Week 1: Leadership Trends

Question 1

Name the six main leadership trends and their respective eras.

Answer 1

1. Trait theories - up to late 40s
2. Behavioural theories - late 40s-60s
3. Contingency theories - late 60s-80s
4. Transformational theories - around 1990
5. Ethical, servant theories - around 2000
6. Value and Meaning theories - around 2015

Question 2

Link the leadership trend to its main concern:

1. Traits
2. Style
3. Contingency
4. Transformational
5. Ethical, Servant
6. Value, Meanings

A. Vision, Charisma: where do we want to go?
B. Who is the leader?
C. The moral side
D. It all depends on the situation
E. What does the leader do?
F. How do we pursue our purpose?

Answer 2

1. B
2. E
3. D
4. A
5. C
6. F

Question 3

Trait theories suggest leaders are _____ with _______ characteristics that set them apart from non-leaders.

They consider how ______, _____ and/or ______ traits differentiate leaders from non-leaders.

Answer 3

born, dispositional

social, physical, intellectual

Question 4

In terms of the Big 5 framework, _______, ________ and _______ were found to predict leader emergence.

_______ people are more likely to assert themselves in group situations.

Answer 4

extroversion, conscientiousness, openness to experience

extroverted

Question 5

Conscientiousness is the degree to which

Answer 5

people do their work well, thorough and according to the set rules and guidelines

Question 6

What physical traits are associated with (but not causal to) leadership?

Answer 6

Weight/Fitness, Height, Gender: these are evolutionarily seen as more dominant, healthy and intelligent

Question 7

The most important aspect of trait theories is to understand that traits do not predict leader ________, they just are associated to leader _________.

Answer 7

effectiveness, emergence

Question 8

What leadership trend argues that leaders are not born, but made?

Answer 8

Style theories, popular in the late 60s-80s

Question 9

Style theories suggest that behaviour is ________ and can be _______. Therefore, leader are not _____, but they are _____.

Answer 9

directly observable, changed

born, formed

Question 10

How does understanding leadership behaviour affect organisations?

Answer 10

understanding leadership behaviour allows organisations to design leadership talent management systems, in which they hire, develop and promote those skills that are necessary for leadership success.

Question 11

There are two overarching theories in style leadership - which are they?

Answer 11

Ohio State research

University of Michigan research

Question 12

In the Ohio State study, ________ and __________ are two separate dimensions on which leaders can score high or low.

Leaders high on _______ engage in many different task-related behaviours, such as _____ or ______.

Leaders high on _______ engage in behaviour that shows supportiveness and concern towards their employees, such as ______ or ______.

Answer 12

initiating structure, consideration

initiating structure, assigning deadlines or monitoring performance levels

consideration, speaking up for their interests or caring for their personal live

Question 13

In the Ohio State study, consideration concerns how _____ and _____ a leader is towards his followers.

Initiating structure refers to how much a leader emphasises _____ and _______.

Answer 13

friendly and supportive

work goals and accomplishing tasks

Question 14

In the Ohio State study, 1000 leadership behaviour dimensions were ultimately narrowed down to two (initiating structure and consideration), resulting in 4 leadership styles. What are they?

1. low consideration, low initiating structure
2. low consideration, high initiating structure
3. high consideration, low initiating structure
4. high consideration, high initiating structure

Answer 14

1. delegating: an employee can be left on their own
2. telling: employees have only moderate ability and need direction
3. participating: followers have high ability but lack confidence, so they need support and encouragement
4. selling: the idea of a task has to be ‘sold’ to the employee

Question 15

The University of Michigan study tries to identify leadership behaviour related to effective _________.

They identified four categories of such behaviour:

1. ____ - all behaviours that motivate employees to accomplish tasks
2. ____ - all behaviours that facilitate the work, like clarifying roles or allocating resources
3. _____ - behaviours that show concern for subordinates
4. _____ - behaviours that help smooth things such as conflicts

______ and ______ are job-centred approaches and can be compared to the ______ dimension in the Ohio State Study.
______ and _____ are employee-centred approaches and can be compared to the ________ dimension in the Ohio State Study.

Answer 15

group performance

1. goal emphasis
2. work facilitation
3. leader support
4. interaction facilitation

goal emphasis, work facilitation; initiating structure
leader support, interaction support; consideration

Question 16

In contrast to the Ohio State study, in the UoM study you can be …

Answer 16

high on only one dimension, in the ohio state research you can score high on two dimensions.

Question 17

What is the problem with with either one of the style theories (Ohio and Michigan)?

Answer 17

the way in which leader effectiveness is defined; is it simply about meeting organisational goals or about satisfying employees as well?

Question 18

The most effective leadership style in style theories depends on what criteria you use to judge effectiveness.

Consideration is especially important for ______ and _______.

Initiating structure is especially important for ____/____, especially when the task is _____ and _____.

Answer 18

follower satisfaction, motivation

group/organisational performance; ill-defined and vague

Question 19

Which leadership trend suggests that leadership effectiveness depends on situational factors?

Answer 19

Contingency theories argue that in situation A, leadership style X would be needed and in situation B, leadership style Y would be most suitable.

Question 20

What are the three variables (moderators) that influence the relationship between leader behaviour and performance outcomes?

Answer 20

1. Leader characteristics (traits, experience, skills)
2. Follower characteristics (capabilities, motivation)
3. Characteristics of the situation (task, structure, environment)

Question 21

When were contingency approaches most prominent and name 3 Contingency theories.

Answer 21

Late 60s-80s

Situational leadership, path-goal theory, contingency model

Question 22

What three theories build on the two dimensions of the Ohio State study?

Answer 22

Path-goal, contingency model, situational leadership

Question 23

Which theory builds on Vrooms Expectancy theory?

Answer 23

House and Dressler’s path-goal theory

Question 24

According to the expectancy theory, what you need for organisational motivation is a combination of three variables: ______ x _______ x _____.

______ refers to the belief that effort will lead to good performance.

______ refers to the belief that good performance will lead to a reward.

_____ refers to the degree to which employees value that reward.

So, in essence, you need an ____-____ relationship, a ____-_____ relationship and _____to trigger motivation in employees.

Answer 24

expectancy
instrumentality
valence

effort-reward relationship
performance-reward relationship
reward value

Question 25

Path-Goal theory builds on the expectancy theory in what way?

Answer 25

While in Expectancy theory motivation is triggered by creating relationships between the belief that a certain effort will lead to good performance, the belief that that good performance will lead to a specific reward and the belief that this reward is in some way meaningful to the employee.

Path-Goal theory argues that a leader clarifies this path and helps an employee walk that way to attain these goals.

Question 26

In House and Dressler’s path-goal theory, a leaders style is flexible and leader has to engage in a certain leadership style depending on the environment and employees needs in order to help them achieve a goal.

What are the four leadership styles identified by the path-goal theory?

Answer 26

1. Directive: focuses on getting the work done
2. supportive: focusses on the well-being of the employee
3. participative: consults with the employees in decision-making
4. achievement-oriented: sets challenging goals and expects excellence

Question 27

In the path-goal theory, what are the two moderating factors of the relationship between leader behaviour and outcomes?

Answer 27

1. situational/environmental factors - outside an employees control like task structure, formal authority systems (policies) or work group (norms)
2. follower/subordinate factors - internal to employee, like locus of control, experience and perceived ability to do something

Question 28

In the path-goal theory, what are the two potential outcomes of a selected leadership behaviour (moderated by environmental and subordinate factors)?

Answer 28

performance outcomes

satisfaction outcomes

Question 29

1. In the path-goal theory, directive leadership is said to be strongly related to follower satisfaction when tasks are ____ and ____, as it helps employees cope with that.
2. achievement-oriented behaviour works best when the staff suffers from _____ and ____ and/or when followers have a ______.
3. supportive leadership behaviour is effective in situations in which tasks are ____ or in which a team is ____, _____ or otherwise _____.
4. Participative leadership is effective in situations where followers are making ______ or ______ and the leader can take steps to help them improve. It is also more effective when followers have an _____ locus of control.

Answer 29

1. vague and ambiguous
2. lack of challenge and boredom, high belief in themselves
3. structured, new, inexperienced or otherwise lacking confidence
4. poor decisions or improper procedure, internal

Question 30

In what three ways is house and dresslers path-goal theory flawed?

Answer 30

1. difficult to test
2. mixed support, as researchers think its great but practitioners see it as too complex to apply
3. limited scope, since leadership effectiveness is not only determined by the ability to increase followers motivation

Question 31

Why is the path-goal theory popular despite its criticism?

Answer 31

it highlights the importance of contingency/situational factors in leadership effectiveness and trains leaders in behaviours but also assessing a situation

Question 32

in contrast to the path-goal theory, a leaders style cannot be ______ and is _____ in fielders contingency model.

therefore, for effective leadership one has to either ______ or ______ for a certain situation.

Answer 32

changed, inflexible

craft the situation to fit the leader or choose the right leader

Question 33

How does Fiedlers contingency model build on the Ohio state studies?

Answer 33

Fiedler argues hat a key factor in leadership success is the individuals basic leadership style. One can either be relationship-oriented (consideration) or task-oriented (initiating structure).

Question 34

In Fiedlers contingency model, what model can one use to determine whether someone is a task-oriented or relationship-oriented leader?

Answer 34

The Least-Prefered-Coworker Scale (LPC) determines the FIXED leadership style that determines a leaders use in certain situations.

Question 35

1. In the LPC Scale, you have to _______ about your least preferred coworker.
2. Depending on the scores you give on a scale from 1-8, you, not your co-workers _____ is either _____ or _____.
3. A low LPC Score stems from evaluating your coworker in a _____ way. It indicates that your first motivation is _____- orientation and you are therefore very effective when it comes to ______. You are quick to _____ groups in order to ______.
4. A high LPC Score stems from evaluating your coworker positively and indicates that your first motivation is ______- orientation. Your focus is on ____, and only once those are established can you focus on ____. You are also great at _____ and _____.

Answer 35

1. indicate your thoughts
2. motivational hierarchy, task- or relationship-oriented
3. negative; task-oriented, finishing tasks; organise, get tasks and projects done
4. positive; relationship-oriented; personal connections, tasks, avoiding and managing conflict

Question 36

Why is it not wise to only rely on the LPC scale to identify the right leadership style and how was the problem solved?

Answer 36

The LPC Scale did not predict leader effectiveness reliably. It did work once you take three situational factors (situational favourability) into account:

1. Leader-member relations - degree of trust, respect and confidence
2. Task structure - degree of task clarity
3. Position power - hiring/firing/reward abilities of leader

Question 37

Fiedlers Situational Favourability theory suggests that the more control a leader has over a situation, the more _____ the situation and the ____ the situational favourability.

Answer 37

control, favourable, higher

Question 38

You are leading a team who trusts you, but your tasks are undefined and you do not really outrank them. What kind of leader would be most effective, according to Fiedlers Contingency Model of Leader-Situation Matches?

Answer 38

This suggests moderate situational favourability. In the fourth and fifth octant of the model, relationship-orientation is the most effective leadership style.

Question 39

You are leading a team who does not respect you very much and they have unclear tasks, but you clearly outrank them. According to Fiedlers Contingency Model of Leader-Situation Matches, what kind of leader is the most effective?

Answer 39

In the first, second, seventh and eighth octant of the model, task-motivated leaders are most effective.

This requires either very high or very low situational favourability.

Question 40

Fiedlers Contingency theory argues that leadership effectiveness is contingent upon the ______ of a leader and the ______.

There is considerable evidence ______ this theory. However, it is criticised because the contingency variables are _____ and _______.

Answer 40

motivation hierarchy, situational favourability

in support of; complex, hard to determine

Question 41

When were transformational theories most prominent and name two examples?

Answer 41

Around 1990

Charismatic leadership theories, transformational leadership theories

Question 42

Transformational theories suggest that a leaders _____, _____ and _____ are the source of its effectiveness.

Answer 42

vision, charisma and inspiration

Question 43

According to House’s charismatic leadership theory, followers see a leader as heroic or extraordinary when they observe certain behaviours. A leader needs to

Charismatic leadership works best when there is ____ and _____ in the environment, when the leader is at the ______ level of the organisation and when followers have _____ self-esteem and self-worth and seek some kind of ______.

Answer 43

1. have an attractive vision
2. be willing to take personal risks to achieve that vision
3. be sensitive to followers’ needs
4. exhibit extraordinary behaviour, be willing to go against the stream

stress and uncertainty; upper; low; ideology

Question 44

Charismatic leaders are likely to be _____, _____ and _____. That suggests you can be born one, but you can also train those skills by using your passion and enthusiasm as a ____ to induce it in others.

Answer 44

extroverted, self-confident, achievement-oriented

catalyst

Question 45

Charismatic leaders influence their following in a four-step process. Explain the steps.

Answer 45

1. Leader articulates an attractive vision
2. Leader communicates high performance expectations and confidence in a followers ability (yes, we can)
3. Leader conveys a new set of value by setting an example
4. leader engages in emotion-inducing and often unconventional behaviour to demonstrate convictions about the vision

Question 46

According to House’s charismatic leadership theory, a leaders vision should be ____, _____, ____, and given with _____ and _____ to be perceived as charismatic.

Answer 46

inspirational, value-centered, realisable; superior imagery and articulation

Question 47

Leaders like Martin Luther King or Hitler belong to extremes of what leadership theory?

Answer 47

Charismatic Leadership

Question 48

Charismatic leadership does not automatically mean that you always act in the best interest of the company. Name one way to misuse this skill.

Answer 48

Corruption

Question 49

The key difference between transformational and charismatic leadership is that while in ______ the leader’s charm and attraction create inspiration and devotion among the followers towards the leader, in _______, change in individuals and social systems are created through a collective vision.

Answer 49

Charismatic leadership, transformational leadership

Question 50

Transformational leaders inspire followers to _____ their own _____ for the good of the company.

Answer 50

transcend, self-interest

Question 51

What are 5 benefits of transformational leadership?

Answer 51

high performance, organisational citizenship, creativity, job satisfaction and motivation

Question 52

In transformational leadership, leaders show four primary behaviours (from least to most active):

______ refers to giving personal attention, treating employees individually, coaching, advising

______ refers to encouraging intellect, rationality and problem-solving

______ refers to communicating high expectations, clarifying important issues, using symbols to focus efforts

______ refers to providing a vision and sense of mission, instilling pride and gaining respect and trust

Leaders are most effective when they regularly ________.

Answer 52

Individualised consideration

Intellectual stimulation

Inspirational motivation

Idealised influence

use each of the four behaviours

Question 53

Name one example of a transformational leader.

Answer 53

Richard Branson, Virgin Group - puts employees first instead of clients

Question 54

Transformational leadership works bu encouraging followers to be more innovative and creative by providing ______. This leans on what contingency theory?

Answer 54

ambitious goals

Path-Goal theory

Question 55

Transformational leadership is often criticised because the concept is ______ as well as poorly _____ and _____.

Answer 55

not well-defined

operationizable, measurable

Question 56

Leadership implication for managers:

1. _____ and _____ can help you identify people leadership qualities.
2. For management positions, hire candidates who exhibit ______ leadership qualities and who have demonstrated _____ and ____ before.
3. Seek to develop _____ with followers because as organisations have become less stable and predictable, strong _____ are replacing bureaucratic rules.
4. The leader should work to offer ____, ____ and _____ and to nurture high quality exchanges with all followers.

Answer 56

1. Tests and interviews
2. transformational, vision, charisma
3. trusting relationships, bonds of trust
4. new roles, challenges and responsibilities

Question 57

What are the four leadership styles based on the two dimensions (initiating structure, consideration) of the Ohio State study?

Answer 57

High initiating structure, low consideration: telling
High initiating structure, high consideration: selling
Low initiating structure, high consideration: participating
Low initiating structure, low consideration: delegating

Question 58

Hersey and Blanchard base their situational leadership theory on what Style theory?

Answer 58

Ohio State

Question 59

Hersey and Blanchard argue in their situational leadership theory that there are two contingency factors to determine when a certain leadership style will be most effective:

1) _______
2) _______

Answer 59

1. willingness

2. ability

Question 60

In situational leadership, one should adapt

1. Telling leadership when followers are _____, but _____.
2. Selling leadership when followers are _____ and _____.
3. Participating leadership when followers are ______, but _____.
4. Delegating leadership when followers are _____ and _____.

Answer 60

1. willing, but unable
2. unwilling and unable
3. unwilling, but able
4. willing and able

Question 61

Hersey and Blanchard’s situational leadership theory is recognised for its _____, but criticised due to its ______.

Answer 61

logicality, limited empirical support

Question 62

When has meaning based leadership gained popularity?

Answer 62

In recent years, around 2015

Question 63

Meaning-Based leadership is about ____ and _____ people for the pursuit of the organisational _______.

Answer 63

mobilising, motivating, purpose

Question 64

In Meaning based leadership ______ is the most fundamental objective and captures the end goal and existence of a company.

Answer 64

purpose

Question 65

Van Knippenberg (2019) defines Meaning based leadership as …

Answer 65

a leaders advocacy of an understanding go organisational purpose and why this purpose is meaningful in an appeal to motivate members to contribute to the pursuit of that purpose

Question 66

According to Van Knippenberg (2019), Meaning based leadership will have a stronger effect on shared purpose and purpose pursuit when

1. a leader conveys a ______ - this can vary throughout departments
2. a leader engages in ______ - this can be done by giving autonomy and responsibilities
3. a leader is a ______ of the company and its values
4. a leader engages in _______ - the higher, the easier it will be for a leader to convey that purpose
5. a there is a _____ between the employees and organisational values

Answer 66

1. group-specific understanding of the purpose
2. empowering leadership
3. prototype
4. higher-level MBL
5. member values match

Question 67

In situational leadership, when you want to develop your follower, you need to show the behaviour of what quadrant?

Answer 67

the behaviour of ones readiness level above their current level

Question 68

Exam question:
Renee is a manager that follows Hersey and Blanchard Situational Leadership theory. She is very keen on developing her team, and has assessed that her team is currently on the third readiness level (able, but unwilling).

Which leadership behaviour should Renee show?

a. selling
b. participating
c. delegating
d. telling

Answer 68

delegating