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Industrial Organization > L2: Leadership > Flashcards

L2: Leadership Flashcards

1
Q

Involves inspiring, motivating, and empowering others to contribute to the success and effectiveness of their organizations.

Influencing, motivating, and enabling others to contribute toward the effectiveness and success of the organizations of which they are
members

Vital management function that helps to direct an organization’s resources for improved efficiency and the achievement of goals.

A

Leadership

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2
Q

Focus on the people and leading them to achieve overall objectives.

Exert a disproportionate influence

A

Leader

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3
Q

Focus on managing work and output.

A

Manager

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4
Q

2 TYPES OF LEADERS

A

Person-oriented Leaders
Task-oriented Leaders

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5
Q

Act in a warm and supportive manner and show concern for their subordinates

A

Person-oriented Leaders

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6
Q

Define and structure their own roles and those of their subordinates to attain the group’s formal goals

A

Task-oriented Leaders

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7
Q

5 LEADERSHIP STYLES

A

Transactional Leadership
Transformational Leadership
Shared Leadership
Managerial Leadership
Servant Leadership

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8
Q

Consists many of task-oriented behaviors mentioned throughout this chapter—setting goals, monitoring performance, and providing a consequence to success or failure.

A

Transactional leadership

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9
Q

3 dimensions of transactional leadership

A

Contingent reward
Management by exception–active
Management by exception–passive

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10
Q

Refers to leaders who reward followers for engaging in desired activity.

A

Contingent reward

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11
Q

Refers to leaders who actively monitor performance and take corrective action when needed.

A

Management by exception–active

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12
Q

Refers to leaders who do not actively
monitor follower behavior and who take corrective action only when problems are serious.

A

Management by exception–passive

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13
Q

Difference between leaders and managers

A

Leader: Motivating and Inspiring people
Manager: Directing and controlling people

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14
Q

Focuses on changing or transforming the goals, values, ethics, standards, and performance of others; often labeled as being “visionary”, “charismatic”, and “inspirational”.

One who leads by inspiring others to adopt high goals and strive to achieve them.

A

Transformational Leadership

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15
Q

3 highly related dimensions to transformational leadership:

A

Charisma
Intellectual stimulation
Individual consideration

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16
Q

Refers to leaders with high moral and ethical standards who have a strong vision of where they want their followers to go and who use enthusiasm to motivate their followers.

A

Charisma

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17
Q

Refers to leaders who encourage change and open thinking, challenge the status quo, and appreciate diversity.

A

Intellectual stimulation

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18
Q

Refers to leaders who encourage individual growth and take the time to mentor and
coach their followers.

A

Individual consideration

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19
Q

Idea that people who become leaders possess traits or characteristics different from
people who do not become leaders.

A part of trait theory that postulates that certain types of people will become leaders and certain types will not.

Concerned with the process that results in someone being regarded as the leader of a
group.

A

Leadership Emergence

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20
Q

Postulates that certain types of people will be better leaders than will other types of people.

Concerned with the performance of the leader.

A

Leader Performance

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21
Q

Explanation that is intuitively plausible to the general population for why someone “looks like” a leader.

A

Traits Approach

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22
Q

Concerned with what leaders do rather than what their personal characteristics might be.

A

Leader Behavior Approach

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23
Q

Personality trait characterized by the tendency to adapt one’s behavior to fit a particular social situation.

A

Self Monitoring

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24
Q

General mental capability involving reasoning, problem solving, planning, and learning from experience.

A

COGNITIVE ABILITY

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25
Q

A projective personality test in which test takers are shown pictures and asked to tell stories; designed to measure various need levels.

A

Thematic Apperception Test (TAT)

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26
Q

An objective test used to measure various need levels.

A

Job Choice Exercise (JCE)

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27
Q

Leaders who believe that employees are extrinsically motivated and thus lead by giving
directives and setting goals.

A

Theory X leaders

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28
Q

The extent to which leaders define and structure their roles and the roles of their subordinates.

A

Initiating structure

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29
Q

A leadership style in which the leader is concerned with both productivity and
employee well-being.

A

Team leadership

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30
Q

A style of leadership in which the leader is concerned with neither productivity nor the well-being of employees.

A

Impoverished leadership

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31
Q

A leadership style reflecting a balanced orientation between people and tasks.

A

Middle-of-the-road leadership

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32
Q

A test used to measure perceptions of a leader’s style by his or her subordinates.

A

Leader Behavior Description Questionnaire (LBDQ)

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32
Q

A leadership style reflecting a balanced orientation between people and tasks.

A

Leadership Opinion Questionnaire (LOQ)

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33
Q

5 characteristics not shared by poor leaders (Hunt and Laing (1997)

A

Vision
Differentiation
Values
Transmission of Vision and Values
Flaws

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34
Q

Successful leaders have strong values.

A

Values

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35
Q

Successful leaders are somehow different from their followers, they are also similar enough to relate to and empathize with
them.

A

Differentiation

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36
Q

Where they want the organization to go and provide direction toward that end.

A

Vision

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37
Q

Successful leaders are able to communicate their vision and values to others.

A

Transmission of Vision and Values

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38
Q

Successful leaders typically have a major flaw and they know it; this flaw makes the leader more human and provides a target that followers can focus on when they are upset with the leader.

A

Flaws

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39
Q

3 MOTIVATION TO LEAD

A

Affective Identity Motivation
Non-calculative Motivation
Social Normative Condition

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40
Q

Become leaders because they enjoy being in charge and leading others

The motivation to lead as a result of a desire to be in charge and lead others.

A

Affective Identity Motivation

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41
Q

Seeking leadership that will result in personal
gain

Those who seek leadership positions because
they will result in personal gain.

A

Non-calculative Motivation

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42
Q

Becomes leaders out of the sense of duty

The desire to lead out of a sense of duty or
responsibility.

A

Social Normative Conditions

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43
Q

Involves the idea that leaders who perform well possess certain characteristics that poorly performing leaders do not.

A part of trait theory that postulates that certain types of people will be better leaders than will other types of people.

A

Leadership Performance

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44
Q

The name for a pattern of needs in which a leader has a high need for power and a low need for affiliation.

A

Leadership motive pattern

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45
Q

3 TRAITS AND BEHAVIORS of Unsuccessful Leaders

A

1.Lack of Training
2.Cognitive Deficiencies
3. Personality

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46
Q

Unsuccessful leaders may lack the necessary training and skills required for effective leadership.

A

Lack of Training

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47
Q

May struggle with critical thinking, strategic planning, and understanding complex
business situations.

Poor leaders are unable to learn from experience and are unable to think strategically—they consistently make the same mistakes and do not plan ahead.

A

Cognitive Deficiencies

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48
Q

Certain personality traits, such as impulsivity, stubbornness, or an inability to handle stress, can contribute to leadership failure.

Most important source of poor
leadership behavior; many unsuccessful leaders are insecure and adopt one of three
personality types: the paranoid or passive-aggressive, the high- likability floater, and the narcissist.

A

Personality

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49
Q

May create a toxic work environment.

Source of insecurity for this type of leader is some incident in their life in which they felt betrayed

A

Paranoid or Passive-Aggressive

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50
Q

Rely solely on likability without demonstrating
competence or making tough decisions can struggle in challenging situations.

Goes along with the group, is friendly to everyone, and never challenges anyone’s ideas

A

High Likability Floater

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51
Q

May prioritize their own needs and desires
over the well-being of the team or organization.

Like to be the center of attention, promote their own accomplishments, and take most, if not all, of the credit for the successes of their group—but they avoid all blame for failure.

A

The Narcissist

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52
Q

States that there is no best style of leadership; instead, a leader’s effectiveness is
based on the situation

Holds that any individual’s leadership style is effective only in certain situations

States that leadership is a function of both the person and the situation.

Degree to which leaders have control and influence and therefore feel that they can determine the outcomes of a group interaction

A

Contingency Theory (Fred Fiedler)

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53
Q

Three Variables of Contingency Theory (Fiedler)

A
  1. Task Structuredness
  2. Leader Position Power
  3. Leader-member Relations
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54
Q

Test used in conjunction with Fiedler’s contingency model to reveal leadership style and effectiveness.

A

Least-Preferred Coworker (LPC) Scale

55
Q

Refers to the type of task you’re doing: clear and structured, or vague and unstructured.

Refers to the extent to which tasks have clear goals and problems can be solved.

Subordinate job tasks are clearly and specifically defined.

The clarity of the tasks required to complete a project.

A

Task Structuredness

56
Q

Amount of power you have to direct the group, and provide reward or punishment.

Refers to the extent to which a leader, by the nature of his or her position, has the power to
reward and punish subordinates

Amount of power and influence that the
supervisor has.

A

Leader Position Power

57
Q

Level of trust and confidence that your team has in you.

Refers to the extent to which subordinates like a leader

Subordinates get along with and support their
supervisors

A

Leader-member Relations

58
Q

A training program that teaches leaders how to change situations to match their leadership styles.

A

Leader Match

59
Q

Most researched and respected clustering of
personality traits

A

FIVE FACTOR MODEL OF PERSONALITY
(COSTA & MCCRAE)

60
Q

Organized, dependable, goal-focused, thorough, disciplined, methodical, and industrious

A

Conscientiousness

61
Q

Trusting, helpful, good-natured, considerate, tolerate, selfless, generous, and flexible

A

Agreeableness

62
Q

People who tend to be anxious, insecure, self-conscious, depressed, and temperamental

A

Neuroticism

63
Q

Imaginative, creative, unconventional, curious, nonconforming, autonomous, and aesthetically perceptive

A

Openness to Experience

64
Q

Outgoing, talkative, energetic, sociable and assertive

A

Extraversion

65
Q

States that there are 6 styles of leadership; each style is effective with only one particular situation or organizational climate.

A

Impact Theory

66
Q

6 behaviour styles of leaders

A

Informational
Magnetic
Position
Affiliation
Coercive
Tactical

67
Q

Provides info in a climate of IGNORANCE, where important information is missing from the group

Provides information and guidance to
subordinates

May involve a leader who emphasizes providing information, knowledge, and education in situations where there is a lack of awareness or understanding.

A

Informational

68
Q

In a climate of DESPAIR, they may possess
charismatic qualities that attract and inspire others.

Uses charisma and personality to motivate
and inspire subordinates.

A

Magnetic

69
Q

In a situation marked by INSTABILITY, they might focus on establishing and reinforcing their authority and organizational structure.

Uses their authority to direct and control subordinates.

Leads through energy and optimism but is
characterized by low morale energy

The leaders influence others by virtue of their appointed or elected authority

A

Position

70
Q

In a climate of ANXIETY, they may prioritize
building strong interpersonal relationships and fostering a sense of belonging among team members.

Leads by liking and caring about others

Builds relationships and trust with subordinates.

A

Affiliation

71
Q

May involve a more authoritative and directive approach, especially in times of CRISIS.

leads by controlling and punishment

Uses threats and punishments to control
subordinates.

A

Coercive

72
Q

In a climate of DISORGANIZATION, they might focus on implementing strategic plans and organizing resources to bring order to chaotic situations.

Uses their problem-solving skills to achieve goals.

Leads through strategy

A

Tactical

73
Q

Leader’s styles, traits, and behaviors directly impact the satisfaction, motivation, and productivity of subordinates.

Refers to the behaviors a leader should exhibit to attain a desired outcome

A theory of leadership stating
that leaders will be effective if their behavior helps subordinate achieve relevant goals

A

Path-Goal Theory

74
Q

4 Types of Path-Goal Leadership Styles

A
  1. Instrumental Leadership (or Directive)
  2. Supportive Leadership
  3. Participative Leadership
  4. Achievement-Oriented leadership
75
Q

Leaders are actively managing their teams; task-oriented and Growth-oriented

Calls for planning, organizing, and controlling the activities of employee

Structuring job tasks for subordinates and
letting them know what is expected

The leader plans and organizes the activities of employees.

A

Instrumental/Directive Leadership

76
Q

Focuses on developing and maintaining relationships

Showing concern for the needs and
welfare of subordinates.

A

Supportive Leadership

77
Q

Leaders are co-collaborator at work

Shares information with employees and lets them participate in the decision-making

Seeking input from subordinates and
allowing them to participate in decision
making.

A

Participative Leadership

78
Q

Challenging goals and rewards increase
performance

Emphasizing achievement and
good performance

The leader sets challenging goals and
rewards achievement.

Focuses on the identity, confidence, and status of team members

A

Achievement-Oriented
leadership

79
Q

A strategy that designates a leadership style to a given situation based on a number of factors.

Most effective leadership style is contingent on the development level of the subordinates and the demands of the situation

A theory of leadership states that effective leaders must adapt their leadership style
to fit both the situation and the followers.

A

Situational Leadership Theory

80
Q

Ability and willingness to perform a particular task

A

Follower Readiness:

81
Q

4 Types of Situational Leadership Theory leadership styles

A
  1. Delegating
  2. Directing (or Telling)
  3. Coaching (or Selling)
  4. Supporting (or Participating)
82
Q

A hands-off approach to leadership

A

Delegating: Willing and Able

83
Q

Leader tells people what to do and how to do it

A

Directing (or Telling): Unwilling and Unable

84
Q

The explaining and persuading style

A

Coaching (or Selling): Willing and Unable

85
Q

Leaders offer less direction and leave the decisions to others

A

Supporting (or Participating): Unwilling and
Able

86
Q

Leader-Member Exchange Theory is also known as?

A

Vertical Dyad Linkage Theory

87
Q

Focuses on the relationship between leaders and members of their teams, and how those relationships can either contribute to growth or hold people back

Concentrates on the interactions between leaders and subordinates

A

Leader-Member Exchange Theory

88
Q

3 Stages of Leader-Member Exchange Theory

A
  1. Role Taking
  2. Role Making
  3. Routinization
89
Q

Team members are joining the group for the first time; leaders are getting to know their new employees and accessing their skills,
experience and abilities

A

Role Taking

90
Q

Team members are now a part of the group and begin to work on projects and tasks; In-group and Out-group Classification

A

Role Making

91
Q

Leaders and their team members have established a routine in the workplace; In-group and Out-group classifications affect how leaders relate to its team members

A

Routinization

92
Q

Receive more opportunities,
challenging works, and attention; have access to resources for advancements and improvements

A

In-Group

93
Q

Receive less opportunities and responsibilities, and have limited access to
managers and resources

A

Out-Group

94
Q

Presents a range of action related to the degree of authority used by the manager and the area of freedom available to non-managers on decision making processes

Suggests a continuum of possible leadership behavior available to a manager and along which many leadership styles may be placed.

Suggested that there is a continuum of possible leadership behaviors the leader can use depending on various situations and factors

A

Continuum of Leadership Behavior

95
Q

Continuum of Leadership Behavior

A

Forces in the manager
Forces in the members
Forces in the Situation

96
Q

Influenced by manager’s background, knowledge, values, experience and personal

The behavior of the leader is influenced by his personality, background, knowledge, and experience.

A

Forces in the manager

97
Q

Influenced by subordinate’s personality and their expectations from the leader

The personality of the subordinates and their expectations from the leader influences
their behavior.

A

Forces in the members/subordinates

98
Q

The environmental and general situations also affect the leader’s behavior.

A

Forces in the situation

99
Q

Normative Decision Model is also known as?

A

“Leader-Participation Model”
“Vroom- Yetton-Jago Model

100
Q

Designed to help leaders identify the best-decision making approach and leadership style to take, based on current situation.

Model designed to help leaders know the extent to which they can involve other
team members in making decisions.

A

Normative Decision Model

101
Q

Leader makes the decision alone without consulting others.

A

Autocratic

102
Q

Leader gathers information from subordinates individually or as a group but makes the decision alone.

Consults with subordinates individually. doesn’t decide until after hearing their input

A

Consultative

103
Q

Leader gathers information from subordinates individually or as a group but makes the decision alone.

Consults with a group & decide based on
their input

A

Group

104
Q

Leader delegates the decision-making authority to a group or individual
subordinates.

A

Delegative

105
Q

Decision Making Styles

A
  1. Autocratic I (AI)
  2. Autocratic II (AII)
  3. Consultative I (CI)
  4. Consultative II (CII)
  5. Group II (GII)
106
Q

Leader solves problems alone, and makes own decisions through readily available information

Decide independently.

A

Autocratic I (AI)

107
Q

Leader takes necessary information from
subordinates, but does not involve them in the actual-decision making process

Gather basic additional information from
others to inform your decision, and then decide independently.

A

Autocratic II (AII)

108
Q

Leader shares problems with relevant
subordinates individually and makes own decision, which may or may not have been influenced by subordinates’ opinions

Share the details of your situation with
a small number of others in order to
gather high quality opinions, and then
decide independently.

A

Consultative I (CI)

109
Q

Leader shares the problems and obtains ideas, information and suggestion from subordinates in a group session, but
makes the final decision

Facilitate a group to generate ideas,
share impressions and weigh in on
the decision, and then make the
decision independently.

A

Consultative II (CII)

110
Q

Leader shares their issue with subordinates in a group session and coordinates their efforts to think of a situation as a group; group makes final decision

Facilitate a group toward a consensus decision without regard for your own opinions

A

Group II (GII)

111
Q

Focuses on 2 factors of Leadership: Participation and Direction

Propose that leaders should be allowed to adapt to different situations.

A

The Muczyk-Reimann Model

112
Q

Degree to which subordinates are allowed in decision making

Behavior is concerned with the degree to
which subordinates are allowed to be involved in decision making.

A

Participation

113
Q

Degree of supervision exercised in the execution of tasks

A

Direction

114
Q

Types of Leadership Styles according to the Muczyk-Reimann Model

A
  1. Directive Autocrat
  2. Permissive Autocrat
  3. Directive Democrat
  4. Permissive Democrat
115
Q

Leader makes the decisions unilaterally and closely supervises the activities of subordinates

A

Directive Autocrat

116
Q

Leader makes the decision unilaterally but allows subordinates a great deal of latitude execution

A

Permissive Autocrat

117
Q

Leader wants full participation but closely supervises subordinate activity

A

Directive Democrat

118
Q

Leader allows high participation in decision making and execution

A

Permissive Democrat

119
Q

Conception that leadership is best understood in terms of the actions taken by an individual in the conduct of leading a group.

A

Leadership Behavior Taxonomy/ Behavioral Theory (Yukl)

120
Q

Two critical leadership factors of Behavioral Theory

A

Initiation of structure
Consideration

121
Q

Defined as the person’s ability to make choices and manage their own life

A

Self-Determination Theory (Ryan and Deci)

122
Q

People need to feel in control of their own
behaviors and goals

A

Autonomy

123
Q

People need to gain mastery of tasks and
learn different skills

A

Competence

124
Q

People need to experience a sense of belonging and attachment to people

A

Connection or Relatedness

125
Q

Designed to help to identify the best decision-making approach and leadership style to take, based on the current situation.

A decision tree to help leaders decide when decisions should be made alone and when they should be made with the help of others.

A

Vroom-Yetton Model

126
Q

Holds that leaders and managers are most effective when they are out of their offices, walking around and meeting with and talking to employees and customers about their needs and progress.

A

Management by walking around (MBWA)

127
Q

Extent to which one person can influence
another to do something.

A

Power

128
Q

5 BASIC TYPES OF POWER

A

Expert Power
Legitimate Power
Reward Power
Coercive Power
Referent Power

129
Q

Power that individuals have because
they have knowledge.

Has 2 requirements:
- Knowledge must be something that others
in an organization need.
- Others must be aware that the
leader knows something.

A

Expert Power

130
Q

Power that individuals have
because of their elected or appointed position.

Leaders obtain this on the basis of their positions; leaders with this are best able to get employees to comply with their orders

A

Legitimate Power

131
Q

Leadership power that exists to the
extent that the leader has the ability and authority to provide rewards.

Involves having control over both financial
rewards and nonfinancial rewards.

A

Reward Power

132
Q

Leadership power that comes from the
leader’s capacity to punish others.

Others believe they are willing to use her ability to punish; they cannot maintain coercive power if employees believe they are bluffing.

A

Coercive Power

133
Q

Leadership power that exists when followers can identify with a leader and the leader’s goals.

Leaders who are well liked can influence
others even in the absence of reward and
coercive power.

A

Referent Power

134
Q

Leadership is a leadership style exhibited by
individuals who have high standards of integrity, take responsibility for their actions, and make decisions based on principle rather than short-term success.

A leadership theory stating that leaders should be honest and open and lead out of a desire to serve others rather than a desire for self-gain.

A

Authentic leadership

Industrial Organization (10 decks)

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