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Psychology Across the Lifespan > Leadership and Group Processes > Flashcards

Leadership and Group Processes Flashcards

1
Q

what are the 4 approaches to studying leadership?

A
  1. Trait
  2. Behavioral
  3. Situational
  4. Transformational
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2
Q

What is the basis of the trait approach?

A

To be a great leader you have to have certain traits

Stable personality characteristics predispose a person to become a leader - traits present at birth

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3
Q

What are the traits of a great leader?

A
  • Intelligence
  • Assertiveness
  • Independence
  • Self- confidence
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4
Q

Limitations for the trait approach

A
  • Limited evidence that traits alone cause great leaders
  • No personality profile has been found that matches all great leaders
  • Characteristics are useful in leadership roles, but not essential
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5
Q

What is the basis of the behavioural approach?

leadership

A

The behaviours and actions is what makes a great leader

Anyone can be a leader by learning these behaviours

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6
Q

Two components of leadership

Behaviour approach

A
  1. Consideration - building trust and rapport, two-way communication, concern for group members
  2. Initiating Structure - Planning, assigning roles, motivation
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7
Q

Limitations for the behavioural apprach

A
  1. No one set of personality characteristics can ensure successful leadership.
  2. Certain leadership styles fit certain situations.
  3. Leaders can adapt their styles to the demands of the situation

Just because you are a great leader in one situation, context and period of time, it does not mean you will always be a great leader in all situations

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8
Q

What is the basis of the situational approach?

leadership

A

Leadership depends more on the characteristics of the situation rather than certain traits

Leaders have to adapt and change for specific situations

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9
Q

Blanchard (1993): Model of situational leadership

A

4 types of leadership behaviours:
1. Delegating - low support and directive behaviour
2. Supporting - high support, low DB
3. Coaching - high support and DB
4. Directing - low support, high DB

Leadership style should change based on the needs of the group or situation

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10
Q

Transactional leadership

A

Leadership using transactions - use of rewards and punishment

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11
Q

Transformational leadership

A

Leadership that causes positive change by using inspiration and motivation

Leaders rely on a shared vision to create change

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12
Q

4 components of transformational leadership

A
  1. Idealised influence - Be a role model
  2. Inspirational motivation - Leader motivates followers
  3. Intellectual stimulation - Help stimulate and nurture thinking process and provide oppurtunities for reflection and debate
  4. Individualised consideration - personal connection for followers (1-1 communication)

Often have charisma as well

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13
Q

What is a leader?

A

A leader is defined by who they are (personal) and the responsibilities and tasks they fufil (position)

They influence a group of individuals to achieve a common goal

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14
Q

Affective leadership

A

Maintaining a group and good relations among the members

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15
Q

Instrumental leadership

A

Advancing a group in the performance of a common objective or task

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16
Q

The role of leaders

A
  • Inspire commitment
  • Mobilise reources
  • Create and recognise opportunities
  • Devise strategies
  • Frame demands
  • Influence outcomes
17
Q

Charismatic leadership

A

A leader who uses their communication skills, persuasiveness, and charm to influence and inspire others.

18
Q

characteristics of a charismatic leader

A
  • Strong communicator
  • Empathetic and relatable
  • Confident
  • Motivational
  • Engaging and charming
  • Optimistic
19
Q

What do inspirational speeches do?

A
  • Express the challenge and rewards of success
  • Create and enhance beliefs
  • Embrace and reinforce the underdog status
  • Show how the group can be successful
  • Empower the person to take personal responsibility
  • Create pride and unity within the group
20
Q

Social Identity

A

Defining the self in terms of a group

21
Q

Group polarisation

A

the tendency for members of a group discussing an issue to move toward a more extreme version of the positions they held before the discussion began
Members average tendency will be strengthened within the group

22
Q

Group polarisation examples

A

Moscovici & Zavalloni, 1969: French students’ attitude towards their president (positive) and towards Americans (negative) was enhanced by a group discussion

Isozaki (1984): Found that Japanese students, after discussing a traffic case, gave more pronounced “guilty” judgements

(Whyte, 1993): Canadian business students reinvested more money when they made a decision in groups rather than individually → 72% vs 94%

23
Q

Groupthink defintion

A

A tendency to think like and agree with others in a group situation

Groupthink is based on a common desire not to upset the balance of a group of people

A group reaches a consensus without critical reasoning or evaluation of the consequences or alternatives.

24
Q

Groupthink symptoms

A
  • Illusion of invulnerabilitiy - Too optimistic, ignore warning signs
  • Unquestioned belief in group’s morality - ‘we can’t all be wrong’
  • Stereotyping opponent - Ingroup vs outgroup
  • Conformity pressure
  • Self-censorship
  • Illusion of unanimity
25
Q

Preventing groupthink

A
  1. Being impartial - don’t endorse a position, play devils advocate
  2. Encourage critical evaluation
  3. Occasionally divide the group onto sub-groups
  4. Welcome critiques from outside experts
26
Q

Social Loafing

A

Group members are less motivated and put in less effort when they perform as part of a group

  • Individual output is diminshed - less credit for work
  • Easier to hide wihtin group
27
Q

How to stop social loafing

A

People in groups loaf less when:
1. The task is challenging, appealing and involving
2. The other members are their friends or they strongly identifiy with their group

28
Q

Group cohesion

A

Group cohesion is the extent to which group members are attracted to the group and its goals - remain united and stick together

Cohesion can consist of feelings of interpersonal liking, task commitment, and group pride.

29
Q

Carron et al., 1985

Model of Team Cohesion

A

Team cohesion (two dimensions:
1. Group Integration: How close and united is the group?
2. Individual attraction: Personal motivation to remain in the group

(General group objectives)
1. Task Orientation: Productivity and performance of group
2. Social orientation: Maintaining good social relationships within the group

30
Q

Team building

A

Promotes unity and cohesion of a team to improve team functioning

Tasks and challenges should emphasise elements of fun, cooperation, communication and adventure
e.g. Ice breakers (2 truth 1 lie) and obstacle courses (work together to overcome challenges)

31
Q

What are the objectives of team building?

A
  1. Satisfy the needs of team members
  2. Increase team effectiveness
  3. Improve working conditions
  4. Enhance team cohesion
32
Q

Principles of team building (Carron et al., 1997)

A
  • Every team member should know the responsibilities of others (roles are clear)
  • Highlight positive aspects - even when on a losing streak
  • Set goals and celebrate when they are attained
  • Prevent formation of cliques
  • Involve members in decisions
  • Coach should learn something personal about members
33
Q

Personal-Disclosure Mutual Sharing (PDMS)

A

Publicly disclosing personal stories and information to other members can foster a greater appreciation and understanding of team members
e.g. values, beliefs, attitudes and personal motives

the more personal the better

34
Q

Holt and Dunn (2006)

PDMS

A

Personal Disclosure Mutual Sharing - Share stories, passions, dreams, ambitions, goals - the deeper and more personal the better
- Understand their teamates better - why they act the way they do

Perceptions of PDMS meeting: Tense, emotional, apprehension
After the meeting:
- Enhanced understanding - Self and own
- Cohesion - Closeness, play for team
- Confidence - team invincability

35
Q

Chiok Foong Loke (2001)

Leadership

A

100 nurses in Singapore - filled in a questionnaire about their managers and leadership behaviours
Good leadership behaviours correlated with:
- Productivity (9%)
- Organisation commitment (22%)
- Job satisfaction (29%)

Psychology Across the Lifespan (5 decks)

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