CHP 12 Flashcards
(114 cards)
1
Q
People high in openness, conscientiousness, and extraversion, and low in neuroticism are more likely to emerge as?
A
Leaders
2
Q
A
3
Q
(people who adapt their behavior to the social situation) emerge as leaders more often
A
High-self monitors
4
Q
focuses on what leaders do as opposed to what they are
A
Self-monitoring
5
Q
A meta-analysis by Judge et al. found a moderate correlation between ______________ and leadership performance, particularly when leaders are not distracted by stressful situation and use amdirective leadership style
A
cognitive ability
6
Q
Measuring needs for power, achievement, and affiliation can be done using psychological tests like the?
A
Thematic Apperception Test (TAT) and Job Choice Exercise (JCE)
7
Q
plays a complex role in leader effectiveness, with both men and women appearing equally effective in traditional masculine situations.
A
Gender
8
Q
are more effective in situations with a majority of men and subordinates
A
Men
9
Q
are more effective in less masculine situations.
A
Women
10
Q
more likely to engage in behaviors associated with high-quality leadership, highlighting the complexity of gender in leadership
A
Women
11
Q
see their employees as lazy, extrinsically motivated, wanting security, undisciplined, and shirking responsibility.
A
Task-oriented leaders
12
Q
tend to manage or lead by giving directives, setting goals, and making decisions without consulting their subordinate
A
Task-oriented leaders
13
Q
tools used to measure a leader’s task or person orientation.
A
Leadership Opinion Questionnaire (LOQ) and Leader Behavior Description Questionnaire (LBDQ)
14
Q
used by leaders to understand their own behavior style
A
LOQ (Leadership Opinion Questionnaire)
15
Q
completed by subordinates to understand their leader’s behavior.
A
LBDQ (Leadership Behavior Description Questionnaire)
16
Q
more likely to have a person orientation and less likely to have a task orientation in laboratory studies, but not in actual organizations.
A
Women
17
Q
should have satisfied employees
A
Person-oriented leaders
18
Q
should have productive employees.
A
Task-oriented leaders
19
Q
Leaders scoring high in both person – oriented leadership, and task, oriented leadership is called?
A
Team leadership
20
Q
Person scoring low in both person – oriented leadership and task – oriented leadership are called?
A
Impoverished leadership
21
Q
may not necessarily exhibit the same traits as successful leaders
A
Unsuccessful leaders
22
Q
Hogan’s research reveals that poor leader behavior is primarily due to a?
A
Lack of leadership training
23
Q
Poor leadership is often attributed to?
A
Cognitive deficiencies
24
Q
Hogan identified three personality types a primary source of unsuccessful leaders:
A
paranoid, high-likability floater, and narcissist
25
displaying a deep-rooted resentment and anger towards their subordinates
Paranoid and passive-aggressive
26
a leader who is insecure and rarely causes trouble. They are friendly, friendly, and never challenge anyone's ideas.
high-likability floater
27
They have many friends and no enemies because they never challenge anyone or stand up for employee rights. These leaders are promoted and never fired because they are well liked and their employees have high morale but show relatively low performance.
high-likability floater
28
leaders who overcome insecurity through overconfidence, preferring to be the center of attention, promote their own achievements, and take credit for their groups successes while avoiding blame for failure.
Narcissist leaders
29
Leadership style is fixed (based on life experiences). Effectiveness depends on how well the leader’s style matches
the situation. Leadership training should help leaders understand their style and adjust the situation to fit
Fiedler’s Contingency Model
30
LPC Scale: Rate the person you least prefer to work with
High LPC = Relationship-oriented
Low LPC = Task-oriented
Reflects how you approach challenges
LPC Score & Leadership Style
31
Clear vs. unclear tasks
Task structure
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Strong vs. weak authority
Leader position power
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Good vs. poor relationship
Leader–member relations
34
Theory was developed by Geier, Downey, and Johnson (), who believed that each leader has one of six behavioral styles: informational, magnetic, position, affiliation, coercive, or tactical.
IMPACT THEORY
35
each leader has one of six behavioral styles: informational, magnetic, position, affiliation, coercive, or tactical. Each style is, effective in only a particular situation, or in what them researchers call an?
Organizational Climate
36
provides information in a climate of ignorance, where important information is missing from the group
Informational Style
37
leads through energy and optimism and is effective only in a climate of despair, which is, characterized by low morale.
Magnetic style
38
leads by virtue of the power inherent in that position. Such a person might lead through statements like “As your captain, I am ordering you to do it” or “Because I am your mother—that’s why.”
Position Style
39
This style is especially effective during corporate mergers, particularly when people are not sure what actions to take. However, there are often questions about a leader’s legitimate scope of power
Position Style
40
leads by liking and caring about others. This style is similar to that of the person-oriented leader discussed previously. A leader using this style will be most effective in a climate of anxiety or when worry predominates.
Affiliation Style
41
leads by controlling reward and punishment and is most effective in a climate of crisis. Such a leader willoften use statements such as “Do it or you’re fired” or “If you can get the package there on time, I will have a little something for you.”
Coercive style
42
This style is typical in war. If soldiers disobey an order, an officer can have them shot. Conversely, if soldiers behave with bravery and distinction, an officer can reward them with a medal or promotion.
Coercive
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leads through the use of strategy and is most effective in a climate of disorganization.
Tactical style
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suggests that effective leaders can be achieved through four methods: finding a climate consistent with their behavioral style, which requires luck or patience, and changing their style to meet a specific climate.
IMPACT Theory
45
An important of this on leader effectiveness is the abilities and attitudes of the leader’s followers and how these abilities and attitudes interact with the style and characteristics of the leader
influence
46
change with each new situation, supervisors must adjust their behavior to meet the needs of their subordinates
Subordinates
47
According to this theory , a leader can adopt one of four behavioral leadership styles to handle each situation: instrumental, supportive, participative, or achievement-oriented.
House’s path–goal theory
48
shows concern for employees
supportive-style leaderhip
49
shares information with employees and lets them participate in decision making
Participative-style leadership
50
sets challenging goals and rewards increases in performance
Oriented style
51
is intuitively appealing because it gives a manager direct advice about how to behave in certain situations. Furthermore, because it is behavior based rather than trait based, the theory could be used in training
Path-goal theory
52
developed by Hersey and Blanchard (1988), who postulated that a leader typically uses one of four behavioral styles: delegating, directing, supporting, or coaching
Situational leadership theory
53
Hersey and Blanchard termed the most important follower characteristic follower as?
Readiness
54
most effective leader behavior is the directing approach. That is, the leader directs the follower by telling him what to do and how to do it.
R1 followers
55
coaching approach should be used with this type of
followers because they are willing to do the work but are not sure how to do it. Leaders using this approach explain and clarify how work should be done.
R2 Followers
56
given plenty of emotional support as well as opportunities for two-way communication. This approach is successful because these followers already know what to do but are not sure whether they want to do it.
R3 Followers
57
are most productive and happy when a delegating leadership style is used. These followers are both willing and able to perform the task.
R4 followers
58
has excellent intuitive appeal and has been successful in some organizational applications but not others
Situational leadership theory
59
This theory was developed by Dansereau, Graen, and Haga (1975) and was originally called?
Leader–member exchange (LMX) theory
vertical dyad linkage (VDL) theory.
60
theory is a unique situational theory that makes good intuitive sense. The situational theories discussed earlier concentrate on interactions between leaders and situations, and between leaders and employees with differing levels of ability
LMX (Leader-member Exchange theory)
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concentrates on the interactions between leaders and subordinates. The theory originally took its name from the relationship between two people (a dyad), the position of the leader above the subordinate (vertical), and their interrelated behavior (linkage)
leader–member exchanges (LMX).
62
States that leaders develop different roles and relationships with the people under them and thus act differently with different subordinates.
LMX Theory
63
those who have developed trusting, friendly relationships with the leader. As a result, the leader deals with in-group members by allowing them to participate in decisions and by rarely disciplining them
In-group subordinates
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are treated differently from those in the in-group and are more likely to be given direct orders and to have less say about how affairs are conducted
Out-group subordinates
65
receive higher performance ratings than out-group employees, the relationship between performance and LMX is complicated.
In-group employees
66
This theory is not particularly exciting and is the least described in text-books, but it is the way leadership is most often practiced in industry.
Specific leadership skills
67
is a specific behavior or skill that is important for a leader to possess.
Decision making
68
does provide a flowchart that can tell a leader what process to go through to make a decision in a particular situation
Vroom-Yetton Model
69
leadership style where managers step out of their offices to connect with employees and customers, improving communication and engagement
Management by Walking Around (MBWA)
70
important to a leader because as it increases so does the leader’s potential to influence others
Power
71
Leaders who have this are able to obtain more resources, dictate policy, and advance farther in an organization than those who have little or no power.
power
72
Earlier in this chapter, French and Raven’s bases of power were alluded to in terms of their relationships to Geier et al.'s ?
Impact theory
73
Leader with this gain influence by possessing specialized knowledge or skills that others rely on. Their authority comes from their expertise, making people seek their guidance and trust their decisions
Expert power
74
This type of power comes from a leader’s formal position in an organization. Managers, supervisors, military officers, and government officials all have legitimate power because of their rank. Employees follow them not necessarily because they admire them but because the structure of the organization requires it.
Legitimate power
75
This power ensures authority, it does not automatically build trust or respect. Leaders who rely solely on their title may struggle with employee engagement, which is why combining legitimate power with ethical leadership and open communication is key to maintaining effectiveness
Legitimate power
76
Leaders use this to motivate employees by offering financial benefits, promotions, and recognition, while coercive power involves enforcing consequences, such as termination or disciplinary actions.
reward power
77
This power involves enforcing consequences, such as termination or disciplinary actions.
coercive power
78
This kind of power helps create a positive work environment and encourages employees to perform well, but coercive power must be applied carefully—excessive use can lead to fear and dissatisfaction. Effective leaders find a balance between incentives and discipline, ensuring that employees feel valued while maintaining accountability
Reward power
79
This is built on personal relationships, admiration, and respect rather than formal authority. Leaders with this power influence others simply because they are well-liked, trustworthy, and inspirational.
referent power
80
People naturally follow this type of leaders who create positive connections and show genuine support for their teams.
charismatic leader
81
This power is based on mutual respect and emotional influence, making it one of the most effective ways to foster long-term loyalty and commitment in an organization
Referent power
82
leadership is task-oriented—it involves setting goals, monitoring performance, and using rewards or penalties.
Transactional leadership
83
rewarding desired behavior
Contingent reward
84
actively tracking performance and correcting issues
management by exception–active
85
intervening only when problems become serious
management by exception–passive
86
about inspiring change by developing a clear vision, challenging the status quo, and motivating individuals to grow. This style emphasizes charisma, intellectual stimulation, and individualized support—qualities that help leaders like Herb Kelleher of Southwest Airlines turn a vision into reality.
Transformational leadership
87
aims for long-term development, and studies suggest that female leaders often exhibit these behaviors more frequently than male leaders.
Transformational leadership
88
shows that it leads to positive outcomes—strong correlations have been found between transformational behaviors and higher follower satisfaction, motivation, and group performance.
Transformational leadership
89
Consistent with the notion of transformational leadership, good leaders have a vision of where they want the organization to go and provide direction toward that end. Hunt and Laing (1997) found that 72% of high-performing leaders were described by their subordinates as being visionary compared with only 34% of the least successful leaders
Vision
90
Successful leaders are somehow different from their followers. In some cases, the difference might be one of personality; in others, it might be one of charisma, knowledge, or skill. Though successful leaders are somehow different from their followers, they are also similar enough to relate to and empathize with them.
Differentiation
91
Successful leaders have strong?
Value
92
Successful leaders are able to communicate their ?
Vision and values
93
Interestingly, successful leaders typically have a major?
Flaw
94
Leaders often need to convince others:
Managers, teams, public, stakeholders
95
Two key factors in persuasion:
the Communicator
The Message
96
Knowledge increases credibility
Expertise
97
Builds belief and support
Trustworthiness
98
Appear unbiased
Align goals with others
Trustworthiness
99
Boosts attention and influence
Attractiveness
100
discover differences and similarities in cultures and
determine why these differences exis
Project Globe (Global Leadership and Organizational Behavior Effectiveness)
101
The extent to which a culture avoids uncertainty by using social norms and rituals
Uncertain avoidance
102
The extent to which power is unequally shared
Power distance
103
The extent to which a culture encourages collective distribution of resources
Social collectivism
104
The extent to which individuals express pride in their organizations and families
In-group collectivism
105
The extent to which a culture tries to minimize differences in gender roles and prevent discrimination
Gender egalitarianism
106
The extent to which individuals in a culture are assertive and challenging in social relationships
Assertiveness
107
The extent to which a culture plans for and invests in the future
Future orientation
108
The extent to which a culture encourages and rewards improvement in performance
Performance orientation
109
The extent to which a culture encourages and rewards people for being fair, caring, and giving
Humane orientation
110
involves vision, inspiration, integrity, and a performance orientation
Charismatic style
111
involves following procedure, emphasizing status differences, being self-centered, and saving face. A humane style involves being modest and helping others.
Self-protective style
112
involves being collaborative, building teams, and being diplomatic.
Team-oriented style
113
involves getting the opinions and help of others
Participative style
114
involves being independent and individualistic and making one’s own decisions
Autonomous style
