Chapter 13 - Leadership

Question 1

What is leadership?

Answer 1

Process of influencing others’ attitudes, feelings, beliefs, and behaviors
* Leaders are more influential than non-leaders
* Leadership can be formal or informal

Amount and type of influence is determined by several organizational and personal factors

Question 2

Leader effectiveness vs. emergence

Answer 2

Effectiveness: Who leads well?
* Can be measured subjectively (e.g., observer ratings) or objectively (e.g., profits or products)

Emergence: Who do you grant
influence? Without a formal structure, who leads?
* Small-group studies on emergence:
- Have people interact to solve a task
- Ask each member who was the group’s leader
- Often one specific individual emerges

Question 3

The major factors associated with leadership emergence

Answer 3

Individual Perceptions that
predict emergence:
* Extraversion
* Social dominance is a
facet of extraversion

Conscientiousness
* Who will be
organized and follow
through?

Other factors?
* Personality, height, gender

Question 4

Trait theories (central premise and evidence)

Answer 4

Idea: good leaders possess certain common traits

People who become leaders tend to have high levels of:
* Conscientiousness, Emotional Stability, Extraversion, and Openness

Effective leaders tend to have high levels of:
* Conscientiousness, Emotional Stability,
Extraversion, and Openness AND Cognitive ability

Question 5

Behavioral theories (central question and limitations/critique)

Answer 5

Idea: Good leaders do certain common things

Ohio State Leadership Studies (1950s)
* Initiating structure: organizing, planning, and assigning tasks
* Consideration: mutual trust, respect, warmth, rapport

Michigan Leadership Studies (1950s)
* Task-oriented behavior
* Relations-oriented behavior
* Participative/democratic

Critique: oversimplifies leadership… the same approach doesn’t always work

Question 6

Moral leadership approaches (major premise + example)

Answer 6

Leadership based on ethics and values

Three theories
o Authentic leadership: self-
aware, genuine, humble,
empathetic
o Ethical leadership:
demonstrating and promoting ethical behavior
o Servant leadership:
prioritizing followers’ growth, well-being, and empowerment

Linked to follower commitment, satisfaction, and performance

Question 7

Implicit leadership theory

Answer 7

• Individuals form a unique idea of what good leadership
  is based on their experiences.
• This forms a ‘prototype’ that a person compares others
  too

Question 8

Contingency theories (major premise)

Answer 8

Does good leadership
always look the same?

• Contingency theories
  examine how leaders must act differently depending on the situation.
• Idea of situational demands:
• IF A is happening…
  THEN B is needed…

Question 9

Leader member exchange (LMX) (major premise)

Answer 9

Leadership is inherently a
relational process between
leaders and followers
* Why leader-member ‘exchange’?
* Relationships are built out of
reciprocity
* Trust and prior experiences with
leaders form perceptions of
relationship quality

Question 10

Transformational leadership (major premise)

Question 11

Antecedents and consequences of LMX

Question 12

Power and leadership (5 types of power)

Question 13

Abusive leadership (definition and effects)

Question 14

Gender and leadership

Question 15

Gender stereotypes on angentic and communal qualities

Question 16

Role congruity theory (gender and leadership)

Question 17

Cross-cultural leadership (general findings, Universal leader characteristics)