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MPL > Week 2: Leadership > Flashcards

Week 2: Leadership Flashcards

1
Q

What is leadership? (Chremers etal.,)

A

A process of social influence in which one person is able to enlist the aid and support of others in the accomplishment of a common task

of

Leadership is about the relation between leaders and followers

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2
Q

Effective leadership cannot be predicted by personality alone. True/false?

A

True

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3
Q

Which 4 different approaches for leadership are discussed by Chemers (2000) ?

A

Trait approach:

Behavioural approach:
1. Consideration: making
sure that minority viewpoints were considered in decision making, and attempting to reduce
conflict in the work environment
2. Initiation of structure: measures the leader’s use of standard operating procedures, criticism of poor work, and emphasis on high levels of performance

  1. Contingency approach: certain types of leadership are effective, depending on the situation in which they are in
  2. Perceptions:
    - Attribution theory
    - Romance of leadership
    - Fundamental attribution error
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4
Q

Trait approach gaat over?

A

Persoonlijkheidsperspectieven op leiderschap. “Wie” worden er leiders obv. kenmerken

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5
Q

Welke persoonlijkheidskenmerken horen volgens Kouzes en Posner bij een leider? Noem minimaal 3

A

Honest
Looking-forward
Inspiring
Competent
Fair-minded
Supportive
Broad-minded
Intelligent
Straightforward
Courageous

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6
Q

Behavioral approach. Welke twee vragen moeten volgens Chemers beantwoord worden bij deze approach? Denk aan het woord behavioral

A

What is a leader doing?
Which behaviors are effective?

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7
Q

Which two main clusters of behaviors are typical for behavioral approach? (These clusters dont predict leadership succes, just behavior)

A

Consideration - concern for others
Initiation of structure - procedures and tasks

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8
Q

What is considered typical for contingency approach? (Contingency = a future event or circumstance which is possible but cannot be predicted with certainty.)

A

Situational leadership theory

(Directive vs supportive = S1,2,3,4 = Telling, Selling, Participating a

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9
Q

Leg Situational leadership theory uit (denk aan perforamnce readiness = hoe goed je een taak kan uitvoeren)

A

Task behavior dimension (x-as) and Relationship behavior dimension (y-as). Telling (R1) Selling (R2) Participating (R3) en Delegating (R4). Zie lecture powerpoint slide 13

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10
Q

Which theory comes with the perceptions approach and what does this theory entail?

A

Attritbution theory - recognition & inferences

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11
Q

What is Romance of leadership ?

A
  • either very good or bad outcomes reflect the leader (not the situation or group)
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12
Q

(un)successful leadership depends only on context,
True/false?

A

False. It depends on the contingency between personality and situation

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13
Q

Stereotypical ideas about the leadership quality of males and females: Name a behavioral differences between male and female leaders

A

Female leaders tend to be more participative than men (task orientated)

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14
Q

Transformational Leadership:
Transactional leadership:

A

Transformational Leadership: - inspire what followers do what is right
Transactional leadership: - if you do this you get this

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15
Q

What is the Social identity Theory (of approach) - group identity approach?

A

People are group members
Part of their identity is based on their group memberships
People want to feel good about themselves and about their groups
People perceive in-groups and out-groups and favor their in-group over the out-group

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16
Q

Which four key roles are drawn of social identity theory? Think of what leaders need to be to be succesful? (1) = Prototype, (2) = …, (3) = …, (4) = …

A

Leaders need to be in-group prototype (a person who reflects who we are- what makes ‘us’ different from ‘them’)
Leaders need to be in-group champions (reflect the group norms and values + serve the collective interest)
Leaders need to be entrepreneurs of identity (creation of prototype- common ground- lobbying)
Leaders need to be embedders of identity (they need to be physically embedded in the world in order to have enduring impact)

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17
Q

Name who other ways to become a leader

A

Power based
Non-verbal status cues

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18
Q

Name at least two bases of power by French & Raven

A

Legitimate power
Reward power
Coercive power
Exper power (information power)
Referent power

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19
Q

Legitimate power = ?

A

People of power have power because of their position in the org or society (authority)

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20
Q

Reward power =

A

People of power have power because they can provide or withhold rewards –> bonuses, benefits, promotions, responsebitliyt

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21
Q

Coercive power

A

People have power because of the application of negative influences onto employees or people with low power –> threats, social exclusion (dictator, governments, parents)

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22
Q

Expert power =

A

People have power because they can influence other people’s feelings about themselves –> based on charisma and identification and liking of the followers

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23
Q

Non-verbal status cues. Name at least 4

A

Length
Age
Gaze
Posture
Movement
Speech

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24
Q

What is one of the most influential and prevalent leadership theories? (Burns, 1978)

A

Transformational vs transactional leadership

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25
Q

Name at least two perspectives/influences of transformational leadership

A

Charisma/ idealized influence
Inspirational motivation
Intellectual stimulation
Individualized consideration

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26
Q

Give two examples of transactional leadership

A

Contingent reward - constructive transactions
Management by exception - active (corrective action before serious problem = anticipation)
Management by exception - passive (corrective action after serious problem = punishment afterwards)

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27
Q

What is the Great man theory of leadership? (Chemers et al.,)

A

Succesful leaders possessed trait of personlaity and character that set them apart from ordinary followers

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28
Q

Groups led by task-oriented leaders performed best in situations of..? (Chremers et al.,)

A

in situations of high control and predictability or very low control and predictability

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29
Q

Groups led by relationship-oriented leaders performed best in situations of …?(Chremers)

A

moderate control or predictability

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30
Q

Authoritarian leaders are effective when ..? (Chremers, et al.,)

A

there is a insecure situation

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31
Q

Explain the Normative decision theory and name the 3 styles of leadership? (Chremers)

A

A model of decision-making effectiveness that integrated leaders’ decision strategy with situational factors.

  • Autocratic styles
    -Consultative styles
    -Participative styles
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32
Q

Name 3 shared features between contingecy model and normative decision theory (Chemers)

A

-Leader as central actor in groups efforts
-Leaders task to gain the group support in solving problems and implementing solutions
-Directive approach is the most effective when task is clear, participative approach is most effective when less clear environment

33
Q

Compare contingency and normative decision-making models in low-control situations. How do these models shape leadership styles?(Chremers et al.,)

A

Contingency model prioritizes quick, direct action in low-control scenarios, often employing authoritative leadership. Normative decision-making emphasizes participative strategies for long-term support, involving group members in decision-making. For example, an authoritative style may be used in emergencies, while a participative style fosters collaboration during prolonged crises.

34
Q

Explain the 2 underlying factors within the attribution theory (Chremers)

A

Recognition: you recognize good leadership when it is fits your ideas

Inferences processes: you see a leader being very successful, so you think that he/she might be a
good leader

35
Q

Explain the Fundamental attribution error (Chremers)

A

Performance is more likely to be ascribed to internal, personal causes (i.e. motivation or ability) over equally plausible external causes (i.e. poor training or support)

36
Q

Name the three explanations for potential differences between male and female leaders (Chremers)

A
  • Biologically
    -Culturally
    -Observed differences reactions between male and female
37
Q

Transformational leadership (Chremers)

A

Leadership in which the leader tries to accomplish something and tries to transform the world or helps people to transform themselves (employ their qualities to a higher level)

38
Q

Transactional leadership (Chremers)

A

Leadership more about reward and punishment, it is more about transactions (if you do something for me, I do something for you)

39
Q

Name three sets of characteristics that typified charismatic leaders? (Chremers)

A
  • Personal characteristics,
  • Behaviors,
  • Situational influences
40
Q

According to the Path theory, how do transformational leaders raise the
salience of collective goals over personal or selfish interests of the followers? (Chremers)

A

By placing the group’s mission into moral contexts.

41
Q

Name the 4 cultural differences of Hofstede (Chremers)

A
  • Power distance
  • Uncertainty avoidance
  • Individualism vs. collectivism
  • Masculinity
42
Q

Describe the components of functional integration in leadership and describe them (Chremers)

A
  • Image management: a leader must build credibility in the legitimacy of his or her authority by projecting an image that arouses feelings of trust in followers.
  • Relationship development: a leader must develop relationships with subordinates that enable those subordinates to move toward individual and collective goal attainment.
  • Resource development: Leader must effectively use the knowledge skills and material resources present within their group to accomplish teh groups mission
43
Q

What is the name of the research of Chremers?

A

Leadership research and theory: A functional integration

44
Q

What is the name of the research of Hogg, van Knippenberg & Bast?

A

The social identity theory of leadership

45
Q

Give the definition of group prototype? (Hogg et al.,)

A

An individual’s cognitive respresentation of what he or she believes to be the normative properties of the group.

46
Q

What is meant with “Leadership has an identity function” (Hogg et al.,)

A

Peoplelook to their leaders to define their identity

47
Q

What does the social identity perspective on leadership says about prototypical leaders? (Hogg et al.,)

A

More prototypical leaders are more effective

48
Q

What does the social identity perspective on leadership says about Prototypical ingroup members? (Hogg et al.,)

A

are often perceived to be the most reliable source of normative information and thus effectively have disproportionate influence over the identity and behavior of group members.

49
Q

Prototypical leaders can be characterizes as “entrepreneurs of identity”. What does this mean?

A

They can effectively construct and manage perceptions of the group prototype and thus the group’s identity.

50
Q

Name the three reasons why a prototypical ingroup member is perceived as a more effective leader (Hogg et al.,)

A
  1. Appearance of being influential : prototypical leaders appear to be more effective sources of influence - more likely to be turned to for reliable information about what the group stands for.

2.Prototype-based liking and influence: People in groups tend to feel more positively about prototypical group memberd and like them more - being liked makes it easier to influence

3.Legitmacy, trust and innovation: prototypical members identify more strongly with the group and they embody group norms more precisely as part of their identity. It allows them to diverge from group norms and be more innovative

51
Q

Fill in the … “Prototypical leaders are more effective as … and can motivate ….? (Hogg et al)

A
  1. change agents
  2. follower creativity
52
Q

How does the level of group identification influence ratings of group prototypical leaders compared to non-prototypical leaders? Explain (Hogg et al.,)

A

As group membership becomes more salient and people identify more strongly with the group, they rate group prototypical leaders more favorably than non-prototypical leaders.

53
Q

Explain the main feature of the social identity theory of leadership regarding prototypical leaders. Why are prototypical leaders considered effective in salient groups? (Hogg et al.,)

A

Because these leaders are strongly identified with the group, followers trust them relatively uncritically not to harm their group and to do what is necessary to protect and advance the group.

54
Q

How does trust enable a prototypical leader to be innovative and steer the group in new directions? (Hogg et al.,)

A

Trust in the leader ensures that followers are willing to embrace change, even if it deviates from existing norms.

55
Q

What are idiosyncrasy credits and how do they contribute to the innovativeness of leaders? (Hogg et al.,)

A

leaders who climbed the ladder as committed and normative members of the group accrue idiosyncrasy credits from the group that they can spend when they arrive at the top - be more innovative.

56
Q

What is Transgression credit? (hogg et al.,)

A

people in groups derogate ingroup norm violators most harshly if the transgressor is highly prototypical. However, when such a norm violator is an ingroup leader, he or she is treated significantly less harshl

57
Q

Prototypical leaders are seen as agents of … and guardians of …? (Hogg et al.,)

A
  1. continuity
  2. group identity
58
Q

What is the importance of the perception that a prototypical leader is an agent of continuity? How can this perception contribute to the leader’s ability to drive change within the group? (Hogg et al.,)

A

This is important because it increases group members’ confidence that essential features of the collective identity will be preserved. This allows the prototypical leader to encourage change without encountering resistance.

59
Q

Glass ceiling (Hogg et al.,)

A

An unacknowledged barrier to advancement in a profession, especially affecting women and members of minorities.

60
Q

Glass cliff (Hogg et al.,)

A

Organizational crisis in which female leadership is preferred

61
Q

Explain the Uncertainty-identity theory (Hogg et al.,)

A

people find feelings of uncertainty, particularly about themselves and things that reflect on or relate to their identity and self-concept, aversive

62
Q

What is the definition of Destructive leadership (Einarsen et al.)

A

The systematic and repeated behavior by a leader that violates the legitimate interest of the organization by undermining and or sabotaging the organizations goals, tasks, resources and effectiveness and/or motivation, well-being or job satisfaction of subordinates.

63
Q

Name the two separate dimensions of destructive leadership behavior (Einarsen et al.,)

A
  1. Behaviors towards subordinates
  2. Behaviors towards organization
64
Q

Managerial grid is a conceptualization of effective and ineffective leadership. Name the 4 leadership categories. (Einarsen et al,.,)

A

Country club: high concern for people, low concern for task

Impoverished: low concern for people, low concern for task

Team leader: high concern for people, high concern for task

Authoritarian: low concern for people, high concern for task

65
Q

Draw the model of destructive and constructive leadership behavior (Einarsen et al.,)

A

Links boven = supportive-disloyal leadership
Links onder=Derailed Leadership
Rechtsboven= Constructive Leadership
Rechtsonder = Tyrannical leadership

Horizontale as -
Links = Anti-organisation behaviour
Rechts = Pro-Organisation behaviour

Verticale as -
Boven = Pro-subordinate behavior
Onder = Anti-subordinate behavior

66
Q

Laissez-faire leadership (Einarsen et al.,)

A

A passive, indirect form of destructive leadership
- No involvement
- No intention to motivate
- No recognition of needs

Judge & Piccolo: The avoidance or absence of leadership. They avoid making decisions, hesitate in taking action and are absent when needed

67
Q

Which leadership catagory of the Managerial grid has several characteristics in common with the laissez-faire leadership? (Einarsen et al.,)

A

Impoverished management

68
Q

Laissez-faire should be considered a form of destructive leadership, because ..? (Einarsen et al.,)

A

Because laissez-faire leadership has the potential to undermine organizational objectives and/or subordinates’ well-being

69
Q

What is the name of the research of Einarsen et al.,?

A

Destructive leadership behavior

70
Q

What is the name of the research of Judge & Piccolo?

A

Transformational and transactional leadership

71
Q

Explain the difference between Transformational- and Transactional leadership? (Judge & Piccolo)

A
  • Transformational leaders offer a purpose that transcends short-term goals and focuses on higher order intrinsic needs.

-Transactional leaders focus on the proper exchange of resources.

72
Q

Name the 4 dimensions of transformational leadership (Judge & Piccolo)

A
  1. Charisma or idealized influence; : the degree to which the leader behaves in admirable ways that cause followers to identify with the leader. They display conviction, take stands, and appeal to followers on an emotional level.
  2. Inspirational motivation;the degree to which the leader articulates a vision that is appealing and inspiring to followers. They challenge followers with high standards, communicate optimism about future goal attainment, and provide meaning for the task at hand.
  3. Intellectual stimulation; the degree to which the leader challenges assumptions, takes risks, and solicits followers’ ideas. They stimulate and encourage creativity in their followers.
  4. Individualized consideration; the degree to which the leader attends to each follower’s needs, acts as a mentor or coach to the follower, and listens to the follower’s concerns and needs.
73
Q

Name the 3 dimensions of transactional leadership? (Judge & Piccolo)

A
  1. Contingent reward: degree the leader sets up constructive transactions or exchanges with followers.

2.Management by exeption (active): Corrective action befor serious problems-anticipation.

3.Management by exeption (passive): corrective action after problems have arisen

74
Q

Explain the Augmentation effect? (Judge & Piccolo)

A

That transformational leadership contributes to the effect of transactional leadership.

75
Q

Transactional leadership leads to positive leadership performance (True / False) (Judge & Piccolo)

A

False

Transformational leadership leads to positive leadership performance

76
Q

Contingent reward (part of transactional leadership) leads to positive leadership performance (True/false)

A

True

77
Q

Laissez-faire leadership and passive management by exception (part of transactional leadership) leads to …? (judge & Piccolo)

A

Negative leadership performance

78
Q

Is it possibile to be transformational & transactional leader? (Judge & Piccolo)

A

Yes: There is a positive relationship between transformational leadership and contingent
rewards

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