dimensions (9,9) are the best leaders.

41
Q

Hersey and Blanchard suggest in regard to Leadership Grid

A

groups benefit from leadership that meshes with the developmental stage “maturity” of the group.

42
Q

what is Situational Leadership

A

Effective leadership requires a leader to select the right style in a particular situation that depends on the follower’s MATURITY

43
Q

what is M1/S1

A

unable or unwilling/neither confident or competent

44
Q

what is M2/S2

A

unable but willing/motivated but lack skills

45
Q

what is M3/S3

A

able but unwilling

46
Q

what is M4/S4

A

able and willing/intrinsically motivated

47
Q

what is the Leader-Member Exchange Theory (LMX)

A

focuses on how the leader-follower relationship affects the leadership process

48
Q

what are the two types of subordinates according to the Leader-Member Exchange Theory

A

In-group employees
Out-group employees

49
Q

what are In-group employees

A

viewed by the leader as competent, trustworthy, and highly motivated

50
Q

what are Out-group employees

A

viewed as incompetent, untrustworthy, and poorly motivated

51
Q

what are the 3 phases of LMX

A

Phase 1: Role-taking
member enters organization
leader assesses member’s abilities/talents &
allows individual to take on a role

Phase 2: Role-making
informal, unstructured negotiation of role –
ind. makes role and does he/she want to take
on more than the job title

Phase 3: Role-routinization
social exchange pattern emerges
becomes routine – may never change

52
Q

what are the Two leadership styles according to LMX

A

supervision (based on formal authority)
and
leadership (based on persuasion)

53
Q

Leaders use supervision with __________________, and leadership with ___________________

A

out-group employees
in-group members

54
Q

Delegated/Democratic leadership styles emphasize …….

A

the importance of sharing leadership amongst its members (for greater problem solving, communication, satisfaction).

55
Q

what is a Exemplary Follower

A

fully engaged follower

56
Q

what is a Conformist Follower

A

active and devoted

57
Q

what is a Passive Follower

A

follow the lead of others

58
Q

what is a Pragmatic Follower

A

non active follower

59
Q

what is a Alienated Follower

A

are critical of leader/followers

60
Q

what are the 4 stages of Full Range Leadership from lowest to highest

A

laissez-faire
passive management by exception
active management by exception
contingent reward
transformational

61
Q

what are Transactional Leaders

A

Transactional leadership refers to the more traditional viewpoint that position power is used to move followers to task completion

62
Q

The behavior of transactional leaders depends on ….

A

what their followers think of their leader’s behaviour – i.e., contingent reward – clear expectations and outcomes that yield constructive exchanges

63
Q

what is Transformational Leadership

A

searches for ways to help motivate followers by satisfying higher- order needs and more fully engaging them in the process of the work (Bass, 1985).

64
Q

The behavior of transformational leaders are…

A

not constrained by their followers’ perceptions but are free to act to transform (change) their followers’ views

They challenge and inspire with a sense of purpose and excitement

They create a vision and communicate it while accepting feedback and suggestions

65
Q

what are the 4 elements of transformational leadership

A

creating a strategic vision
communicating the vision
building commitment
modeling the vision

66
Q

what are the 4 general strategies of Transformational Leadership

A

Inspirational motivation
vision for the future
optimism
hope

67
Q

what is Idealized influence

A

eliciting respect from others - conviction, commitment, purpose

68
Q

what is Intellectual stimulation

A

new ways of thinking and doing things – developing intellectual needs

69
Q

what is Individualized consideration

A

consider followers needs, abilities, aspirations

70
Q

what is Authentic Leadership

A

Owning one’s own personal experiences (values, thoughts, emotions and beliefs) and acting in accordance with one’s true self”

71
Q

how is Authentic Leader-follower relationships characterised by:

A

transparency, openness & trust
guidance towards worthy objectives
emphasis on follower development

72
Q

what is Level 1 of Leadership Hierarchy

A

Highly Capable Individual makes productive contributions through talent, knowledge, skills and good work habits

73
Q

what is Level 2 of Leadership Hierarchy

A

Contributing Team Member contributes individual capabilities to the achievement of group objectives and works effectively with others in a group setting

74
Q

what is Level 3 of Leadership Hierarchy

A

Competent Manager organizes people and resources toward the effective and efficient pursuit of predetermined objectives

75
Q

what is Level 4 of Leadership Hierarchy

A

Effective Leader catalyzes commitment to vigorous pursuit of a clear and compelling vision, stimulating higher performance standards

76
Q

what is Level 5 of Leadership Hierarchy

A

Executive builds enduring greatness through a paradoxical blend of personal humility and professional will

HH/PSYC3430 A - Behaviour in Groups (4 decks)

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