Week 6: Leadership

Question 1

Name two different kinds of Leadership

Answer 1

Transformational and Transactional

Question 2

Name the four different kind of Leadership Styles and their Synonyms as proposed by Black, 1990.

-> with the acronym MIND, reflecting which different types of leaders are needed in different types of changes / challenges

Answer 2

MIND:

♦ Meditative / Planning Leader

♦ Intuitive / Charismatic Leader

♦ Negotiative / Political Leader

♦ Directive Leader / Bureaucratic Leader

Question 3

Meditative Leader

Answer 3

also Planning Leader

new goals: systematic analysis
implementaton: rationally choose people with right qualification and experience

Question 4

Intuitive Leader

Answer 4

also Charismatic Leader

new goals: own holistic perception, gut feeling
implementaton: committted followers

Question 5

Directive Leader

Answer 5

also Bureaucratical Leader

new goals: existing/ given by boss
implementaton: enforcement of rules and procedures

Question 6

Intuitive Leader

Answer 6

also Political Leader

new goals: Consensus
implementaton: partitioned allocatoins of work and benefits among followrs

Question 7

Define Leadership

Answer 7

ability to influence others towards the accomplishment of common objectives without using formal authority

Question 8

Define Management

Answer 8

requires the use of formal authority and/or persuasion to ensure contributions from other organisational members

Question 9

What is transactional leadership?

Answer 9

ability to influence employees towards more effective performance of their current objectives
–appeal to employees’ lower order needs
−reward contingent

Question 10

Define Transformational leadership:

Answer 10

ability to influence employees towards goal accomplishment and acceptance of new value systems
–appeal to employees’ higher order needs

Question 11

Name the centralised vs. distributed leadershipy form

Answer 11

1. ladership-in-charge
   * =* centralised leadership. associated with positions and based on formal authority, hierarchy and centralised resources.
2. leaderhip-in-front
   * leadership abailable at different levels of an organisation, operated through informal networks and a fluid and flexible heirarchy with many power centres. Also known as distributed leadership.*

Question 12

Name the transformational leadership attributes

Answer 12

•intellectual stimulation
–encourage independent thought & innovation

•individualised consideration
−show concern for individual employees

•idealized influence
−role models

•inspirational motivation
−encourage employees to _challenge th_emselves

•charisma
−command loyalty and devotion from followers

Question 13

Name the three theoretical approaches of leadership

Answer 13

•Trait approach:
−“great person theory”
−focuses on the personality traits of the leader

•Behavioural approach:
−“zeitgeist theory”
−focuses on the leader’s style of functioning

•Contingency (situational) approach:
−focuses on the interaction of traits/skills/styles and the situation

Question 14

behavioural definition leadership style:

Answer 14

based on the extent to which the leader exercises authority over subordinates

Question 15

Name the four studies on behavioural leadership approaches

Answer 15

1. Iowa leadership study

2. Ohio State leadership study

3. Michigan leadership study

4. Role theory-based studies

Question 16

What was the Iowa leadership study about?

Answer 16

−Kurt Lewin
− found that leaders behavioural style influnce performance & satisfaction
−leader styles (autocratic vs. democratic)
−> quantity the same in auto & democratic, but quality & satisfaction higher under democratic leaders

Question 17

What was the Ohio Leadership study about?

Answer 17

– identify dimensions of leader by study the perception of follower
–> used the questionnaires: LBDQ & LOQ
LBDQ = Leadership Behaviour Description Q
LOQ = Leader Opinion Q

• two dimensions of leadership behaviour:
  initiating structure (task orientation)
  consideration (people orientation)

–follower + leader perception is important

Question 18

What are the Michigan Studies about?

Answer 18

-> results also based on responses from subordinates with day-to-day transactions

2 leadership styles:
production-centered
employee-centered (better)

Question 19

What are the role theory-based studies about?

Answer 19

leaders adopt different behaviours on the basis of different roles.

Question 20

What is the situational approach of leadership about?

Answer 20

focuses on the person-environment interaction:
−leader characteristics
−employee characteristics
−task being performed
−characteristics of the organisation

-> often defined in terms of the employees.

Question 21

Name the thousand different approaches in situational leadership….

Answer 21

1. Fiedler’s contingency model
2. Situational leadership theory (Hersey & Blanchard)
3. Path‒goal theory (House et al.)
4. Normative model of decision-making (Vroom, Yetton & Jago)
5. Leader–member exchange (LMX) model (Graen et al.)
6. Cross-cultural Leadership Theories
   •Misumi & Peterson
   •Ayman & Chemers
   •Broadbeck et al (2000)

Question 22

Name outcome oriented leadership approaches

Answer 22

1. Model of the moral leader (Burns)
2. Traits model of transformational leadership (Bennis & Nanus):

Question 23

Explain all about Fiedler’s contingency model

(comm’on I know you waaaaant tooooo)

Answer 23

To identify leader’s style; scale to measure leader’s attitude towards least preferred co-worker.

• > lenient (mild) rating: relationship-oriented
• > harsh rating: task oriented

3 variables to evaluate favorableness of situation for leader:
+ leader-member relation
+ Task structure
+ position power
-> very favourable / very unfavourable: task-orientated (autocratic)
-> moderatly un/favourable; people-orientated (democratic)

Question 24

Explain the deal about the

situational leadership theory of Hersey and Blanchard

——-> go girl

Answer 24

directing: low competence, low commitment
coaching: some competence, some commitment
supporting: high competence, variable commitment

delegating / empowering: high competence & high commitment

Question 25

Please elaborate on the path-goal theory of House et al.

Answer 25

3 dimenstion; leader, situation and motivation to influence performance must identify goals that are attractive to followers and show them the path towards achieving them. 4 leaderships styles: * **–directive:** emphasis on tasks and rules * *–supportive**: emphasis on relationship with followers * *–participative**: emphasis on participative goal-setting * *–achievement-orientated:** emphasis on setting challenging goals* *essence: leader engage in behaviours that complement subordinate's environment, abilities* *Leader effectiveness depends on the situation: **•Employee characteristics** −achievement orientation −task capability **•Environmental factors** −task clarity −task difficulty*

Question 26

Elaborate on normative decision styles model of Vroom

Answer 26

normative: model based on rational analysis rather than empirical finding. - 7 different styles of decision-making **–autocratic**: leader makes decisions without involving subordinates (A-I) or after seeking information from selected subordinates (A-II) –**consultative**: leader makes decisions after consulting each subordinate (C-I) or after consulting subordinates collectively (C-II) **–group**: leader discusses and makes decisions with subordinates’ representatives (G-I); leader defines the decision-making parameters for the group (G-II) **–delegative**: leader delegates all decisions (D-I) 1. Quality requirement: is it important 2. Commitment requirement 3. Leader information: has leader sufficient info 4. strucuring of the problem 5. Commitment probabilityy 6. Goal congruence 7. conflict amon subordinates 8. subordinates information

Question 27

Tell me more about the leader-member exchange (LMX) model of Graen et al.

Answer 27

leader create a vertical dyad linkage with each subordinates. Leads to in- and out-group the development of in- and out-group happens by the following processes: 1. role.taking (initiating a relationshop) 2. role-making (testing and developing trust) 3. role routinisation (stabilising the pattern) in-group: more participative, consultative out-group: more directive

Question 28

not integrated: studies of the cross-cultural, and in book: GLOBE project. the GLOBE different cultural

Question 29

Burns model of the moral leader

Answer 29

leadership is about moral values dealing with collectively desirable ends (transformational) or the means to achieve such ends (transactional). Psychic power wielders are to be distinguished from real leader. Real leader can be devided in * *- transactional:** concerned about means * honesty, responsibility, fairness* * *- transformational:** concerned about ends * collective wellbeing, liberty, justice*

Question 30

Traits model of transformational leadership (Bennis & Nanus):

Answer 30

new set of leader traits: ## Footnote **logical thinking** ** self-control** ** persistence** ** empowerment**