Week 3 - Behaviour Approach Flashcards

1
Q

What is the Behaviour Approach? (Northouse, 2022)

A
  • the behavioural approach provides a framework for broadly assessing leadership, as behaviour with a task and relationship dimension
  • In some situations, leaders need to be more task-oriented, whereas in others they need to be more relationship-oriented
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2
Q

What are the two main types of Leadership Behaviour?

A
  • Person orientated/ consideration/ employee orientation
  • Task orientated/ initiating structure/production orientation
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3
Q

Characteristics of Task-Orientated Leadership Behaviour (2)

A
  • Task-oriented people are doers, and task leadership behaviours facilitate goal accomplishment.
  • Task leadership considers the elements involved in task accomplishment from organising work and defining roles to determining policies and procedures
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4
Q

Characteristics of Person-Orientated leadership behaviour (2)

A
  • Relationship-oriented leadership behaviours focus on the well-being of followers, how they relate to each other, and the atmosphere in which they work.
  • Relationship leadership explores the human aspects of leadership from building camaraderie, respect, trust, and regard between leaders and followers to valuing followers’ uniqueness and attending to their personal needs.
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5
Q

What was said in the Ohio State Leadership Studies about person orientation/consideration/employee orientation?

A

person orientation/consideration/employee orientation is the extent to which the leader demonstrates that they trust their subordinates, respect their ideas and show consideration for their feelings.

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6
Q

According to the Ohio State Leadership studies, what are the characteristics of a person orientation/consideration/employee orientation leader? (5)

A
  • Is easy to get along with
    – Puts ideas generated by the group into operation
    – Treats everyone the same
    – Let’s followers know of upcoming changes
    – Explains actions to all group members
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7
Q

What was said in the Ohio State Leadership Studies about Task orientated/ initiating structure/production orientation? (2)

A
  • Task-orientated/ initiating structure/production orientation is the extent to which the leader defines and structures their role and the roles of their subordinates toward goal attainment.
  • The leader actively directs group activities.
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8
Q

What was said in the University of Michigan’s Leadership Studies about person orientation/consideration/employee orientation?

A

are leadership behaviours that approach followers with a strong human relation emphasis

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9
Q

According to the Ohio State Leadership studies, what are the characteristics of a Task orientated/ initiating structure/production orientation leader? (5)

A
  • Tells group members what is expected
    – Promotes the use of standardised procedures
    – Makes decisions about work methods
    – Clarifies role relationships among group members
    – Sets specific goals and monitors performance closely
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10
Q

According to the University of Michigan’s Leadership studies, what are the characteristics of a person orientation/consideration/employee orientation leader? (3)

A
  • emphasise human relations
  • They value workers as individuals, prioritise their needs, and create a supportive work environment.
  • This is similar to the consideration behaviour identified in the Ohio State studies.
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11
Q

What was said in the University of Michigan’s Leadership Studies about Task orientated/ initiating structure/production orientation?

A

They are leadership behaviours that stress the technical and production aspects of a job

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12
Q

According to the University of Michigan’s Leadership studies, what are the characteristics of a task-orientated/ initiating structure/production orientation leader? (2)

A
  • These behaviours prioritise technical and task-related aspects of work, treating workers primarily as tools to accomplish production goals.
  • This parallels the initiating structure behaviours from the Ohio State studies.
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13
Q

Black & Mouton’s (1967) Managerial Grid

A
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14
Q

What is meant by paternalism/maternalism in Black & Mouton’s (1967) Managerial Grid? and what coordinates would this occur? (3)

A
  • paternalistic/maternalistic style treats people as if they were dissociated from the task.
  • Paternalistic/maternalistic leaders are often described as “fatherly” or “motherly” toward their followers, regard the organization as a “family,” make most of the key decisions, and reward loyalty and obedience while punishing noncompliance.
  • It can be found at 9,1 or 1,9
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15
Q

What is meant by opportunism in relation to Black & Mouton’s managerial grid

A

It refers to a leader who uses any combination of the basic five styles for the purpose of personal advancement

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16
Q

What are the characteristics of Opportunistic Leaders?

A

They will adapt and shift their leadership behaviour to gain personal advantage, putting self-interest ahead of other priorities. Both the performance and the effort of the leader are to realise personal gain.

17
Q

What are the characteristics of Opportunistic Leadership behaviour? (4)

A
  • ruthless
  • cunning
  • self-motivated,
  • could argue that these types of leaders are adaptable and strategic.
18
Q

What is the Integrated Model of Leadership Behavior (IMoLB) - Behrendt, Matz, and Göritz (2017)

A

The IMoLB relates task-oriented behaviour to organizational change demands through envisioning change, innovation, and encouraging learning.

19
Q

What is Yukl’s (2012) 3 dimensional model of leader behaviour?

A
20
Q

What are the strengths of the behavioural approach? (4)

A

+ Broadened the scope of leadership studies moving forward from a solely trait approach
+ Large body of research supporting the initial studies
+ Task and person-oriented behaviours are the basal stone of leadership
+ Allows leaders to assess and shape their own behaviour

21
Q

What are the criticisms of the behavioural approach? (3)

A

‾ Relationship between behaviours and outcomes not always clear (difficult to measure behaviour)
‾ Does not identify an universal style of leadership that is always effective (high/high might not always be best)
‾ Fails to take into account contextual factors