Week 10: Leadership and power:

Question 1

managers?

Answer 1

• coping with complexity
• Determining what needs to be done – planning and budgeting
Creating arrangements of people to accomplish an agenda
Ensuring people do their jobs

Question 2

leaders?

Answer 2

coping with change
Determining what needs to be done – setting a direction
Ensuring people do their jobs – motivating and inspiring
Creating arrangements of people to accomplish an agenda – aligning people

Question 3

executive power?

Answer 3

set strategic direction of company
hire/fire key management
make major investment decisions

Question 4

management power?

Answer 4

indiv. career progression/performance appraisal
work allocation/setting targets
rewards and punishments

Question 5

worker power?

Answer 5

specialist knowledge/skills
withhold info
resist management

Question 6

what are the five approaches to leadership?

Answer 6

trait 
behavioural 
contingency 
gull-range
four additional perspectives

Question 7

what is trait approach?

Answer 7

attempt to identify distinctive characteristics that account for effectiveness of leaders

Question 8

Behavioural approach?

Answer 8

attempt to determine distinctive styles used by effective leaders: job/task orientation and people orientation

Question 9

contingency approach?

Answer 9

determines if leader’s style is task-oriented or relationship-oriented and if that style is effective for situation at hand

Question 10

Fiedler’s contingency leadership model based on 3 dimensions

Answer 10

*leader-member relations: reflected extent to which leader has support, loyalty and trust of work group, *task structure: extent to which tasks are routine and easily understand, *position power: how much power leader has to make work assignments and reward/punish

Question 11

Transactional leadership

Answer 11

: focus on clarifying employees ‘roles and task requirements and providing rewards and punishments contingent on performance

Question 12

Transformational leadership

Answer 12

transforms employees to pursue organisational goals over self-interest. Influenced by individual characteristics and organisational culture

Question 13

Key behaviour of transformational leaders

Answer 13

idealised influence, inspirational motivation, individualised consideration and intellectual stimulation

Question 14

Leader–member exchange (LMX)

Answer 14

emphasises that leaders have different sorts of relationships with different subordinates

Question 15

Servant leaders

Answer 15

focus on providing increased service to others (meeting the goals of both followers and the organisation) rather than to themselves

Question 16

E-leadership

Answer 16

can involve one-to-one or one-to-many, and withingroup and between-group and collective interaction via information technology