LOC 3 Flashcards
(19 cards)
- Explain & evaluate power sources
There are 2 sources of power: position power and personal power
Position power comes from being in a certain position of authoritry - legitimate authority driven.
- There are 4 sources of power here: legitemare power, reward power, coercive power and information power
Personal power comes from being liked – its influence driven
- 2 sources of power: referent (derived from a target person’s strong feelings of affection, admiration, and loyalty toward the agent ) and expert power (derived from task-relevant knowledge and skills )
explain and evaluate influence tactics, 3
Influence tactics are behavior that is used intentionally to influence the attitudes and behabior of another person
Impression management (host) – tactics that incluence how ppl like the agent
Proactive tactics (chief) tactics that have an immediate task objective,
Political tactics – tactics used to influence organisational decisions or gain benefit
explain and evaluate theory on losing and gaining power
Gaining and loosing power – 2 theories
Social exchange theory – power is earned not given
- Idiosyncracity credit is the credit a leader earns by contributing positively, this credit can be used to create norms. If leader stops giving value folowers withdrawl their support
Strategic Contingency Theory – power gfoes to those units that can solve problems that other cant based on the unit not individual
- There are 3 factors: expertise in coping with important problems, subunits unique expertise and centrality (how much the other units depoend on u)
what is power
asymmetric control over valued resources in social relations
the capacity of one party (‘the agent’) to influence another party (‘the target’)
Explain participative leadership and its outcomes, psychological mechanism(s) and moderators
Definition
Participative leadership is a leadership style where the leader shares decision-making power with followers.
Decision Procedures
* Autocratic decision: Leader decides alone.
* Consultation: Leader asks for input but decides alone.
* Joint decision: Leader and others decide together.
* Delegation: Leader gives authority to others to decide.
Psychological Mechanisms (Explanatory Processes)
* Understanding of problem
* Integrative problem-solving:
* Identification with solution:
* Procedural justice:
Moderators (Situational Variables)
* Importance of decision:
* Distribution of knowledge:
* Goal congruence:
* Time pressure:
* Member traits and values:
Potential Outcomes / Benefits
* Higher decision quality (due to diverse input and shared expertise)
* Higher acceptance of decisions (through ownership and commitment)
* Higher satisfaction (from being heard and respected)
* More skill development (from participating in complex decision-making)
- Discuss and provide an example of how to apply the normative decision model
It’s a framework to help leaders decide how much involvement their team should have in making decisions
5 decision procedures ‘decision-making styles’
range from:
* Autocratic (A1/A2) – Leader decides alone A1, maybe after gathering info A2.
* Consultative (C1/C2) – Leader consults individuals C1 or group C2, but decides alone.
* Group-based (G2) – Leader and team make the decision together
can relate to 4 decision procedures of participatiove leadership (autocratic decisions, consultation, join dectisions and delegation)
Explain the difference(s) between participative and empowering leadership and argue what the (dis)advantages of both leadership styles may be
Empowering leasdership is about the leader supporting and encouraging team members.
- It can have negative effects when hindrance stressors are high, which is the kind of stress that comes form things that seems pointless at work, then people engage in moral disengagement, when they convince themselves its ok to do something bad, they engage in unethical pro-org behavior but only if hindrance strssiors are high if they are low empowering leadership leads to less moral disengagemnet
participative leadership is about sharing the power rather than empowering subordinates. it can be time-consuming and less effective in situations requiring quick decisions or when team members are disengaged or lack relevant expertise.
- Critically discuss the study of Dennerlein and Kirkman (2022) on empowering leadership and apply the results;
*For people with low hindrance stress: When leadership is more empowering, moral disengagement goes down. That’s good—people feel more responsible and ethical.
*For people with high hindrance stress - When leadership is more empowering, moral disengagement actually goes up. That’s not so great—maybe they feel overwhelmed/depleted, cynical
Define abusive leadership, explain it with concrete examples
Abusive leadership is the subordinates perception pf the extent to which supervisors engage in the sustained display of hostike verbal and nonverbal behaviors excluding physical contactr- ruduczle, public criicisms, undermining of work
An example could be public shaming: class look at this report, this is what a bad report looks like, so whateve you do don’t do this!
- Discuss predictors and outcomes of abusive leadership, possible mediators and moderators
Abusive leadership is the subordinates perception pf the extent to which supervisors engage in the sustained display of hostile verbal and nonverbal behaviours, excluding physical contact, ridicule, public criticisms, undermining of work
An example could be public shaming: class, look at this report, this is what a bad report looks like, so whatever you do don’t do this!
Wow, did you come up with that during nap time? That’s adorable.’
predictors are:
- social learning
- identity threat
- self regulation imparement
possible mediator:
team trust mediates the effect of abusive leaderhip and laissez faire leadership on ocb organisational citizen behavior
- Discuss predictors and outcomes of abusive leadership, possible mediators and moderators
Leaders might engage in abusive leadership because of - - social learning so they were thoiughht that this is how to lead,
- identity threat and or
- self regulation imparement
This may lead to quitting, lower well being, lower performance
Given: According to Yukl & Gardner (2020) power leads to certain outcomes, through influence processes, which may or may not be activated through specific influence tactics.
Question: Which of the following influence tactics are generally highly effective?
a. Pressure, Legitimating Tactics and Personal Appeal.
b. Rational Persuasion, Coalition Tactics and Pressure.
c. Consultation, Collaboration and Rational Persuasion
c
Given: In the leadership literature, Participative Leadership and Empowering Leadership are studied.
Question: What is the difference between the two?
a) Participative Leadership arises when followers decide to share their expertise and information with their leader, whereas Empowering Leadership requires conscious empowerment acts by the leader.
b)Empowering Leadership implies that leaders delegate tasks and decisions to followers, whereas Participative Leadership implies that teams jointly take decisions on important tasks or even on goals.
c)Participative Leadership is focused on the leader’s perspective of sharing his/her power, whereas Empowering Leadership is focused on how followers experience their leaders’ power sharing behavior.
c
Given: One of the early contingency theories related to participative leadership is the Normative Decision Model (Vroom & Yetton, 1973, in Yukl & Gardner, 2020).
Question: What are examples of contingency variables in this theory?
a) The quality of the decision that has been made and clarity of everyone’s tasks.
b) Subordinates’ willingness to contribute to the decision.
c) The most important contingency or moderating variable is decision acceptance.
b
According to Yukl & Gardner (2019), under which of the following conditions is consultation most likely to fail to improve decision quality?
A. The group shares a common goal with the leader
B. Participants lack relevant knowledge or expertise
C. The decision is not very important
D. The leader does not explain the rationale for their final decision
B
In the article by Dennerlein & Kirkman (2022), why do hindrance stressors moderate the relationship between empowering leadership and unethical pro-organizational behavior (UPB)?
A. They increase reliance on group consensus
B. They reduce the leader’s control over performance standards
C. They undermine moral self-regulation by providing exonerative circumstances
D. They reduce employees’ sense of ownership over outcomes
C
Which of the following best explains why perceived abusive supervision may not always reflect objectively abusive behavior?
A. Subordinates often downplay conflict due to fear of retaliation
B. Supervisors intentionally vary their behavior across subordinates
C. Perceptions of abuse can be shaped by subjective appraisals and misinterpretations
D. Co-targeting reduces the clarity of abusive patterns
C
What does Yukl & Gardner (2019) identify as a risk of overusing delegation in participative leadership?
A. It can lead to role ambiguity and decision paralysis
B. It reduces subordinates’ motivation due to overload
C. It results in inflated expectations about promotion
D. It violates organizational policies about hierarchical control
A
Based on the Lecture 3 slides and Yukl’s chapter, which of the following is most likely to enhance satisfaction with the decision process, even when actual influence is low?
A. Being given multiple decision options to choose from
B. Having a sense of voice during the decision-making process
C. Being delegated full authority without oversight
D. Knowing that the decision will benefit the organization
B
