Leadership Theories

Question 1

Features of McGregor’s theory X manager

Answer 1

Assumes that their workers:
-dislike their work
-avoid responsibility and need constant direction
-have to be be controlled, forced, and threatened to deliver work
-need to be supervised at every step
-have no incentive to work or ambition, and therefore need to be enticed by rewards to achieve goals

Question 2

Features of McGregor’s theory Y manager

Answer 2

Assumes that workers are:
-happy to work on their own initiative
-more involved in decision making
-self-motivated to complete their tasks
-enjoy taking ownership of their work
-seek and accept responsibility and need little direction
-view work as fulfilling and challenging
-solve problems creatively and imaginatively

Question 3

How might a theory X approach become a self-fulfilling prophecy?

Answer 3

Belief - workers being seen as needing leadership and guidance by leaders
Action - leaders will micromanage
Conformation of belief - employees will constantly go back to managers

Question 4

Blake and Mouton’s grid

Answer 4

High people needs country club | team leader

                                                      Middle of the road

Low people needs impoverished | authoritarian

                         Low task needs                                 High task needs

Question 5

Features of an authoritarian leader

Answer 5

Task oriented and hard on their workers (autocratic)
Strong schedules
Lack of employee attention can lead to resentment, lack of commitment, and other human resource problems

Question 6

Features of an impoverished leader

Answer 6

‘Delegate and disappear’ management style
Allows the team to do whatever it wishes
Low morality and productivity
Unable to ensure work is completed to the desired standard on time

Question 7

Features of a country club leader

Answer 7

Morale is high, but employees may take advantage
Fear that using power could jeopardise relationships with other team members

Question 8

Features of a team leader

Answer 8

Leads by positive example
Encourages meeting deadlines but also strengthening bonds with team members
High levels of motivation and high productivity

Question 9

Features of a middle-of-the-road leader

Answer 9

Compromises between the two sets of needs
Neither set of needs is truly met
May be indecisive and timid

Question 10

Carlyle and Galton’s trait theory

Answer 10

Concerns the five characteristics exhibited by successful leaders:
1. Motivational - ability to motivate others
2. Integrity - the quality having strong moral principles
3. Self-confidence - being assured
4. Creativity - new ideas
5. Intelligence - able to reason, and solve problems

Question 11

Advantage of Carlyle and Galton’s trait theory

Answer 11

It is a simple theory to understand and it is fairly straightforward to identify the characteristics which a leader does / does not possess

Question 12

Disadvantage of Carlyle and Galton’s trait theory

Answer 12

There is no single set of traits that have been proven to be the most effective and other research suggests that these characteristics cannot be taught

Question 13

What did Carlyle and Galton believe about leaders?

Answer 13

A leader is born, not taught

Question 14

Tannenbaum and Schmidt’s contingency theory / behavioural continuum

Answer 14

Boss centred leadership<—————————————————————>Subordinate-centred leadership
Higher focus on use of authority<———————————>Higher focus on use of groups/subordinates

Tell Sell Consult Participate

Question 15

Features of ‘tell’ leadership style

Answer 15

The leader or manager just informs the employees of his or her decision and can be seen as an autocratic approach, as focus is on the leader
The employees will be expected to comply
This approach does not give the employees and opportunity to be involved in the decision making process

Question 16

Features of ‘sell’ leadership style

Answer 16

When a leader of manager makes a decision, but attempts to ‘sell’ the decision to the employees
This style suggests that there is some consideration of the employees rather than just ‘telling’ them
A degree of persuasion is taking place
There is also the opportunity for feedback

Question 17

Features of ‘consult’ leadership style

Answer 17

The leader will present his or her ideas to the employees and invite discussion and therefore offers a more collaborative approach
The leader will listen to the ideas of the employees and ‘two-way’ communication will be the norm, unlike ‘tell’

Question 18

Features of ‘participate’ leadership style

Answer 18

Focus is now on the employees and not the leader
The leader or manage will ask the employees to make a decision, although usually within defined limits or boundaries
The emphasis is on the employees and is similar to a more democratic style of leadership

Question 19

Adair’s three circle theory

Answer 19

Adair’s ‘action-centred leadership’ highlights the three concerns of mangers for the task, team, and individuals

Question 20

Why do the three circles in Adair’s model overlap?

Answer 20

Each of the functions are interdependent

Question 21

Benefits of Adair’s three circle theory

Answer 21

Provides a great blueprint for leadership and management of any team, group, or organisation
A simple leadership and management model, which makes it easy to remember and apple, and to adapt for your own situation
It is motivational to believe you can be taught to become a better leader

Question 22

Limitations of Adair’s three circle theory

Answer 22

It was first formulated in the 1970s, so can be seen as out-of-date and too simplistic
Conflict may occur between the elements as it is difficult in practice to focus on all of them as they naturally clash