Chapter 3: Leadership

Question 1

Trait theories

Answer 1

A long list of traits possessed by effective leaders

Question 2

Heifetz theory

Answer 2

Leadership is an activity; what individuals do in mobilising other people

Question 3

Adair : Action-centered leadership

Answer 3

Contingency theory; the most important task of a manager depends on the situation that the manager faces. They need to be able to effectively prioritise.

Question 4

Situational contingency is a result of

Answer 4

1. leadership style

2. situational control

Question 5

High LPC Score

Answer 5

Human relation orientated

Question 6

Low LPS score

Answer 6

Task orientated

Question 7

M1

Answer 7

Lack of skills of the job and are unwilling and unable to take responsibility

Question 8

M2

Answer 8

Lack the abilities to take responsibility effectively but are willing to try

Question 9

M3

Answer 9

Willing to complete the task and have experience to do so, but lack the confidence to take on responsibility

Question 10

M4

Answer 10

Willing and able to do the task and have the confidence to take on responsibility

Question 11

Impoverished managers

Answer 11

Manager is lazy, no interest for staff or work

Question 12

Country club managers

Answer 12

Managers enjoy a good relationship with staff and attends to their needs but has little concern for the task

Question 13

Task managers

Answer 13

Authoritarian; total focus on achieving the task. Little or no concern for staff

Question 14

Middle of the road managers

Answer 14

Adequate performance, sometimes called “dampened pendulum”

Question 15

Team managers

Answer 15

High work achievement through working with committed people who have their personal goals aligned with those of the organisation

Question 16

Transactional managers

Answer 16

Leaders view the manager-subordinate relationship as a transaction

Question 17

Transformational leaders

Answer 17

Believe that managers should inspire and motivate subordinates to provide more than basic service and compliance, required for significant change

Question 18

Skills required for a transformational leader

Answer 18

• Vision, forward looking
• Empathy
• Prepared to empower employees

Question 19

Distributive leaders

Answer 19

Advocates leadership at all levels in the organisation, not just at the top. Those closest to the work are in best place to make decisions about it.

Question 20

Tells

Answer 20

Leader makes all the decisions

Question 21

Sells

Answer 21

Leader makes all the decisions but aims to improve motivation by explaining why they must take certain actions

Question 22

Consults

Answer 22

Leader confers with subordinates, wonder their views but retains the final say

Question 23

Joins

Answer 23

Decisions are made on the basis of consensus

Question 24

Exploitive authoritative style

Answer 24

Characterised by central and imposed decision-making, underpinned by threats. There is limited manager-subordinate communication

Question 25

Benevolent authoritative style

Answer 25

Involves increasing trust in subordinates, more emphasis on rewards than threats, mode delegation, some team work and increased communication

Question 26

Consultive style

Answer 26

Involves increasing trust in subordinates, more emphasis on rewards than threats, mode delegation, some team work and increased communication

Question 27

Participate style

Answer 27

Based on agreements about goals and complete trust. There is significant delegation, frequent communication and managers and subordinates work as teams.

Question 28

Tannenbaum and Schmidt’s continuum

Answer 28

A similar approach to linkers with the range of styles going from boss-centred (authoritarian) approach to an employee centred (participative approach).
Based on the degree of authority by managers and the amount of freedom given to subordiantes