456 Leadership

Question 1

Define Leadership

Answer 1

Achieve common goal

Question 2

Emerging consensus on leadership

Answer 2

Leaders DO posses specific traits

Question 3

Leader Intelligence and Leader Effectiveness relationship

Answer 3

Positive relationship

Question 4

Leader effectiveness and big 5 relations

Answer 4

check

Question 5

Income growth and big 5 correlation

Answer 5

Neurotism - 
Exterversion //
Openness to Experience +
Agreeableness + 
Conscientiousness +

Question 6

Leader neuroticism cycle

Answer 6

Leader neuroticism -> Abusive Supervision -> Employee Deviance

Question 7

2 Narcissism

Answer 7

1. Inflated self-view

2. Want continuously re-enforced

Question 8

3 Narcissism improves

Answer 8

1. Size of Acquisition
2. ROA extremeness
3. Higher performance (ONLY if high interdependence)

Question 9

High vs Low LPC score

Answer 9

1. High - relationship oriented

2. Low - Task oriented

Question 10

3 - LPC score depends on, leading to

Answer 10

1. Leader-follower relationship
2. Task structure (clearness)
3. Power/authority of leader

leading to situational favorability

Question 11

Task oriented leaders best when

Answer 11

Good relationship/control/task structure
or
Bad relationship/control/task structure

Question 12

Relationship oriented leaders best when

Answer 12

Moderate relationship/control/task structure

Question 13

3 Consequences of LMX

Answer 13

+ satisfaction
+ In-role performance
+ Organizational citizenship Behavior

Question 14

3. Antecedents of LMX

Answer 14

1. Justice
2. Transaction Leadership
3. Transformation Leadership

Question 15

Charisma works through

Answer 15

relationship with followers ->

transforming follower values to collective values

Question 16

7 Transactional Leadership and Transformational Leadership graph (Passive->Active, Effectiveness)

Answer 16

1. Laissez Faire
2. Manage by Exception
3. Contingent reward
4. Individualized Consideration
5. Intellectual stimulation
6. Inspirational motivation
7. Idealized influence

Question 17

Net Profit vs Charisma

Answer 17

Low Uncertainty - Low Charisma Better

High Uncertainty - High Charisma Better

Question 18

Transaction Leadership vs Transformation Leadership effect on ppl

Answer 18

Both increase In role performance

Transformation also increases OCB

Question 19

2 Transformation Leadership and Brainstorming

Answer 19

Lower Quantity of Ideas

Higher Quality of Ideas

Question 20

SIT of leadership

Answer 20

Some fit mental picture better, more likely to be informal leaders, trusted, and charismatic

More effective when become formal leaders

Question 21

Two Pillars of Charisma

Answer 21

Ability to communicate inspiring vision and self-sacrifice

Congruence between values of followers

Question 22

2 Transformation Leadership paths

Answer 22

Social Identification -> Self-efficacy, Self-esteem

Personal Identification -> Dependence

Question 23

LMX and team leadership both require

Answer 23

Transformational Leadership

Question 24

Skill Distribution across levels

Answer 24

Top Management - Conceptual + Human
Middle -
Supervision - Technical

Question 25

[Importance] Performance related people management skills

Answer 25

Executives, Middle Management

Question 26

[Importance] Business and Strategic Leadership Goals

Answer 26

Executive

Question 27

[Importance] Integrity related people management skills

Answer 27

Executive > Middle > Supervisor

Question 28

Effective Manager define + focus

Answer 28

Managing people, inward focus

Question 29

Successful Manager

Answer 29

Networking, outside focus

Question 30

Career Success and Leadership effectiveness correlation

Answer 30

No correlation

Question 31

Why Women

Answer 31

Childcare/Housework More participative/democratic More transformation Overall equally effective men-> congruence in leader style More devaluation/less likely group leaders Less likely to promote themslves

Question 32

5 CEO personality traits and organizational effectiveness (outcomes)

Answer 32

Neuroticism -> Risk averse, lack cohesion Extraversion- Perceive as dominant, dependence Openess to ex-> illectual flex, risk taking Aggreablness -> cohesive, decentralized decision Conscientiousness -> avoid corrupt, focus on control enviroment

Question 33

``` TMT Dynamic and income growth Flexibility Cohesiveness Corruption Centralization Risk taking ```

Answer 33

``` Flexibility + Cohesiveness + Corruption - Centralization - Risk taking + ```

Question 34

Ethical Exec leads to

Answer 34

Ethical middle, + Employee OCB - Deviance

Question 35

Injustice Exec leads to

Answer 35

Abusive middle, - Employee OCB - Employee commit