Leadership

Question 1

leadership

Answer 1

the ability to influence people towards the attainment of organisational goals

Question 2

servant leadership

Answer 2

occurs when a leader transcends self-interest to serve others, the organisation and society

Question 3

authentic leadership

Answer 3

individuals who know and understand themselves, who espouse and act consistently with higher-order ethical values and who empower and inspire others with their openness and authority

Question 4

interactive leadership

Answer 4

the focus on minimising personal ambition and developing others

Question 5

level 5 leadership

Answer 5

characterised by an almost complete lack of ego, coupled with a fierce resolve to of what is best for the organisation

Question 6

humility

Answer 6

being unpretentious and modest rather than arrogant and prideful

Question 7

traits

Answer 7

the distinguishing personal characteristics of a leader

Question 8

strengths

Answer 8

natural talents and abilities that have been supported and reinforced with learned knowledge and skills

Question 9

task-oriented

Answer 9

providing structure, direction, and aiding performance

good for meeting schedules, keeping costs low, achieving production efficiency

task-oriented leader would excel in favourable situations

Question 10

people-oriented

Answer 10

demonstrating concern, respect, and care for the wellbeing of others

good for developing a cohesive work group through positive interaction facilitation; ensuring employees are satisfied with their jobs

the people-oriented leader would excel in unfavourable situations

Question 11

contingency approaches

Answer 11

a model of leadership that describes the relationship between leadership styles and specific organisational situations

Question 12

situational model

Answer 12

a contingency approach to leadership that links the leader’s behavioural style with the task readiness of employees

Question 13

directive style

Answer 13

used for low readiness followers

directive leader provides detailed goals and instructions, closely monitors operations and performance

Question 14

coaching style

Answer 14

used for moderate readiness followers

coaching leader provides both task instruction and personal support as needed

Question 15

supporting style

Answer 15

used for high readiness followers

supporting leader supports, consults with, and develops followers’ skills and confidence

Question 16

entrusting style

Answer 16

used for very high readiness followers

entrusting leader turns over complete responsibility, with little focus on either task or people needs

Question 17

substitute leader

Answer 17

a situational variable that makes a leadership style redundant or unnecessary

Question 18

neutraliser

Answer 18

a situational variable that counteracts a leadership style and prevents the leader from displaying certain behaviours

Question 19

charismatic leader

Answer 19

a leader who has the ability to inspire and motivate people to do more than they would normally do, despite obstacles and personal sacrifice.

followers are willing to put aside their own interests for the sake of the team, department or organisation. The impact of charismatic leaders normally comes from (1) stating a lofty vision of an imagined future that employees identify with; (2) displaying an ability to understand and empathise with followers; and (3) empowering and trusting subordinates to accomplish results.

subsequently, followers are seduced as they experienced strong feelings towards the mission and the leader; they full-heartedly trust the correctness of the leader’s beliefs and obey willingly.

Question 20

transformational leader

Answer 20

a leader distinguished by their special ability to bring about innovation and change by recognising their followers’ needs and concerns, providing meaning, challenging people to look at old problems in new ways and acting as role models for new values and behaviours

transformational leaders inspire followers not only to believe in the leader personally, but also to believe in their own potential to imagine and create a better future for the organisation. Transformational leaders create significant change in both their followers and the organisation

transformational leaders have the ability to lead changes in the organisation’s mission, strategy, structure and culture, as well as to promote innovation in products and technologies. Transformational leaders do not rely solely on tangible rules and incentives to control specific transactions with followers. They focus on intangible qualities such as vision, shared values and ideals to build relationships, give larger meaning to diverse activities, and find common ground to enlist followers in the change process.

studies show that transformational leadership has a positive impact on follower development and follower performance. Moreover, transformational leadership skills can be learned, and are not ingrained personality characteristics. In addition, transformational leaders are typically emotionally stable and positively engaged with the world around them, and they have a strong ability to recognise and understand others’ emotions. These characteristics are not surprising, considering that these leaders accomplish change by building networks of positive relationships.

Question 21

transactional leader

Answer 21

a leader who clarifies employees’ role and task requirements, initiates structure, provides rewards and displays consideration for employees

Question 22

alienated follower

Answer 22

a person who is an independent, critical thinker but is passive in the organisation

Question 23

conformist

Answer 23

a follower who participates actively in the organisation but does not use critical thinking skills

Question 24

pragmatic survivor

Answer 24

a follower who has qualities of all four follower styles, depending on which fits the prevalent situation

Question 25

passive follower

Answer 25

a person who exhibits neither critical independent thinking nor active participation

Question 26

effective follower

Answer 26

a critical, independent thinker who actively participates in the organisation

Question 27

power

Answer 27

the potential ability to influence the behaviour of others

Question 28

influence

Answer 28

the effect that a person's actions have on the attitudes, values, beliefs or behaviour of others

Question 29

legitimate power

Answer 29

power than stems from a formal position in an organisation and the authority granted to it

Question 30

reward power

Answer 30

power that results from the authority to reward others

Question 31

coercive power

Answer 31

power that stems from the authority to punish or recommend punishment

Question 32

expert power

Answer 32

power that stems from special knowledge or skill in tasks performed by employees

Question 33

referent power

Answer 33

power that results from the characteristics that command employees' identification, respect and admiration, so that they wish to emulate the leader

Question 34

interpersonal influence tactics

Answer 34

- use rational persuasion - help people like you - rely on the rule of reciprocity - develop allies - ask for what you want - make use of higher authority

Question 35

examples of leadership traits

Answer 35

- self-confidence - honest and integrity optimism - desire to lead - independence - intelligent - sociable

Question 36

limitations of trait theories

Answer 36

- traits are better predictors of the appearance of leadership (whether someone is seen as a leader) than of effective leadership - does not take into account situational effects (e.g. a leader with some traits in one situation might not be a leader in another situation that calls for the opposite traits) - there are limited usefulness for training and development

Question 37

characteristics of ethical charismatic leader

Answer 37

- use power to serve others - consider and learn from criticism - open, two-way communication - develop and support followers - stimulate followers to think independently

Question 38

characteristics of unethical charismatic leader

Answer 38

- use power for personal gain - censure critical or opposing views - one-way communication - insensitive to followers needs - demands own decisions be accepted without questions

Question 39

factors influencing obedience

Answer 39

- prestige increases obedience. - people tend to obey others from other people if they recognise their authority as morally right and / or legally based. - if a person has the social support of their friend(s) then obedience is less likely. - the presence of others who are seen to disobey the authority figure reduces the level of obedience. - the uniform of the authority figure can give them status. - it is easier to resist the orders from an authority figure if they are not close by.