Ch 11: Leadership

Question 1

Leadership

Answer 1

capacity to direct, energize people to achieve goals

Question 2

Early leadership theory focused on physical characteristics such as

Answer 2

height

Intelligence

Question 3

In 1955, Katz identified these three skills as important to leadership

Answer 3

1. Technical skills (knowledge, competencies
2. Human skills (sensitivity, motivation)
3. Conceptual skills (problem solving, abstract thinking

Question 4

Skill based model of leadership

Mumford, Zaccaro, Harding, Jacobs, Fleishman

Answer 4

Leadership can be developed by increasing these competencies:

Problem solving
Social judgment
Knowledge

Question 5

Observations about leaders fall into two dimensions

Answer 5

1. Consideration: concern for relationships with subordinates
2. Initiating structures: setting standards, assigning roles, pressing for productivity.

Question 6

Blake and Mouton Managerial Grid (1984)

Answer 6

1. Organization characteristics-concern for people, production
2. Authority -obedience management-low concern for people, high concern for production
3. Country club management-high concern for people, low concern for production
4. Impoverished management-low concern for people and production
5. Team management-high concern for people and production

Question 7

Fred Fiedler (1967) described this theory as the relationship between leadership style and the organizational setting

Answer 7

Contingency Theory

Question 8

LPC Scale

Answer 8

Least Preferred Coworker Scale

Part of Fielder’s Contingency Theory

20 numerical scales of personal characteristics

Question 9

Fiedler said that organizations must alter setting

Answer 9

to fit their leader

Question 10

When leaders help employees achieve important goals, they increase

Answer 10

motivation and satisfaction.

Path-Goal Theory

Question 11

House and Mitchell (1974) described four leadership styles:

Answer 11

1. Directive
2. Achievement oriented
3. Participative
4. Supportive

Question 12

Vroom & Yetton’s Normative Model (1973)

Answer 12

Decision tree that helps leaders decide how much to involve subordinates in decisions.

Factors include quality of the decision, necessary information, whether the problem is well structured, whether acceptance is important, whether conflict is likely.

Question 13

Hersey & Blanchard (1982) discussed maturity of groups in this theory

Answer 13

Life-cycle theory

Mature groups have higher capacity for accepting responsibility

Question 14

Attribution Models

Answer 14

Explain how leaders draw conclusions about how and why their subordinates are performing.

If employee has good track record, leader assumes it’s not the employee’s fault.

Question 15

LMX Theory, Dansereau, Graen, Haga

Answer 15

Low exchange relationships: little mutual influence between leader, subordinate

High exchange relationships: trusted subordinates; loyalty, high responsibility

Question 16

This leadership researcher said that Operant Conditioning Theory needed to be expanded to include:

Answer 16

Learning from others
Mental Symbols-rehearsal, memorization

This is called Social Learning Theory

Question 17

If the group supports the leader and the task requires cognitive abilities,

Answer 17

cognitive abilities of the group determine its performance.

Question 18

If the group does not support the leader,

Answer 18

external factors (such as task difficulty), rather than cognitive ability, will determine performance.

Question 19

According to Fletcher and Kaufer, shared leadership is

Answer 19

a social process that is dynamic and multi-dimensional. Shared leadership practices among many leaders in an org.

Question 20

Servant Leadership, Robert Greenleaf (1977)

Answer 20

Primary role of leaders is to understand and serve the needs of followers.

Question 21

According to Dirk Van Dierendonck, characteristics of shared leadership include:

Answer 21

Confidence
Humility
Integrity
Empathy
Direction
Stewardship

Question 22

This type of leader motivates employees through a sense of morality, honesty and integrity

Answer 22

Authentic leader

Question 23

Avolio, Luthans and Walumbwa describe authentic leadership as

Answer 23

including strong moral character, cognitive confidence, optimism, hope, resilience, attentive to environment, deep awareness of values and capabilities of others.

Question 24

Transactional leaders

McGregor Burns, 1978

Answer 24

Motivate followers by recognizing needs, providing rewards in exchange for performance & support

Question 25

Transformational leaders

Answer 25

Raise followers’ goals and focus on transcendental, higher-level goals (self-actualization)

Question 26

These researchers did a systematic analysis of transformational leadership

Answer 26

Bernard Bass and Bruce Avolio

Question 27

Transformational behaviors

Answer 27

idealized influence, intellectual stimulations, individual consideration, inspirational motivation

Question 28

Transactional behaviors

Answer 28

Contingent reward; passive management; active management

Question 29

This type of leadership has the capacity to lift and expand individual goals

Answer 29

Transformational Leadership

Focuses on intangible, idealized influences such as vision, empowerment, inspiration, individualism, intellectual stimulation

Question 30

When followers identify with their leader, they

Answer 30

internalize the values and beliefs of the leader

Question 31

Social architecture

Answer 31

symbols, values, culture of organization

Question 32

According to Trice & Beyer (1993), organizational culture is the pattern of shared

Answer 32

meaning in an organization

Question 33

Edgar Schein (1992) described organizational culture as

Answer 33

environment, values, artifacts and creations

Question 34

Anne Khademain proposed a cultural roots framework with these three elements

Answer 34

1. the public task to be done
2. The resources available to do it
3. Environment in which the agency or program has to operate