CH 12. Leadership

Question 1

Leadership

Answer 1

The abiliity to influence a group toward the achievement of a vision or set of goals

Question 2

What are the Theories of Leadership?

Answer 2

Trait Theories of Leadership
Behavioral Theories of Leadership
Fiedler Contingency Model
Situational Leadrship (STL)
Path-Goal Theory
The Leader-Participation Model
Leader-Member Exchange (LMX) Theory
Charismatic Leadership Theory (Jack Ma)
Authentic Leadership
Transational Leadership
Transformational Leadership
Servant Leadership
Mentorship
Attribution Leadership Theory
Positive Leadership

Question 3

Trait Theories of Leadership

Answer 3

Focus on personal qualities and characteristics
Leadership emergence and effectiveness are often evaluated separately trait studies

Question 4

Behavioral Theories of Leadership

Answer 4

Imply we can train people to be leaders:
Initiating structure (define and structure roles to reach goals)
Consideration (defined by mutual trust for ideas and feelings)

Question 5

Fiedler Contingency Model

Answer 5

Group performance depends on the proper match between leaders style and degree to which the situation gives the leader control

The least preferred coworker(LPC) questionnaire identifies whether a person is task-oriented or relationship-orientated by asking respondents to think of all the coworkers they have ever had and describe the one they least enjoyed working with

Question 6

Least Preferred Coworker (LPC) Category 1

Answer 6

Favorable; Relationship oriented and Task orientated

Leader-member relations: Good
Task structure: High
Position power: Strong

Question 7

Least Preferred Coworker (LPC) Category 2

Answer 7

Favorable; Relationship oriented and Task orientated
Leader-member relations: Good
Task structure: High
Position power: Weak

Question 8

Least Preferred Coworker (LPC) Category 3

Answer 8

Favorable; Relationship oriented and Task orientated

Leader-member relations: Good
Task structure: Low
Position power: Strong

Question 9

Least Preferred Coworker (LPC) Category 4

Answer 9

Moderate with Poor; Relationship oriented and Task orientated

Leader-member relations: Good
Task structure: Low
Position power: Weak

Question 10

Least Preferred Coworker (LPC) Category 5

Answer 10

Moderate; Relationship oriented and Task orientated

Leader-member relations: Poor
Task structure: High
Position power: Strong

Question 11

Least Preferred Coworker (LPC) Category 6

Answer 11

Unfavorable; Relationship oriented and Task orientated

Leader-member relations: Poor
Task structure: High
Position power: Weak

Question 12

Least Preferred Coworker (LPC) Category 7

Answer 12

Unfavorable; Relationship oriented and Task orientated

Leader-member relations: Poor
Task structure: Low
Position power: Strong

Question 13

Least Preferred Coworker (LPC) Category 8

Answer 13

Unfavorable; Relationship oriented and Task orientated

Leader-member relations: Poor
Task structure: Low
Position power: Weak

Question 14

Path-Goal Theory

Answer 14

Extracts elements from researcch on initiating structure and consideration, and on the expectancy theory of motivation. It’s the leader’s job to provide followers with information, support, or other resources necessary to achieve goals.

Question 14

Situational Leadership Theory (STL)

Answer 14

Focuses on followers suggesting successful leadership depends on selecting the right leadership style contingent on follower readiness, the extent to which followers are willing and able to accomplish a specific task.
-New recruit = hight contact/high direction
-Experienced worker = low contact/low direction

Question 15

The Leader-Participation Model

Answer 15

Relates leadership behavior to subordinate participation in decision making

Question 16

Leader-Member Exchange (LMX) Theory

Answer 16

Argues that because of time pressures, leaders establish a special relationship with a small group of their followers. Ingroup (Playing favorites)

Question 17

Charismatic Leadership Theory (Jack Ma)

Answer 17

Followers attribute heroic or extraordinary leadership abilities when they observe certain behaviors and tend to give these leaders power

Question 18

Authentic Leadership

Answer 18

Focuses on the moral aspects of being a leader. Authentic leaders know who they are, know what they believe in, and act on those values and beliefs openly and candidly. Their followers consider them ethical people

Question 19

Transational Leaders

Answer 19

Leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements

Question 20

Transformational Leaders

Answer 20

Leaders who inspire followers to trancend their own self-interests and who are capable of having a profound and extraordinary effect on followers

Question 21

What does Transational Leadership look like?

Answer 21

Contingent Reward
Management by Exception (active)
Management by Expeption (passive)
Laissez-Faire

Question 22

What does Transformational Leadership look like?

Answer 22

Idealized Influence
Inspirational Motivation
Intellectual Stimulation
Individual Consideration

Question 23

Contingent Reward

Answer 23

Contracts exchange of rewards for effort, promises rewards for good performance, recognizes accomplishments

Question 24

Management by Exception (active)

Answer 24

Watches and searches for deviations from rules and standards, takes corrective action

Question 25

Management by Expeption (passive)

Answer 25

Intervenes only if standards are not met

Question 26

Laissez-Faire

Answer 26

Abdicates responsibilities

Question 27

Idealized Influence

Answer 27

Provides vision and sense of mission, instills pride, gains respect and trust

Question 28

Inspirational Motivation

Answer 28

Communicates high expectations, uses symbols to focues efforts, expresses important purposes in simple ways

Question 29

Intellectual Stimulation

Answer 29

Promotes intelligence, rationaliy, and careful problem solving

Question 30

Individual Consideration

Answer 30

Gives personal attention, treats each employee individually, coaches, advises

Question 31

What are three benefits of Transactional Leadership?

Answer 31

Higher efficiency Role Clarity Goal Oriented

Question 32

What are three benefits of Transformational Leadership?

Answer 32

Lower Turnover High Productivity Lower Job Stress

Question 33

Servant Leadership

Answer 33

A leadership style marked by going beyond the leader's own self-intrest and instead focusing on opportunities to help followers grow and develop

Question 34

Leadership through Mentorship

Answer 34

A senior employee who sponsors and supports a less-experienced employee, a protege

Question 35

Attribution Leadership Theory

Answer 35

A leadership theory that says that leadership is merely an attribution that people make about other individuals

Question 36

Positive Leadership

Answer 36

Trust; positive expectations for how things are turning out Trust propensity Effective leadership is built on the trust of leaders and followers. Trust propensity refers to how likely a particular employee is to trust a leader