W9 Leadership Flashcards

1
Q

What is leadership

A

“a process of social influence through which an individual enlists and mobilises the aid of others in the attainment of a collective goal”

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2
Q

What is not leadership?

A

Social influence/compliance
Exercise of power
Conformity to norms
Group rather than interpersonal process

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3
Q

Why does leadership matter?

A

High performing CEOs increase the value of theri companies by millions. Sport leaders: teams with superior managers are more successful at winnign games. Political leaders, Activists.

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4
Q

What makes a successful leader?

A

Personality determinants. Situational determinants. Interactionist perspectives.

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5
Q

Leaders born with something more?

A

Are more confident
Are more talkative
Are taller, more physically attractive
Are more extroverted, open, conscientious
Have above average intelligence

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6
Q

What is associated with dark side of leadership

A

Narcissim, psychopathy, machiavellianism.
Autocratic leaders scored significantly higher than non-autocrats on the Dark Triad of personality

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7
Q

Affect of leadership style on group atmosphere, moral and leadership effectiveness

Autocratic

A

remained aloof (distant) and focused on organising the group’s activities and giving out orders.

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8
Q

Task focused

A

concerned with achieving the aims and goals of the group by focusing on the tasks needed to achieve those goals

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9
Q

Socioemotional

A

concerned with group dynamics and ensuring that the group members form a cohesive and friendly group.

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10
Q

What makes an effective leader?

A

Effective leadership not explained by the personality of the leader.
Situational factors alongside the leader’s attributes seems to play a role.
Instead of who leader are, what they do could also be important leadership styles.
Would certain leadership style to be more suited to certain situations.

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11
Q

Contingency theory

A

Effectiveness of a leader
Particularly situational control which is determined by (in order of priority):
Quality of leader-member relations
The clarity of the structure of task
The legitimacy of the leader’s authority

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12
Q

Task oriented leaders vs socioemotional leaders

A

Developed Least Preferred Co-worker (LPC) scale to measure leadership style
LPC rated positively: socioemotional leader
LPC rated negatively: task-oriented leader

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13
Q

Situational control and leadership style

A

Low control: group needs guidance to achieve its goals, less time for building relationships with group members ->Task oriented

High control: leader-member relations are already positive; leader can instead focus on achieving the group’s goals -> Task oriented

Moderate control: leader does not have total control of the group, or the task structure is unclear-> relationship oriented

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14
Q

Glass ceiling

A

A metaphor to represent invisible and systemic barriers that prevent women and other minorities from rising to leadership positions within organizations

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15
Q

Experimental studies: evidence for glass cliff

A

Participants are given a vignette about a company that is either performing well/poorly.
Select the most suitable candidate for leadership (only differ in gender)
Rate the traits that are desirable or characteristic of leaders of successful and unsuccessful companies and men/women
Women were ranked as more suitable and more likely to be selected for leadership positions than men during times of crisis or poor performance.

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16
Q

Archival studies evidence for glass cliff

A

Analyse relationship btw company performance + appointment of female/minority CEOs

Analysing election performance + types of seats contested by gender

Analyse relationship btw past performance of sports team + appointment of coaches from minority backgrounds

Women were more likely to attain leadership positions in times of crisis.

17
Q

What is behind the glass cliff?

A

Stereotypes: “beliefs about the characteristics, attributes and behaviours of members of a particular social group” (Hilton & von Hippel, 1996, p. 240)

18
Q

Think Manager - Think male
Masculinity and femininity of Schein’s Descriptive Index: Ryan, Haslam, Hersby, Bongiorno 2011

A

Participants rate Schein’s Descriptive Index as a characteristics either the manager of a successful company or manager of an unsuccessful company.
Traits rated as characteristic of men also rated as characteristics of managers of successful companies: decisive, dominant, able to separate feeling from ideas, hides emotions

Think crisis -think not male: men as unlikely to be seen as leaders of unsuccessful companies

19
Q

Prejudice

A

Defined as “a negative evaluation of a social group or an individual that is significantly based on the individual’s group membership’

20
Q

Effect of leadership styles on atmosphere
Democratic

A

very hands on, discussed plans with group members and made them feel part of decision making.

21
Q

Effect of leadership style: Laisser-faire

A

little interest in the groups’ activities, left the group to organise and carry out activities on its own.