Leadership Flashcards

Question

Yu et al. (2018)

Answer 1

Is LMX differentiation beneficial or detrimental to group effectiveness? A meta analysis and theoretical integration LMX differentiation was detrimental to collective harmony and solidarity LMX differentiation has a pos direct impact on group performance - BUT this suppressed by negative indirect relationships through emergent states and group processes leaders need to be aware of how differentiating their exchange relationships will impact the group

Answer 2

Give and take: an episodic perspective on leader-member exchange In social exchange theory, equity and reciprocity exists in LMX where there are episodic resource transactions between individuals and their leaders Specifically, members repay (by increasing their work engagement) their leaders when they receive more than what they received in an episodic resource contribution. Additionally, this carried over to the following transaction episode. resource contribution surplus = member gains more from the leader than what they give to the leader in that task episode Episodic level: episodic resource contribution surplus --> momentary sense of obligation to replicate --> state work engagement, member contribution in next episode Employee level: LMX relationship quality moderates episodic resource contribution surplus --> momentary sense of obligation to reciprocate Low-quality LMX relationships may actually have “merit” because they evoke immediate reciprocations from members when they experience an episodic resource contribution surplus. LMX relationship quality weakens the relationship between resource contribution surplus and a sense of obligation to reciprocate (i.e., they do not have to react instantly if they have a good relationship as they view this as common ingredients of their relationship with their leaders)

Answer 3

state-of-the-science review of leader-follower dyads research Use a dyadic perspective when looking at: 1. Interaction process, reciprocity, and/or exchange between a leader and a follower; 2. The interplay of a leader's and a follower's individual characteristics; 3. The agreement/disagreement between a leader's and a follower's perceptions; and. 4. Emergent properties, components, and characteristics of dyadic relationships. future studies on leader-follower dyads should pay closer attention to the levels of theory, measurement, analysis, and inference great need to unpack and explore the temporal dynamics of leader-follower relationships. The process-oriented theories have received very little empirical attention from a pure dyad perspective. would be helpful to know how the various temporal dynamics suggested by existing theories inform our understanding

Answer 4

LMX differentiation and group outcomes: a framework and review drawing on group insights *has the charts on pictorial representations of the three differentiation constructs LMX separation: Dispersion in LMX relationships as disagreement or opposition regarding an opinion, perception, or position LMX variety: Dispersion in LMX relationships as distinctiveness in kind, source, or category LMX disparity: Dispersion in LMX relationships as inequality in concentration of valued social assets or resources

Answer 5

Ethical leadership definition demonstration of a normatively appropriate conduct through personal actions and interpersonal relationships, and the promotion of such conduct to followers through 2-way communication, reinforcement, and decision-making there is a difference between a moral PERSON and a moral LEADER. moral leader sets the tone for ethical workplace behavior by ensuring accountability and setting moral standards.

Answer 6

Toxic leadership meta analysis Shall we serve the dark lords? A meta-analytic review of psychopathy and leadership short summary: slight pos relationship between psychopathic tendencies and emergence, negative with psychopathic tendencies and effectiveness; men benefit more such that there are stronger positive relationships between psychopathic tendencies and leader outcomes 3 categories of mischievous behavior assessed: risky, impulsive, manipulative OVERALL: leaders with psychopathic tendencies are slightly more likely to emerge as leaders, but they are also more likely to be less effective leaders (not huge relationships) correlation between psychopathic tendencies and leadership emergence was weakly positive for women but modestly negative for psychopathic traits and leader effectiveness in MEN, stronger positive correlation between psychopathic tendencies and leadership emergence AND a weak positive correlation between psychopathic tendencies and leadeship effectiveness inverse U shape relationship: highest levels of emergence and effectiveness were observed when moderate levels of psychopathic tendencies were present

Answer 7

Abusive supervision: A systematic review and fundamental rethink. BIG IDEA: abusive supervision is rarely a stable trait but a situational-based occurrence examined antecedents, mediators, and outcomes of follower-perceptions of abusive supervision pretty much all negative relationships for desired outcomes (e.g., self-efficacy, trust in leader, intrinsic motivation, team performance) and positive relationships for undesired outcomes (e.g., stress, unethical behavior, negative affect) Need to examine abusive supervision as process and longitudinal phenomenon Abusive supervision is low base-rate (i.e., evaluations of abusive supervision are rare) Can utilize experiments in order to examine statistically meaningful levels of abusive supervision Can study abusive supervision in contexts where more likely to happen (e.g., competitive organizational cultures)

Answer 8

Ethical leadership: Changes in perceptions of ethical leadership effects on associative and disassociative outcomes social exchange theory connection: changes in ethical leadership perceptions shape how employees appraise their exchange relationship with the organization, and how it affects their pride in -- or contempt for -- the organization. change in these associative and disassociative emotions, in turn , lead to changes in voice / TD(?) results: changes in ethical leadership perceptions were related to same direction changes in employees' pride in their organization, and opposite direction changes in their contempt dor the organization -- above and beyond the effects of present ethical leadership level changes in pride were in turn related to same direction changes in functional voice, whereas changes in contempt were related to same-direction change in dysfunction voice (defensive/destructive) when pride increased (decreased) employees were less (more) likely to leave the organization 6 months after (no effect for contempt) changes in ethical leadership perceptions are meaningful on their own, they may alter employees' organization-targeted behaviors, and changes in associative/disassociative emotions are the mediating mechanism

Answer 9

Servant leadership Servant Leadership: Six characteristics to servant leadership: empowering and developing people, humility, authenticity, interpersonal acceptance, providing direction, and stewardship Leadership theories overlap with servant leadership: transformational leadership, authentic leadership, ethical leadership, Level 5 leadership, empowering leadership, spiritual leadership, and self-sacrificing leadership. Conceptual model of servant leadership where culture (specifically power distance and humane orientation), need to serve and motivation to lead, and individual characteristics (e.g., self-determination, moral cognitive development, and cognitive complexity) preclude servant leadership. There are several outcomes to servant leadership, such as affect, respect, contribution and loyalty, trust, fairness, follower job attitudes (i.e., commitment, empowerment, job satisfaction, engagement), performance (OCB and team effectiveness), and organizational outcomes (sustainability, corporate social responsibility). More research is needed utilizing multilevel designs to examine the effectiveness of servant leadership.

Answer 10

Cited more than 7K, Meta-analysis Strong correlations b/w transformational and some types of transactional “difficult to separate their unique effects” (p. 765); also depends on the industry setting (e.g., business settings do well with contingent rewards compared to college settings) One take: transactional is the base, transformational builds off of it (Bass & Avolio, 1993) Inverse: transactional only effective insofar as transformational stuff happens (Bycio et al., 1995)

Answer 11

charismatic leadership A meta-analytic review and future research agenda of charismatic leadership new definition of charismatic leadership (overlaps with transformational leadership) [personal note: this is so messy. all of the overlap between transformational and charismatic leadership and it feels like the field hasn't gotten anywhere] Recommendations for theory building: Establish what’s up with antecedents and outcomes How do emotions factor into passionate displays and communication? Understand changes over time, with age, life experiences Why is low-level leaders’ charismatic leadership so effective? Women do more charismatic leadership stuff, so why aren’t they perceived as more charismatic?

Answer 12

transformational leadership and performance outcomes: analysis of multiple pathways Five tested and validated mechanisms by which transformational leadership influences performance Affective— via job satisfaction and affective org commitment Motivational— via job self-efficacy and work engagement Identification—with leader and organization Social exchange—through LMX and perceived org support Justice enhancement—with distributive, procedural → trust in leader (Notice: still nothing about roles of specific dimensions!) (Still no indication of whether and how the distinct dimensions of transformational leadership cause or are mediated by different mechanisms)

Answer 13

A critical assessment of charasmatic-transformational leadership: back to the drawing board? critiques to transformational leadership valence-based ocnflation = distinct behaviors are lumped together into one leadership style simply because all behaviors result in good or bad outcomes = primary issue in this critique causality cannot be determined and leadership styles become redundant with one another 4 major issues with charasmatic / TFLto its development in the literature (a) lack of conceptual clarity in construct, especially in terms of its dimensional structure (b) unclear or nonexistent specification of the linkages between the construct, each dimension, mediating and moderating processes, and outcomes (c) confounding of the conceptualization of the operationalization of the construct and its outcomes (d) use of measurement tools that do not replicate the conceptual structure of the dimension and fail to demonstrate divergent validity when compared to other constructs recommends abandoning C-TFL and study *more clearly defined* and empirically distinct aspects of leadership

Answer 14

transformational leadership: follower transformation as the linchpin of transformational leadership theory: a systematic review and future research agenda authors investigated how deeply previous predictors have rigorously tested follower transformation in TFL theory because follower transformation is the linchpin of TFL, the research SHOULD have established these 3 assumptions: (a) leaders impact and change followers (b) followers are impacted and changed in specific ways; leader behaviors impact followers via collective identification, value internalization, and self-efficacy (c) the impacts and changes to followers explain positive workplace outcomes conclude the theory did NOT undergo enough rigorous theory testing HOWEVER, rather than abandon TFL entirely, as Van Knippenberg & Sitkin (2013) suggest, the authors recommend TFL research return to elementary theory building stages suggested use of inductive research / grounded theory methods to uncover leader behaviors associated with follower transformation that accompany leader behaviors

Answer 15

team leadership Teams are often temporary in nature, so their leadership functions can be divided into those related to *team formation* and those related directly to the *task*. Also, anyone can do this stuff whether formally designated as a leader or not. functions of leadership vary along the phases of the team process (a) transition phase requires leadership functions involving staffing, direction/goal setting, structuring and planning, sensemaking, and feedback providing (b) action phase requires leadership functions involving monitoring, boundary managing, team challenging, problem solving, and supporting and encouraging SOURCES of leadership, based on formality and locus: Internal locus, formal: team leader, project manager Internal locus, informal: shared, emergent External locus, formal: sponsor, coach, team advisor External locus, informal: mentor, champion, executive coordinator

Answer 16

The benefits of risk preference divergence between leader and component MTS teams Despite the strong focus on shared understandings, diversity in some ways is also good for MTSs—for example, leader-component team diversity in risk-taking propensity is better for performance and development When it comes to *risk taking* preferences between teams in an MTS, divergence > convergence This is because the risks that are taken are *more calculated* and better thought out (i.e., aspirational as opposed to unwarranted) The divergence examined here was between leader teams and component teams Also, performance improved more over time for the divergent MTSs Especially, it seems, when the component teams (as opposed to leader teams) were the ones with greater risk-taking propensity

Answer 17

Leading multiple teams: Average and relative external leadership in team empowerment and effectiveness raw amount of external leadership had a negative direct influence on performance but a positive indirect influence via empowerment. The direct negative effect was quite a bit stronger than the indirect positive effect. Suggests that external leaders should consider stepping back and let teams do their thing, at least in this customer service context

Answer 18

team leadership * important Mind the gap: the role of leadership in MTS collective cognition previous research found that leaders can be trained to directly facilitate between team coordination --> this paper porposes a mechanism of multiteam interaction mental models MTIMM = cognitive structures containing knowledge of approporate between-team coordination leader team MTIMM accuracy --> leader team strategic communication --> pre leader intervention component team MTIMM accuracy (and component team MTIMM accuracy after leader intervention) --> between team coordination --> MTS performance

Answer 19

Initiating and utilizing shared leadership in teams: the role of leader humility, team proactive personality, and team performance capability conditions of shared leadership used network density to measure shared leadership leader humility - (moderated by team proactive personality) -> shared leadership - (moderated by team performance capability) -> team task performance leader humility encourages and models granting and claiming, social information processing theory

Answer 20

The Topology of Collective leadership * important structural conceptualization (a) member concentration (b) role multiplexity (c) temporal stability (rotation) network methods provide an appropriate language to distinguish between different topologies of collective leadership that involve multiple people, exhibiting multiple types of influence relationships, with relational patterns fluid over the course of team development

Answer 21

shared leadership (special case) Dynamic Delegation: Shared, Hierarchical, and Deindividualized Leadership in Extreme Action Teams Leadership of extreme action medical teams in an emergency trauma center revealed a hierarchical, deindividualized system of shared leadership. At the heart of this system is dynamic delegation: senior leaders’ rapid and repeated delegation of the active leadership role to and withdrawal of the active leadership role from more junior leaders of the team. Dynamic delegation enhances extreme action teams’ ability to perform reliably while also building their novice team members’ skills. Extreme action teams and other “improvisational” organizational units may achieve swift coordination and reliable performance by melding hierarchical and bureaucratic role-based structures with flexibility-enhancing processes

Answer 22

shared leadership; uses adpative leadership theory; conducted a team simulation and found that - transactive memory system -> leadership decentralization -> leadership density -> team performance; TMS also leads to situationally aligned leadership -> team challenge performance

Answer 23

Shared leadership: a state-of-the-art review and future research direction Difference between collective and shared leadership: (a) Like shared leadership, collective leadership also involves multiple members taking on leadership, but the roles are performed according to each member’s skills and expertise, and tends to focus on the “fit” and “contextual” aspects of shared leadership. (b) However, these terms have been used interchangeably and there is no definitive difference between them. (c) Shared leadership is a form of team leadership, but team leadership also encompasses vertical forms of leadership (one leader leading a team). Person-centric, situation-centric, and follower-centric views shed light on the role of individual differences, situational boundary conditions, situational moderators, and team social processes. Given the complexity of collective leadership involving multiple roles, functions, social networks, time variants, leadership situations (tasks), and within-team leadership history, an integrative collective leadership model can be configured by incorporating all the other perspectives

Answer 24

CEO career variety: effects on firm-level and strategic novelty main point: CEO career variety --> strategic dynamism and distinctiveness --> firm-level strategic novelty Basis in upper echelons theory CEO career variety = breadth/diversity of experience prior to CEO level Strategic dynamism = How the firm changes resource allocation over time, often signaling innovation and responsiveness to the changing (internal/external) environment Strategic distinctiveness = How much a firm deviates from prevailing industry norms; the extent that the firm’s profile differs from other firms’ profiles

Answer 25

What is strategic leadership? Developing a framework for future leadership framework of strategic leadership; describes the 8 functions of strategic leaders (CEO, TMTs, BOD) and why they do those functions (attributes) --> related mechanisms (how they do it) that --> firm-level outcomes 8 functions 1. making strategic decisions (overall direction of the firm) 2. engaging with external stakeholders (representing the firm) 3. performing HRM activities (personnel selection, compensation decisions, etc) 4. motivating and influencing (trust, building unified workforce, shaping culture and vision) 5. managing information (processing and appropriately distributing strategic info throughout the org) 6. overseeing operations and administration (managing development/implementation of procedures) 7. managing ethical and social issues (the firm's moral behavior) 8. managing conflicting demands (attending to conflicting needs of different internal and external stakeholders and resolving conflicting strategic issues)

Answer 26

Dynamic decision making: a model of senior leaders managing strategic paradoxes describes a pattern of senior leader decision making when dealing with strategic paradoxes as "consistently inconsistent" allowing the org to both explore and exploit strategic paradox (conflicting needs within the organization) --> raises specific issues in the org --> tensions --> leadership practices (differentiating like allocating roles, and integrating like integrating those roles) --> decision making context (valuing *distinct* strategic domains and how those domains *interconnect* --> creates a novel situation for leader to make decision --> consistently inconsistent decision pattern

Answer 27

Senior leadership teams and organizational agility: introduction describes a framework of how senior leadership teams contribute to organizational agility CEO attributes/TMT attributes --> nature of teamwork --> agility investment / agile organization / agile performance important moderators: context (strategic environment), ecology of the interpersonal space, interventions like executive selection and succession planning

Answer 28

How top management team behavioral integration and behavioral complexity enable organizational ambidexterity: the moderating role of contextual ambidexterity Describes how TMT behavioral integration (info sharing, collaboration, joint decision making) lead to TMT behavioral complexity -> organizational ambidexterity (moderated by contextual ambidexterity) TMT behavioral complexity = behavioral repertoire and behavioral differentiation in TMT organizational ambidexterity = org is capable of exploiting existing competencies and exploring new areas with equal dexterity (see also Smith 2014) discusses importance of support, shared mission, trust, adaptability

Answer 29

Four decades of CEO-TMT interface research: a review inspired by role theory review of CEO-TMT research; using role-theory describes 3 traditions of studying CEO-TMT as: (a) functionalism = roles are static and a priori, determined based on formal functional titles or experiences (b) social interactionism = roles are relationally constructed, socially negotiated, and evolving (c) structuralism = roles are structurally determined by the relative distribution of power in the group (a) functionalism = emphasis either on dyadic relationship w/ the CEO and other functional top managers or on CEO - TMT functional interdependence and complementarity (b) social interactionism = emphasis on leadership style or personality of the CEO and social response of other executives (c) structuralism = emphasis on agency-based features and power differences between CEO and rest of TMT proposes integrating traditions using role-theory concepts: role multiplicity = how roles among members of a unit overlap in multiple, and how role interdependence shapes interpersonal interactions and behavioral outcomes role taking = also called role making, how roles and role expectations are assumed among members of a common social system (CEO and other top managers)

Answer 30

Functional top management team members: A review, synthesis, and research agenda. Functional TMT = C-suite in change of their own functions (strategy, finance, operations) TMT roles have grown increasingly complex and require more strategic leadership now. Discusses importance of ambidexterity, agility, and CEO-TMT relationships, and TMT characteristics can influence those things. Not all orgs have the same list of c-suite roles (e.g., chief information officer), so what is the impact of the actual existence of those roles? (e.g., COO is often there when CEO lacks operational expertise) TMT roles now require more complex strategy foci CEO-TMT relationship is important for TMT to be effective More discussion needed: “studies suggest that functional TMT members may affect economic performance but…contingent upon industry, firm, and particularly TMT-level factors”

Answer 31

Strategic leadership systems: viewing top management teams and boards of directors from a multiteam systems perspective new consideration of the TMT and board as part of a strategic-oriented multiteam system, which we refer to as a strategic leadership system The core premise of our theorizing is that TMTs and boards that strongly emphasize attention to both working independently and interdependently enhance their group and shared task performance, and in turn, firm performance proposes a strategic leadership system (composed of TMT and board) wherein attention to working independently and interdependely facilitates coordination of understanding and enhance to enhance shared task and group performance; importance of attention depends on environment (dynamism, munificence, and complexity) encourages researchers to study TMTs as embedded in a broader, dynamic leadership system—inviting richer theoretical integration and more complex models that better reflect how real-world strategic decisions are made across leadership teams.

Answer 32

Advances in leader and leadership development: a review of 25 years of research and theory leader development = developing the individual leadership development = process of development that inherently involves multiple individuals (e.g., leaders and followers; peers in a self-managed work team) article reviews conceptual and empirical articles that examined definitional, content, process, longitudinal, and avaluation issues concerning leader and leadership development leadership development research needs to be LONGITUDINAL and PROCESS-ORIENTED. relevant outcome variables should be considered that are process-focused, not just job performance or leadership role occupancy future research should investigate individual trajectories of development increased focus should be devoted to collective aspects of leadership, whether they are dyadic leader/follower development, or even more collective forms like shared leadership can use social network analysis to study these things need independent and valid measure of self-awareness that is not seld-other agreement from 360 degree ratings (assumed that individuals with ratings similar to their followers' ratings of them = more self aware)

Answer 33

Developing leaders via experience: the role of developmental challenge, learning orientation, and feedback availability found that developmental challenge (a feature of experience) is positively related to work experience's impact on leadership skill development up until a certain point access to feedback can decrease diminishing returns

Answer 34

Identity, deep structure, and the development of leadership skill describes the skill development of leaders from novice to intermediate to expert expert leaders develop unique skills in grounding their identities and leadership activities in coherent, self-relevant, automatic values identity, meta-cognitive processes, and emotional regulation are critical factors in developing deeper cognitive structures associated with leadership expertise expert leaders may develop unique skills in grounding their identities and leadership activities in coherent, self-relevant, automatic values all of these skills contribute to different types of knowledge use, knowledge content, and cues to access knowledge example: novice leaders are much more dependent on having an understanding of a situation / memory-dependent processing, while expert leaders have a much more principled and automatic understanding of the situation / others

Answer 35

Leadership training, design, delivery, and implementation: a meta-analysis found that leadership training positively impacted reactions, learning, transfer and redults evidence-based best practices for designing a leadership training program LEARNING: use multiple delivery methods (e.g., demonstration, hands-on), conduct a NEEDS ANALYSIS, include hard skills (e.g., business acuity) TRANSFER: use multiple delivery methods, conduct a needs analysis, provide feedvack, use a face-to-face setting, make attendance voluntary, have multiple sessions, include hard and soft skills RESULTS: use multiple delivery methods, hold on-site, require mandatory attendance, have multiple sessions, provide as much training as possible (longer programs are more effective), include soft skills 360-degree feedback may NOT be more effective than single-source feedback don't use self-administered training, instead use internal or external transfer

Answer 36

Planning for future leadership: Procedural rationality, formalized succession processes and CEO influence in CEO succession planning. main point: Important to have a structured and formal CEO succession planning process in place

Answer 37

A contingency model of leader effectiveness defined 2 basic leadership styles: task motivated and relationship motivated effectiveness of these styles depended on the conditions of the situational favorability leader-member relations: how well they get along with subordinates - task structure: how clear and structured the task is - position of power: the amount of formal authority possessed by the leader - task-motivated and relationship-motivated leadership styles were better suited to some combos of situational variables than others approach emphasizes the importance and power of the *situation*

Leadership Flashcards

(61 cards)