W6 - Leadership

Question 1

Judge et. al 2004:
Does intelligence predict leadership?

Answer 1

Weak correlation between intelligence and leadership

Question 2

Antonakis, House, and Simonton (2017):

Studied intelligence and leadership

Answer 2

There is an optimal level of intelligence for leadership effectiveness.

This is because extremely intelligent leaders may struggle to communicate effectively or relate to followers who operate at a lower cognitive level, creating barriers to understanding and connection.
This highlights the importance of balance in cognitive ability for leadership success.

Question 3

How good do traits predict leadership?

Answer 3

Traits predict strongly.

Predicts stronger for affective/relational outcomes (emotional & interpersonal aspects) compared to performance outcomes

Question 4

What are the 2 behavioural perspectives of leadership?

Answer 4

1. Consideration
   Predicts affective reactions more strongly
2. Initiation of Structure
   Predicts performance more strongly

Question 5

Leadership Training Design, Delivery, and Implementation: A Meta-analysis

Examines whether leaders are trained (made) or born.

Answer 5

Leadership training does lead to improvements in various outcomes, including reactions, learning, and organisational results like turnover and profit.

Training also boosts subordinate outcomes, such as job satisfaction.

Question 6

Leadership Training Design, Delivery, and Implementation: A Meta-analysis

Does a needs analysis benefit training?

Answer 6

Needs analysis enhances training effectiveness by identifying what specific skills or areas need improvement.

Question 7

Leadership Training Design, Delivery, and Implementation: A Meta-analysis

Are voluntary programs more effective than mandatory?

Answer 7

Regarding voluntary vs. mandatory training, voluntary programs increase transfer of learning because participants are more motivated, but they can lower organisational results since fewer people attend, meaning fewer people benefit from the training, which impacts overall organisational performance.

Question 8

Leadership Training Design, Delivery, and Implementation: A Meta-analysis

Are temporally spaced sessions more effective than massed training sessions?

Answer 8

Spacing does not affect learning, but spaced training is better for transfer and results downstream.

Question 9

Leadership Training Design, Delivery, and Implementation: A Meta-analysis

Are training programmes more effective for low-level or high-level leaders?

Answer 9

Both benefit in terms of results

Question 10

Leadership Training Design, Delivery, and Implementation: A Meta-analysis

Are self-administered programmes less/more effective than those administered by the organisation or outside the organisation?

Answer 10

All types are effective but self-administered programmes are less effective than the other two types

Question 11

Leadership Training Design, Delivery, and Implementation: A Meta-analysis

Is there a difference between training on-site or off-site?

Answer 11

Both work but larger effects for on-site training (perhaps more people attend).

Question 12

Leadership Training Design, Delivery, and Implementation: A Meta-analysis

Is face-to-face / virtual training better?

Answer 12

Face-to-face is better for transfer of learning but no difference for learning.

Question 13

Leadership Training Design, Delivery, and Implementation: A Meta-analysis

Are hard skills (eg. data analysis, monitoring budgets) or soft skills (eg. interpersonal competencies) more easily trained?

Answer 13

Hard skills are learned and transferred more easily but soft skills affect subordinate and organisational outcomes more.

Question 14

Leadership Training Design, Delivery, and Implementation: A Meta-analysis

Is multi-source feedback better than single-source feedback?

Answer 14

Evidence is unclear.
The idea behind multi-source feedback and leader development is that it increases self-awareness and development.

Question 15

Leadership Training Design, Delivery, and Implementation: A Meta-analysis

Has training effectiveness increased over time?

Answer 15

Not on learning but on results - we have improved on how to train leaders over time

Question 16

Inconsistent Video Update (Kray, Kennedy, & Lee 2024):

Gender differences in propensity to negotiate for pay?

Answer 16

Propensity to negotiate for pay between genders were thought to be able to explain the gender pay gap.

Women were shown to more likely to negotiate pay compared to men –> Neutral propensity between genders.

Hence, propensity to negotiate rates rose for both genders, but at a higher rate for women.

Question 17

What are the barriers to women leadership?

Answer 17

1. Work-family issues
   Women have more domestic responsibilities
2. Discrimination & Prejudice
   Women are provided fewer opportunities
3. Leader stereotypes
   Women are more communal vs. Men are more agentic
4. Organisational barriers
   Leadership roles demand long hours and relocations.
   Masculine organisational culture (workplace environment unfriendly to women).
   Barriers to building social capital (Exclusive networks like “Old Men’s Network” concentrate opportunities & power among men).
   Challenges of obtaining desirable assignments (for securing of high visibility roles essential for career advancement).

Question 18

Are there gender differences in leadership aspirations?

Answer 18

Men ave slightly higher aspirations, and this gender difference hasn’t narrowed over time.

Question 19

What is the relationship between an organisation’s work-life initiatives and aspirations?

Answer 19

Women are more likely to aspire to have leadership roles if there are work-life initiatives in place.

Question 20

Are men or women more likely to emerge as leaders?

Answer 20

Men are more likely to emerge as leaders, with the difference decreasing over time.

Reasons:
- Men are more agentic
- Women are more communal
- Men participate in discussions more, and more participation = likely to emerge

Question 21

Do men and women lead (behave) differently?

Answer 21

Men are more likely to emphasise mistakes & failures, and wait until the problem is severe before intervening + more likely to shirk responsibility before managing.

Men are higher on passive leadership

Women are more transformational, more transactional in providing rewards, and more likely to mentor & develop followers.

Women are significantly higher on contingent reward and task-orientation.

Question 22

Are men or women more effective leaders?

Answer 22

Overall, men and women do not differ in perceived leader effectiveness.

However, depending on who you ask:
- Other-ratings: Women are rated more effectively
- Self-ratings: Men rate themselves more effective

Organisations:
Men are perceived as more effective in male-dominated organisations

Roles:
Women are perceived as more effective in middle-management roles (roles focused on communication, collaboration & teambuilding).
No difference observed for low and upper-management roles.

Question 23

Does female representation on corporate boards affect firm financial performance?

Answer 23

Evidence is mixed. No positive effects observed.