LOC 4 Flashcards
(20 cards)
. Define abusive leadership, explain it with concrete examples
- Abusive leadership is subordinates perceptiobs of the extent to which supervisiors engage in the sustained display of hostile verbal and non verbal behaviors, excluding physical contatct
- Mocking oh wow did u cime up with that in your sleep
Discuss predictors and outcomes of abusive leadership
PREDICTORS:
social learning, identity threat, self regulation impairment
OUTCOMES:
lower job satisfactzion, reduced well being, lower performance
Explain charismatic leadership and its outcomes, the influence processes and behaviors related with it
Charismatic leadership refers to a leadership style where followers perceive the leader as having exceptional qualities and being capable of achieving extraordinary outcomes. It is** values-based, symbolic, and emotion-laden leader** signaling and often emerges during times of crisis or uncertainty when a compelling vision is needed
Behaviors of charismatic leadership
- They have novel and appealing vision
- Emotional appeals to values
- Expression of confidence and optimism
- Self sacrifice
- Unconventional behavior and methods
- Ddemonstrating exceptional abilities
Influence Processes and Mediating Mechanisms
Personal Identification
Followers see the leader as a role model and internalize their values and behaviors.
Social Identification
Followers connect strongly to the group’s mission and identity, often due to the leader’s framing.
Internalization of Values
Followers adopt the leader’s values and beliefs as their own, making behavior change more sustainable.
Increased Motivation and Effort
Followers experience heightened enthusiasm, purpose, and willingness to go beyond role expectations.
Outcomes of Charismatic Leadership
Positive Outcomes:
Higher follower commitment, motivation, and performance
Stronger group cohesion and morale
Increased willingness to embrace change or take on challenges
Negative Outcomes (Risks):
Overdependence on the leader
Suppression of dissent or critical thinking
Potential for manipulation or unethical behavior (i.e., “dark side” of charisma)
Explain the full range leadership model
The Full Range Leadership Model, developed by Avolio and Bass (1991, 1999), categorizes leadership into a continuum of styles ranging from passive and ineffective to active and highly effective. It includes three main leadership styles, each with distinct subdimensions
transformational, transactional and laissez faire
transformational leadership
Transformational leaders inspire, motivate, and develop followers beyond their immediate self-interest, often leading to exceptional performance and personal growth.
Subdimensions (“4 I’s”):
Idealized Influence: Acting as a role model with strong ethics and vision.
Inspirational Motivation: Communicating an inspiring and meaningful vision.
Intellectual Stimulation: Encouraging creativity and critical thinking.
Individualized Consideration: Providing personalized support and coaching.
transactional leadership
Transactional leaders operate through exchange relationships, focusing on clear expectations, performance monitoring, and rewards/punishments.
Subdimensions:
Contingent Reward: Providing rewards for achieving goals.
Management by Exception – Active (MBE-A): Monitoring for mistakes and correcting them early.
Management by Exception – Passive (MBE-P): Only intervening when problems become serious.
laissez faire leadership
Absence of leadership, ‘hands-off’ leadership: avoiding to take decisions & not being present when needed:
* Avoiding responsibilities & authority associated with managerial role
* Ignoring work-related problems
* Not attending to employee needs
what are passive leadership styles
laissez faire and passive menagement by exception
Does ambidextreous organisational culture lead to innovative behavior
Yes , ambidextrous organizational culture leads to innovative behavior.
It combines organizational diversity (encouraging different ideas) and a shared vision (aligning goals), which together create a culture where employees feel safe and motivated to innovate.
This effect is mediated by psychological empowerment (feeling competent and autonomous) and strengthened by transformational leadership, which supports both exploration and direction
Give practical examples for all leadership styles
🔵Transformational Leadership
Focus: Inspiring, motivating, developing people.
Example: A team leader shares a bold vision for launching a new product that will help underserved communities. They coach team members individually and encourage creative solutions, saying, “Let’s think differently—how can we make this truly impactful?”
🟢 Transactional Leadership
Focus: Clear expectations, rewards, and corrections.
Contingent Reward Example: A sales manager says, “If you exceed your targets this quarter, you’ll receive a performance bonus.”
Active Management by Exception – Example: A factory supervisor closely monitors output and corrects minor errors early: “I noticed a defect rate increasing—let’s fix this before it escalates.”
Passive Management by Exception – Example: A manager waits until production completely halts before acting: “We’ll deal with it if it becomes a real problem.”
🔴 Passive Leadership (Laissez-faire)
Focus: Avoidance, inaction.
Laissez-faire Example: A project leader avoids decisions and is often unreachable: “I don’t want to get involved. Figure it out yourselves.”
instrumental leaders
Instrumental leaders use their expert knowledge to help teams achieve goals by planning, solving problems, monitoring performance, and removing obstacles
They focus on:
- Environmental Monitoring
- Strategy Formulation
- Path-Goal Facilitation
- Outcome Monitoring
Explained variance
instrumental leadership explained additional/ unique varience in leadership outcomes beyond transactional and transformational leadership
- The effects of transformational leadership were overstated
Given: Both Charismatic Leadership and Transformational Leadership have various definitions and operationalizations. Nevertheless, several notable differences exist with regard to their effectiveness.
Question: What is an important difference between the consequences of Charismatic and those of Transformational Leadership?
a)Charismatic leaders empower followers through inspiration, whereas transformational leaders tend to arouse dependency in their followers.
b) Charismatic leaders excel only when an organization is in serious trouble, whereas transformational leaders excel only when things are going fine.
c)Charismatic leaders evoke extreme and diverse reactions from followers, whereas transformational leaders tend to be supported by most followers.
c
Given: Antonakis and House (2014) expanded the Full Range Leadership model with the dimension Instrumental Leadership (IL).
Question: What is the additional value of Instrumental Leadership to the Full Range model?
a)Effective leaders must ensure an organizational structure with clear roles for each employee and clear procedures for task execution, which is the core of IL.
b) Effective leaders must ensure insight in individual motivation in order to give every subordinate sufficient attention, which is the core of IL.
c) Effective leaders must ensure that organizations adapt to the external environment and use resources efficiently, which is the core of IL.
c
Given: The Full Range Leadership Model (Avolio, 1999) includes several leadership styles, most of them consisting of several sub-dimensions.
Questions:
A. Passive Leadership can be measured in different ways. Briefly describe the two subdimensions that are most often included to measure Passive Leadership (1 point).
B. Explain the difference between transactional and transformational leadership (2 points).
C. In order to be an effective leader, should you choose either transformational leadership, transactional leadership or both? Explain your answer? (1 point)
A. Both laissez-faire leadership and passive management-by-exception fall under the passive leadership stream. A correct answer requires a short explanation how both leadership behaviors are characterized.
B. Even though it is not explicitly asked, this question requires you to first give a brief definition of the two styles! Then explain how they differentially influence employee behavior and hence outcomes.
C. Based on your definition and answer to B, you can explain that the outcomes of each style may be different and therefore both may be required in order to achieve overall effectiveness.
Which of the following best distinguishes instrumental leadership from both transactional and transformational leadership?
A. It relies primarily on emotional appeals to values
B. It emphasizes inspirational vision and individualized support
C. It focuses on expert-based planning, monitoring, and task facilitation
D. It uses contingent rewards to reinforce performance
C
According to Tepper et al. (2017), when is abusive supervision least likely to have negative effects on performance?
A. When leaders display transformational traits
B. When subordinates attribute the abuse to performance-promotion motives
C. When the abuse is combined with passive leadership behaviors
D. When employees are not empowered psychologically
B
In the Full Range Leadership Model, which of the following statements best describes the primary risk of relying solely on laissez-faire leadership during a period of organizational change?
A. Employees may rebel due to micromanagement
B. It can amplify employee motivation through autonomy
C. It often leads to low role clarity and increased burnout
D. It increases transformational impact through indirect influence
C
What role does transformational leadership play in the relationship between ambidextrous organizational culture and innovative behavior?
A. It fully mediates the relationship
B. It suppresses psychological empowerment
C. It moderates the relationship by strengthening it
D. It has no measurable impact
C
Which of the following behaviors is least characteristic of charismatic leadership as described by Antonakis et al. (2016)?
A. Use of symbolic language and metaphors
B. Expressing emotional conviction for the mission
C. Engaging in detailed tactical planning and performance tracking
D. Displaying confidence and unconventional actions
C
