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SEM 301 > Ch. 13 - Leadership Styles & Behaviours > Flashcards

Ch. 13 - Leadership Styles & Behaviours Flashcards

1
Q

Leadership

A

The use of power and influence to direct the activities of followers toward goal achievement

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2
Q

What measures are used to judge leader effectiveness?

A

Objective evaluations of unit performance
Focus on followers (eg. absenteeism, retention of talented employees)
Employee surveys on the perceived performance of the leader

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3
Q

Leader-member exchange theory (LMX)

A

A theory describing how leader-member relationships develop over time on a dyadic basis

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4
Q

Role Taking

A

The phase in a leader-follower relationship when a leader provides an employee with job expectations and the follower tries to meet those expectations. Often used for new members

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5
Q

Role Making

A

The phase in a leader-follower relationship when a follower voices their own expectations for the relationship, resulting in a free-flowing exchange of opportunities and resources for activity and effort

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6
Q

Leader effectiveness

A

The degree to which the leader’s actions result in:
Achievement of the unit’s goals
Continued commitment of the unit’s employees
Development of mutual trust, respect, and obligation in leader-member dyads

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7
Q

Leader emergence

A

The process of becoming a leader in the first place

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8
Q

What two characteristics are linked to leader emergence but not leader effectiveness

A

High conscientiousness
Low agreeableness

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9
Q

What are the 4 leader decision-making styles?

A

Autocratic Style
Consultative Style
Facilitative Style
Delegative Style

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10
Q

Time-driven model of leadership

A

Focuses on autocratic, consultative, facilitative, and delegative situations rather than leaders. Several factors combine to make some decision making styles more effective than others in a given situation

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11
Q

According to the time-driven model of leadership, what factors influence the effectiveness of a leadership style?

A

Decision Significance
Importance of Commitment
Leader Expertise
Likelihood of Commitment
Shared Objectives (between employees and leader)
Employee Expertise
Teamwork Skills

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12
Q

How often does following the time-driven model of leadership result in effective decisions (in percentage)?

A

68% of the time
(not following the model resulted in effective decisions 22% of the time)

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13
Q

What leadership styles are overused and underused?

A

Leaders overuse consultative styles and underutilize autocratic and facilitative styles

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14
Q

Initiating Structure

A

A pattern of behaviour in which the leader defines and structures the roles of employees in pursuit of goal attainment

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15
Q

Consideration

A

A pattern of behaviour in which the leader creates job relationships characterized by mutual trust, respect for employee ideas, and consideration of employee feelings

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16
Q

Life Cycle Theory of Leadership

A

A theory stating that the optimal combination of initiating structure and consideration depends on the readiness of the employees in the work unit

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17
Q

Readiness

A

The degree to which employees have the ability and willingness to accomplish their specific tasks. Can be expressed in terms of four snapshots: R1-R4.

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18
Q

Telling

A

When the leader provides specific instructions and closely supervises performance (high initiating structure, low consideration). R1 Stage

19
Q

Selling

A

When the leader explains key issues and provides opportunities for clarification (high initiating structure, high consideration). R2 Stage

20
Q

Participating

A

Leader behaviour in which the leader shares ideas and tries to help the group conduct its affairs (low initiating structure, high consideration). R3 Stage

21
Q

Delegating

A

Leader behaviour in which the leader turns responsibility for key behaviours over to employees (low initiating structure, low consideration). R4 Stage

22
Q

Transformational Leadership

A

A pattern of behaviours that inspire followers to commit to a shared vision that provides meaning to their work and sets the leader up as a role model who helps followers reach their goals

23
Q

Laissez-Faire Leadership

A

A type of leadership in which the leader avoids leadership duties altogether

24
Q

Transactional Leadership

A

A pattern of behaviour in which the leader rewards or disciplines the follower on the basis of performance

25
Q

Passive Management-by-exception

A

A type of transactional leadership in which the leader waits around for mistakes and errors then takes corrective action as necessary

26
Q

Active Management-by-exception

A

A type of transactional leadership in which the leader arranges to monitor mistakes and errors actively, and takes corrective action when required

27
Q

Contingent Reward

A

A more active and effective type of transactional leadership, in which the leader attains follower agreement on what needs to be done using rewards in exchange for adequate performance

28
Q

What are the four dimensions of transformational leadership (“the Four I’s”)?

A

Idealized influence
Inspirational motivation
Intellectual stimulation
Individualized consideration

29
Q

Idealized influence

A

Behaviours earn the admiration, trust, and respect of followers, causing followers to want to emulate the leader

30
Q

Inspirational motivation

A

Behaviours foster an enthusiasm for and commitment to a shared vision of the future

31
Q

Intellectual stimulation

A

Behaviours that challenge followers to be innovative and creative by questioning assumptions and reframing old situations in new ways

32
Q

Individualized consideration

A

Behaviours that help followers achieve their potential through coaching, development, and mentoring. Involves treating employees as unique individuals with specific needs, abilities, and aspirations that need to be tied into the unit’s mission

33
Q

Substitutes

A

Situational characteristics that reduce the importance of the leader while providing a benefit to employee performance

34
Q

Neutralizers

A

Situational characteristics that reduce the importance of the leader without improving employee performance in any way

35
Q

Autocratic Leadership Style

A

A leadership style in which the leader makes the decision alone without asking for opinions or suggestions from employees in the work unit

36
Q

Consultative Leadership Style

A

A leadership style in which the leader presents the problem to employees asking for their opinions and suggestions before ultimately making the decision

37
Q

Facilitative Leadership Style

A

A leadership style in which the leader presents the problem to a group of employees and seeks a consensus on a solution, making sure their own opinion receives no more weight that anyone else’s

38
Q

Delegative Leadership Style

A

A leadership style in which the leader gives the employees the responsibility for making decisions within some set of specified boundary conditions

39
Q

Rank the leader decision-making styles from highest leader control to lowest leader control

A
  1. Autocratic Style
  2. Consultative Style
  3. Facilitative Style
  4. Delegative Style
40
Q

Substitutes for Leadership Model

A

A model that suggests that characteristics of the situations can constrain the influence of the leader, which makes it more difficult for the leader to influence employee performance

41
Q

What is the relationship between transformational leadership and job performance?

A

Moderate positive relationship

42
Q

What is the relationship between transformational leadership and organizational commitment?

A

Strong positive relationship

43
Q

What issues do leadership training programs focus on?

A

Conducting more accurate performance evaluations
Being a more effective mentor
Structuring creative problem solving
Gaining more cultural awareness

44
Q

What are some day-to-day behaviours performed by leaders?

A

Initiation
Organization
Production
————————————–
Membership
Integration
Communication
Recognition
Representation

SEM 301 (15 decks)

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