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Leadership Flashcards

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1
Q

What is leadership?

A

The process through which one member of a group (the leader) influences other group members toward attainment of shared group goals”

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2
Q

What purpose does leadership serve?

A

Evolutionary function for the survival of a species

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3
Q

How are leaders evaluated?

A

In subjective preferences and goals

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4
Q

What does Northouse, 2007, say about the elements of leadership?

A

A process, involves influence, occurs in a group cortex, involved goal attainment

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5
Q

What is Freud’s theory of leadership?

A

Influenced by Le Bon and leadership emerged as a natural consequence of a group’s thirst of obedience and the leaders must be prototypical of the group

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6
Q

What is identification?

A

An unconscious desire to be like someone else

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7
Q

What is illusion?

A

The leader loves each of the group members alike

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8
Q

What process is leadership?

A

An identity process where prototypically leadership are more effective than less prototypical

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9
Q

Who did an experiment on the effectiveness in stereotypical and prototypical leaders?

A

Hains, Hogg and Duck

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10
Q

What is the procedure of Hains, Hogg and Duck, 1997?

A

They compared a stereotypical leader (based on previous findings, plans, emphasises group goals, coordinates activities, clarifies expectations, leader being prototypical to the group and the leader being non-prototypical)

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11
Q

What did Hains, Hogg and Duck (1997) find?

A

The stereotypical leader always is more effective and the prototypical leader is more effective when the group is salient

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12
Q

What are examples of prototype management talk?

A

Talking up prototypicality, identifying deviants or marginal members to highlight prototypicality, vilifying contenders for leadership and casting them as non-prototypical

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13
Q

How are women rated in leadership?

A

As just as effective as men

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14
Q

What did Stogdill 1948 say about the trait approach?

A

Leadership is reconceptualised as a relationship between people and the situation

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15
Q

What does Stogdill, 1948 say about the set of traits from leader?

A

There is no consistent set of traits differentiating leaders from non leaders in different situations

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16
Q

Who found the five factor personality model and leadership?

A

A meta analysis done by Judge et al, 2002

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17
Q

What are the big five personality factors model?

A

Low neuroticism, high extraversion, low openness, high agreeableness, high conscientiousness

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18
Q

What are characteristics of neuroticism?

A

Depressed, anxious, insecure, vulnerable, hostile

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19
Q

What are characteristics of extraversion?

A

Sociable, assertive, positive, energy

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20
Q

What are characteristics of openness?

A

Informed, creative, insightful and curious

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21
Q

What are characteristics of agreeableness?

A

Accepting, conforming, trusting and nurturing

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22
Q

What are characteristics of conscientiousness?

A

Thorough, organised, controlled, dependable

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23
Q

What is the definition of powerfulness in people?

A

Those who have the ability to affect others’ beliefs, attitudes and courses of action

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24
Q

What is the great person theory?

A

Perspective on leadership that attributes effective leadership to innate or acquire individual characteristics

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25
What are the 5 types of power?
Referent, expert, legitimate, reward, coercive
26
Who found the 5 types of power?
French and Raven, 1962
27
What is referent power?
Based on followers' identification and liking for the leader
28
What is expert power?
Based on the followers' perception of the leader's competence
29
What is legitimate power?
Associated with having status or formal job authority
30
What is reward power?
Having the capacity to provide rewards to others
31
What is coercive power?
Having the capacity to penalise or punish
32
How do leaderships lead?
Through task behaviour and relationship behaviour
33
What is task behaviour?
Facilitating goal accomplishment
34
What is relationship behaviour?
Helping subordinates feel comfortable with themselves, each other and the situation they are in
35
Who found the Managerial Grid?
Blake and Mouton
36
What are the 5 managements in the leadership grid?
Impoverished, country club, middle of the road, team, authority-compliane
37
What is impoverished management characterised by?
Low concern for people and low concern for production. Exertion of minimum effort to get the work done as appropriate to sustain organisation membership
38
What is country club management characterised by?
High concern for people and low concern for production. Thoughtful attention to the needs of the people for satisfying relationships leads to a comfortable atmosphere
39
What is middle of the road management characterised by?
Medium concern for production and people Adequate organisation performance through balancing the necessity to get out work with maintain the morale of people at a satisfactory level
40
What is authority-compliane management characterised by?
Low concern for people and high concern for production. Efficiency in operations results from arranging conditions of work where human elements interfere to minimum degree
41
What is team management characterised by?
High concern for people and production. Work accomplishment is from committed people. Interdependence through commonalities in organisation purpose leads to relationships of trust and respect
42
What is glass ceilings?
An invisible barrier that prevents women and minorities from attaining top leadership positions
43
What is role congruity theory?
Social stereotypes of women are inconsistent with people's schemas of effective leadership
44
What is normative decision theory?
The three decision making strategies that leaders can choose
45
What are the three decision making strategies?
Autocratic, consultative and group decision
46
What is autocratic decision making?
Subordinate input is not sought
47
What is consultative decision making?
Subordinate input is sought but leader retains authority to make final decision
48
What is group decision making?
Leader and subordinates are equal in the shared process
49
Who found the different leadership styles?
Lippitt and White (1943)
50
What are the 3 leadership styles?
Autocratic, democratic, laissez-faire
51
What are the characteristics of autocratic leaders?
Gave orders, organise club activities, aloof, focused on the task
52
What are the characteristics of democratic leaders?
Calls for suggestions, discuss plans, behave like ordinary club members
53
What are characteristics of laissez-faire leaders?
Leaves the group to its own devices and did not intervene
54
What is the liking for the leader in autocratic, democratic and laissez-faire leaderships?
Autocratic= liked less. Democratic= liked more. Laissez-faire= liked less
55
What is the group atmosphere for autocratic leaders?
Aggressive, dependent, self-oriented
56
What is the group atmosphere for democratic leaders?
Friendly, group-centred, task-oriented
57
What is the group atmosphere for laissez-faire leaders?
Friendly, group-centred, play-oriented
58
What is the productivity for autocratic leaders?
High when leader is present and low when leader is absent
59
What is the productivity for democratic leaders?
High, unaffected by the presence or absence of the leader
60
What is the productivity for laissez-faire leaders?
Low but increased in the absence of the leader
61
Who found the situational leadership II model?
Blanchard et al, 1985
62
What are the two leadership styles in situational leadership?
Directive behaviour and supportive behaviour
63
What is the development level in situational leadership?
The degree to which employees have the competence to accomplish a task
64
What are the 4 leader behaviours in the situational leadership model II?
Delegating leader, participating leader, selling leader and the telling leader
65
What is the delegating leader behaviour in situational leadership?
Low supportive behaviour, low directive behaviour, high development level
66
What is participating leader behaviour in situational leadership?
High supportive behaviour, low directive behaviour, high developmental level
67
What is selling leader behaviour in situational leadership?
High supportive behaviour, high directive behaviour, low development level
68
What is telling leader behaviour in situational leadership?
Low supportive behaviour, high directive behaviour, low developmental level
69
What is the least-preferred coworker leadership style procedure?
Describe the one person with whom you have worked the least well with. From a scale of 1 through 8 describe the person on a series of bipolar scale such as unfriendly and friendly
70
What is the effectiveness of the leader?
The function of leader style and situation control
71
What does a high LPC score suggest?
Relationship orientated, the leader has a human relations orientation
72
What does a low LPC score indicate?
Task orientation
73
What is Fiedler's logic from the LPC?
Individuals who rate their least preferred coworker in a favourable light derive satisfaction out of interpersonal relationship
74
What are the three situation factors?
Leader-member relations, task structure, position power
75
When is relationship orientated leadership style preferred?
When there is good leader-member relation, low task structure and a strong or weak position power. Also when there is poor leader-member relations, high task structure and strong or weak position power
76
When is task orientated leadership style preferred?
When there is good leader-member relations, high task structure and strong or weak position power. When there is poor leader-member relations, low task structure and strong or weak position power
77
What are strengths of the contingency theory?
Provides a way to assess leader style that can be useful to an organisation.
78
What is the limitation of contingency theory?
There is doubt whether LPC is a true measure of leadership style, only high or low LPC is classified but not the middle
79
What is transactional leadership?
The leader sets goals and expectation and there is contingent rewards and punishment
80
What circumstances allow leaders to be innoactive?
Conformity closely to group norms, ensuring that the group feels that leader is appointed democratically, seen to have competence to fulfil objective, seen to identify with the group
81
Who found the leader-member exchange theory?
Graen and Uhl Bien, 1991
82
What is the leader-member exchange theory?
Continuum of quality of exchange relationships between the leader and follower
83
What are high quality LMX relationships associated with?
With better performing and more satisfied workers, subordinates are favoured by leader and receive valued resources
84
What are low quality LMX theory associated with?
Subordinates disfavoured by leader and receive fewer valued resources
85
What does LMX theory predict?
Effective leadership hinges on development of high quality LMX relationships
86
What are charismatic leadership traits?
Advocates a vision, not a keeper oft the status quo, acts in unconventional way, makes self sacrifice, strong confidence
87
What is transformational leadership?
Transforming subordinates and empowering them to be able to do better as the task
88
How do transformational leaders complete their task?
Charisma, inspiration, intellectual stimulation, individualised consideration
89
What is charisma?
Provides vision and sense of mission, instills pride, gains respect and trust
90
What is inspiration?
Communicates high expectations, uses symbols to focus efforts
91
What is intellectual stimulation?
Challenging followers' basic thinking
92
What is individualised consideration?
Attention to followers' needs and abilities
93
What did Waldman et al, 2001 find with transformational leaders?
Companies with high transformational leaders outperformed those whose leaders that weren't transformational in chaotic environment
94
What is leader categorisation theory?
We have schemas about how different types of leaders behave in different leadership situations
95
What does the leader categorisation theory predict?
The better the match is between the leader characteristics and schemas, the more favourable
96
What is the relational model of authority in groups?
How effective authority is in groups is due to fairness and justice based relations between the leader and followers
97
How do followers evaluate a leader in the relational model of authority?
In terms of distributive justice and procedural justice
98
What is distributive justice?
Fairness of outcome of a decision
99
What is procedural justice?
Fairness of procedures used to make a decision
100
What are the two types of group communication?
Mastery focused and connectedness focused
101
What is mastery focused communication?
Task instructions and correction of errors
102
What is connectedness-focused communication?
Reassurance of positive esteem and relationship maintenance
103
Who found the patterns of communication?
Shaw 1954 and Davis and Newstrom 1985
104
What did Bavelas et al 1951 find?
Groups arranged in a centralised fashion made fewer errors on the task than decentralised arrangement and morale and job satisfaction higher in decentralised
105
What did Shaw 1964 find?
Complex tasks decentralised were more superior
106
What are the advantages of electronic communication?
A focus on task content
107
What are the disadvantages of electronic communication?
Lack of non verbal cues important for socio emotional interdependence Harder for members to gain an impression of others' expertise
108
What is brainstorming?
Generation of many ideas as possible to enhance group creativity
109
What are the 5 factors in brainstorming?
Evaluation apprehnsion, social loafing and free riding and, productive matching, productive matching and production blocking
110
What is transactive memory?
Group members having a shared memory for the expert in a topic and what the group remembers
111
How can groups develop more sophiscated memory assignment systems?
Group negotiating responsible for different memory domains Group assigning memory domains on the basis of expertise Group assigning memory domains on the basis of access to infl

Understanding groups and individuals (9 decks)

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