Leadership flash cards

Question

Role Making Process of LMX (Graen & Uhl-Bien, 1995)

Answer 1

Larry the leader and frank the follower come together (Role Taking) Larry asks Frank to do something, he does it-- he does a good job, so larry's confidence increases in him (role making) therefore, larry gives drank more responsibility and resources; frank does a better job, creates more trust and ithe cycle continues (role routinization) IF frank does a bad job initially, larry's confidence in him decreases, so larry gives frank less autonomy; watches him more closely; doesn't invest resources into him; then frank does worse and the cycle continues

Answer 2

The level of analysis is the dyad and it shoud be measured as such this is why agreement in LMX literature is an important topic a lot of people do not measure it as such or use the wrong methodology to examine it LMX studies are best suited for MLM (Schrischeim, 1999)

Answer 3

Conger & Kanugo (1987; 2000) stressed the importance of being perceived by your follower as charismatic before this is was this implicit assumption that leadership was something you possessed or you didn't they said it was a sort of reciprocal relationship; one can't be charismatic without someone perceiving them to be they said it is an attribute

Answer 4

we discuss charismatic leadership like it is categorical; they are or they aren't but charisma is continuous; is there some threshold or cutscore that makes you one or another? if so, where is it? Alex " oh yeah like porn is it hard core or soft core-- where can we definitively draw the line?"

Answer 5

The MLQ is crap-- loaded up with items that make it nearly impossible to get a high score on it and low on performance it is loaded up with liking and positively valenced items; doesnt actually measure values that have been transformed/integrated the factor structure doesn't hold well- contingent reward is more closely related to transformational than transactional Bass & Avolio tried to weave morality into it it and claim you can only be good using transformational and if you're bad doing it is is psuedo-transformational (basically transformed the definition in the face of criticisms) (Barling et al., 2011; Bart Class Notes)

Answer 6

Trait theories-- the great man theory Behavior/Styles Approach- Initiating Structure/Consideration Situations Matter- Contingency Approaches (Fiedler's; Path-Goal) Oh wait people matter- Relational Approach- LMX Oh yes, emotions too- Transformational/Charismatic don't forget about Cognitive Psychology/ Followers (ILTs) ( Wait but what about the bad?? (2000s) (Abusive/destructive/unethical)

Answer 7

Both- early family life influences leaders (challenges in childhood; parental styles and support; role models) behavior can be taught through LD, but it is not instaneous and takes time to develop and learn (Barling et al., 2011)

Answer 8

Leader- the expansion of the capacity of individuals to be effective in leadership roles and processes leadership- the growth of a collective's capacity to produce direction, alignment, and commitment (Day, 2015)

Answer 9

- Should be the dyad but isn't usually measured that way - doesn't offer much in the way of describing HOW to create high quality relationships

Answer 10

the extent to which leaders represent group norms,values and standards, also known as group prototypes. no empirical support for prototypicality --\> objective measures of performance

Answer 11

(charisma,) it is the emotional component of leadership, which is “used to describe leaders who by the power of their person have profound and extraordinary effects on their followers--comprised of leader's behaviors that are motivated by what is best for the org and its members, includes: providing a vision for the future and creating a collective sense of mission (Antonakis, 2012; Bass, 1985)

Answer 12

Meta-analysis evaluating initiating structure and consideration Basically the proof that those two constructs are still valid/relevant Consideration is more heavily related to attitudinal outcomes Initiating structure more related to performance/effectiveness outcomes

Answer 13

Moderated mediation model supported 􏰂 Leadership self-efficacy mediated the relationship between personality and leadership effectiveness 􏰂 Job demands moderated this mediation-high job demands reduce the relationship between self- efficacy and performance 􏰂 Autonomy also moderated this mediation such that high autonomy increases the strength of the mediated relationship, but only for neuroticism and conscientiousness 􏰂 Overall: Personality (C, N, & E) affects leadership effectiveness. However, this relationship is mediated by leadership self-efficacy, and this mediation is moderated by job/contextual characteristics.

Answer 14

“transformational-transactional” leadership theory (Avolio & Bass, 1991) includes both elements of the “new leadership” (i.e., charisma, vision, and the like) and elements of the “old leadership” (i.e., transactional leadership behavior focused on role and task requirement. The idea of this theory was to go beyond the two factor model that conceptualize the focus of leadership being on initiating structure (task oriented) or consideration (people oriented) •However the Bass model misses the initiating structure piece of leadership. (Antonakis, 2012)

Answer 15

•Bass (1985) Inspirational motivation is leadership that inspires and motivates followers to reach ambitious goals that may have previously seemed unreachable. This factor, which is distinct from the idealized charismatic effect, “employs or adds nonintellectual, emotional qualities to the influence process” •In theory, the leader raises followers’ expectations and inspires action by communicating confidence that they can achieve these ambitious goals—described as the Pygmalion effect by Bass. (Antonakis, 2012)

Answer 16

•A rational and non-emotional component of transformational leadership •the leader appeals to followers’ intellects by creating “problem aware- ness and problem solving, of thought and imagination, and of beliefs and values. •Because individuals are included in the problem- solving process, they are motivated and committed to achieving the goals at hand. Intellectual stimulation involves challenging follower assumptions, generalizations, and stereotypes and stimulating followers to seek ways of improving current performance (Antonakis, 2012)

Answer 17

•The leader in this instance gives “individualized attention and a developmental or mentoring orientation” toward followers •This outcome is achieved by coaching and counseling followers, maintaining frequent contact with them, and helping them to self-actualize. - more aligned with LMX than consideration (which is being friendly and approachable according to OSU studies) (Antonakis, 2012)

Answer 18

contingent reward leadership is based on economic and emotional exchanges by clarifying role requirements and rewarding desired outcomes (Antonakis, 2012; Bass, 1985)

Answer 19

a negative transaction, because the leader monitors deviations from norms. active-- watches deviations from norms, passive--waits until deviations occur before intervening

Answer 20

The absence of leadership; These types of leaders avoid taking positions or making decisions, and they abdicate their authority

Answer 21

a) identifying and articulating a vision—looking for new opportunities, projecting a vision for the future, knowing the direction that will be taken, being inspiring, and getting others behind the mission; •(b) providing an appropriate model—setting an example, leading by doing (rather than telling), being a good role model; •(c) fostering the acceptance of group goals—promoting group cooperation and teamwork, gets the team behind the same goal, develops a team spirit; •(d) high performance expectations—setting challenging goals and giving articulating high-performance expectations, expecting top performance; •(e) providing individualized support—considering others’ feelings, respecting others, being thoughtful about others; •(f) intellectual stimulation—challenging followers to think differently, making followers rethink their ideas, looking at old problems in new way.

Answer 22

Contingent Reward- giving frequent and positive feedback, gives special recognition for good work, complimenting others for exceptional performance. - --does not include management- by-exception active and passive as well as laissez-faire leadership.

Answer 23

•if individuals rating leadership style know of the leader outcomes (e.g., how well the leaders’ company has performed), they will be biased when rating the leader due to attribution processes-- good performance will be associated with prototypically good leadership, and raters will “see” the leader being better on aspects of leadership that are implicitly associated with good (or bad) outcomes. This is an issue with how causation is implied and how correlation is estimated. •once an individual is classified in a certain way, it is difficult for the perceiver to change the classification \ •leaders can affect leader outcomes, too. Yet, failure to correctly model this reciprocal relationship (i.e., a dual-causal model where leadership causes outcomes and outcomes “cause” leadership) or to “lock-in” the causal direction in one of the directions can render estimates suspect.

Answer 24

(a) more longitudinal and multilevel research (b) the development of more inclusive and less biased questionnaire measures (c) the development of objective leadership measures, (d) a fuller understanding of process models that also consider contextual effects and individual difference antecedents.

Answer 25

Although conceptually distinct, two classes of leadership criteria (effectiveness and emergence) often overlap in research because effectiveness measures tend to be based on ratings of leaders provided by their supervisors and not on objective measures. -- leadership perceptions often are the basis for effectiveness ratings as well as for emergence.

Answer 26

Added decision making components to it (one of the most recent theories to do so; which is important because this is the way in which leaders have the biggest impact/performance appraisals are usually based on) Larger focus on initiating structure/task performance; doesn't offer much in the form of relationship orientation Shows incremental validity for leadership effectiveness over and beyond transformational/transactional framework

Answer 27

(1) environmental monitoring - is awareness of and ability to manage external needs and opportunities of the organization. (2) strategy formulation & implementation - refers to the ability to outline and articulate his/her vision (3) path-goal facilitation - refers to the ability to facilitate followers’ goal attainment by removing barriers and providing resources. (4) outcome monitoring - refers to a leader’s ability to constructively learn from outcomes and provide feedback.

Answer 28

The techniques developed in the 1950s became a cornerstone for assessment centers, which emphasized the multimethod measurement of leadership traits and behavioral styles. Since its inception, millions of individuals have been evaluated in assessment centers using interviews, in-basket tests, behavioral simulations such as leaderless group discussions, as well as standardized personality and motive measures - Came a bit out of Bass's leaderless discussion group technique (Lord et al., 2017)

Answer 29

found the variability in prior results relating traits to perceived leadership was due to sampling error, rather than contingency factors- this finding helped rejuvenate study of leadership and traits (Big 5). It also clarified criteria for such studies by carefully distinguishing leadership perceptions and emergence from a leader’s effects on team or organizational performance.

Answer 30

House (1977) – Theory of Charismatic Leadership Derived from political science and sociology literatures (support for importance of multi-disciplinary work) Bass (1985) – Theory of Transformational and Transactional leadership Greatly influenced by Burn’s (1978) analyses from history and political science

Answer 31

- Emergence of female v male leaders from initially leaderless groups - Leadership styles of men v. women Women adopt more democratic forms of leadership than men; somewhat more transformational than men - Gender bias in the evaluations of leaders Women are devalued relative to experimentally equal men- especially when evaluated by men and when enacting culturally masculine autocratic or masculine leadership styles - The effectiveness of male and female leaders Leaders fare better in environments/cultures that are congruent with their sex or dominated (in number) by their own sex

Answer 32

Schein (1973, 1975) Masculinity of the cultural stereotype/prototype of leadership - held by both men and women

Answer 33

Shared leadership can be viewed in terms of how different individuals enact leader and follower roles at different points in time (Lord et al., 2017)

Answer 34

social network theory and analysis facilitate the assessment of collective leadership structures, provide insight into the social dynamics of leadership, and raise new questions about the effects of leadership on proximal and more distal relationships within networks. (Lord et al., 2017)

Answer 35

leadership behaviors that create clear guidelines and procedures to facilitate the achievement of specified goals have a stronger positive relationship with follower performance

Answer 36

eadership behaviors that are centered on reciprocal trust, respect, and a concern for the welfare of followers more closely related to follower attitudes, such as satisfaction and morale

Answer 37

Situational theories contend that the effectiveness of leadership traits or behaviors is dependent on characteristics of the situation, including features of the organization, the workplace, and the followers.

Leadership flash cards

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