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LTB Flashcards

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1
Q

What is Leadership theory

A

An explanation of some aspects of leadership, which is used to better understand, predict, and control successful leadership

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2
Q

What is Leadership Model?

A

An example for emulation or use in a given situation/how to lead (Applied).

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3
Q

What is the main idea of Fiedler’s Contingency Theory?

A

It’s a leader-match theory (that attempts to match leaders to suitable positions) that suggests a leader’s effectiveness depends on how well their style fits the context of the situation

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4
Q

What does “contingency” mean in contingency theories of leadership?

A

“It depends” – leadership effectiveness depends on the fit between the leader’s style, the followers, and the situation.

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5
Q

There must be a good fit between ________ for a leader to be effective.

A
  • Leader’s behaviour and style
    -The followers
    -The situation
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6
Q

What tool does Fiedler’s model use to identify a leader’s style?

A

The Least Preferred Coworker (LPC) Scale.

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7
Q

What do the score of the LPC Scale indicate about a leader’s style?

A

> = 73 (relationship-oriented)
<= 64 (task-oriented)
65-72 (mixture)

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8
Q

What are the three main situational variables in Fiedler’s Contingency Model?

A

Leader-member relations, task structure, and position power.

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9
Q

Describe “Leader-member relations” in Fiedler’s model.

A

It refers to the quality of the relationship between leader and followers. Good relations indicate trust and respect, making the situation more favorable.

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10
Q

What is “Task Structure” in Fiedler’s situational favorableness?

A

It measures how clear and structured a task is. A structured task is repetitive and unambiguous, granting leaders more power.

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11
Q

Define “Position Power” in Fiedler’s situational favorableness.

A

Position power refers to the leader’s authority to assign work, reward or punish, hire, fire, and promote. Strong position power provides the leader more influence.

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12
Q

What is the Path-Goal Leadership Theory?

A

A theory based on specifying a leader’s style or behavior that best fits the employee and work environment in order to achieve a goal, used to select the leadership style appropriate to the situation to maximize both performance and job satisfaction.

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13
Q

What leadership styles are suggested by the Path-Goal Theory?

A

Directive, supportive, participative, and achievement-oriented.

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14
Q

Describe the “directive” leadership style in Path-Goal Theory.

A

The leader provides high structure and clear expectations for tasks.

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15
Q

Describe the “supportive” leadership style in Path-Goal Theory.

A

The leader shows concern for the welfare of employees, creating a friendly work environment.

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16
Q

Describe the “participative” leadership style in Path-Goal Theory.

A

The leader involves employees in decision-making, valuing their input and opinions.

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17
Q

Describe the “achievement-oriented” leadership style in Path-Goal Theory.

A

The leader sets challenging goals and expects employees to perform at high levels, rewarding them for achievements.

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18
Q

In Path-Goal Theory, how does a leader increase followers’ motivation?

A

By clarifying the path to rewards and increasing the rewards that the follower values.

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19
Q

What is an example of Path-Goal Theory in use?

A

A manager can motivate two employees, Tom and Scarlett, differently based on their personal values and goals, tailoring rewards accordingly.

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20
Q

What leadership model suggests a continuum from boss-centered to subordinate-centered leadership?

A

The Leadership Continuum Theory by Tannenbaum and Schmidt.

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21
Q

List the seven leadership styles in the Leadership Continuum Theory.

A

1) Leader states the decision
2) Convince employees it’s a good idea
3) Present decision and allow questions
4) Decision subject to change based on input
5) Ask for recommended decision then decide
6) Let employees decide within limits
7) Employees make ongoing decisions.

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22
Q

What is an example of using different leadership styles along the continuum?

A

“Fred – you get five paid holidays – pick the ones you want” reflects a high level of employee autonomy

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23
Q

Define “locus of control” in the context of Path-Goal Theory.

A

Locus of control is the degree to which employees believe they control goal achievement or it is controlled by others.

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24
Q

What is “authoritarianism” in follower characteristics?

A

It’s the degree to which employees prefer to defer to others and want clear instructions on what to do.

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25
What situational characteristics are considered in Path-Goal Theory?
Task structure, formal authority, and work group.
26
In what type of situation would a task-oriented leader be most effective, according to Fiedler?
In situations where the leader has high control and supervises clearly defined tasks.
27
According to Fiedler, what is an effective way to improve a leader's effectiveness if their style doesn’t fit the situation?
Changing the situation to better match the leader’s style rather than altering the leader's style.
28
What is the purpose of the Path-Goal Leadership Questionnaire?
It helps individuals discover their dominant path-goal leadership style.
29
How does situational time pressure affect leadership style choice?
In time-critical situations, participative leadership may be less feasible, as quicker decisions are needed.
30
Describe the leadership approach in a tense school environment using Fiedler’s model.
For a principal with strong position power in a tense environment, a relationship-oriented style may help build trust among staff.
31
What does the Leadership Continuum Theory suggest about organizational structure’s effect on leadership?
A more centralized structure may favor autocratic styles, while decentralized organizations allow for more participative leadership.
32
What is the definition of a group?
a collection of individuals who interact primarily to share information and to make decisions that enable each member to perform within his or her area of responsibility.
33
What is the definition of a team?
is a unit of interdependent individuals with complementary skills who are committed to a common purpose and set of performance goals and to common expectations for which they hold themselves accountable.
34
What is the primary benefit of using teams within organizations?
Teams increase organizational productivity and profits by combining diverse skills and perspectives, leading to outcomes greater than individual efforts.
35
What is ‘social loafing,’
Social loafing occurs when individuals reduce their effort, relying on others to pick up the slack
36
why is social loafing is a disadvantage to teams?
can decrease the overall productivity and accountability of the team.
37
What is groupthink?
Groupthink is a phenomenon that occurs when a group of people prioritize consensus and harmony over critical thinking and independent decision-making.
38
What are some characteristics of Groupthink?
illusion of invulnerability, collective rationalization, belief in inherent morality, stereotyping of outgroups, self censorship, illusion of unanimity, direct pressure on dissenters, mindguards
39
Why can Groupthink be harmful to team decision-making?
Individuals may suppress dissenting opinions, ignore alternative viewpoints and conform to the dominant group perspective leading to flawed decision-making and potentially negative outcomes.
40
Name three strategies to prevent groupthink in a team setting.
Encouraging critical thinking, fostering diversity of viewpoints, and using structured decision-making techniques (e.g., brainstorming, SWOT analysis) can help prevent groupthink.
41
What are the 3 components of Team effectiveness?
Task performance, group process and individual satisfaction.
42
What are three key characteristics of an effective team?
Effective teams typically have clear roles and responsibilities, strong interpersonal relationships, and well-established operating procedures.
43
What are the clorox values?
stretch for results, do the right thing, take personal ownership, work together to win
44
What are the top 5 leadership traits?
integrity, curiosity, optimism, compassion and humility
45
What do effective teams strive for?
Consensus, consistency, agreement
46
What is an example of team cohesion?
Canadian Geese
47
What is a diverse team mix and an example?
Teams need the right mix of complementary skills, knowledge and ability. Examples include Gates & Allen (MS) , Jobs & Wozniak (Apple)
48
What is important about having effective interpersonal communication skills?
It is not only about sending clear messages but also it is about tone, choice of words and attitude.
49
What are the different types of teams?
functional teams, cross functional teams, virtual teams and self-managed teams.
50
Describe a functional team
A group of employees belonging to the same functional department. Organisation structure is more hierarchical and members tend to focus on their areas of specialization.
51
Describe a self-managed team (SMT)
A self-managed team operates with minimal external control, sharing leadership among members.
52
What are the benefits of SMT?
Benefits include enhanced team autonomy, shared responsibility, increased motivation,
53
What is a skunkworks (team) ?
A small group of people who work on a project in an unconventional way. The group’s purpose is to develop something quickly with minimal management constraints. Usually used to roll out a product or service that will after be developed according to usual business processes.
54
What is the purpose of the Edward de Bono white hat?
facts and information
55
What is the purpose of the Edward de bono red hat?
emotions and intuition
56
What is the purpose of the Edward de bono black hat?
Critical thinking and caution
57
What is the purpose of the Edward de bono green hat?
creativity and innovation
58
What is the purpose of the ‘Yellow Hat’ in Edward de Bono’s Six Thinking Hats?
The Yellow Hat encourages optimism, focusing on benefits and positive aspects of ideas or plans, which promotes constructive thinking within the team.
59
Explain what team cohesion is and how it impacts team effectiveness.
Team cohesion is the commitment of team members to each other and the team’s goals, leading to better communication, cooperation, and overall performance.
60
What are cross-functional teams, and what advantage do they offer?
Cross-functional teams bring together members from different departments, offering diverse perspectives and skills, which enhances creativity, speeds up problem-solving, and improves product development.
61
Example of a cross-functional team?
National Day Parade
62
What are virtual teams?
They are brought about due to globalisation. All report to the same boss but not everyone is in the same physical location. ( eg, cars, electronics, planes )
63
What do virtual teams require more of?
Management, team building, communication, cooperation, technology, attention and time
64
Why is it important for virtual teams to have a “communication charter”?
A communication charter establishes clear guidelines on how and when team members communicate, which helps prevent misunderstandings and ensures consistent and efficient collaboration.
65
What role does a ‘team charter’ play in effective team functioning?
A team charter outlines the team’s goals, roles, and norms, setting clear expectations for behaviour and performance, which supports alignment and accountability within the team.
66
What is the ‘Blue Hat’ in the Six Thinking Hats technique, and why is it important?
The Blue Hat focuses on meta-thinking, organising the thinking process, and ensuring all perspectives are considered. It’s crucial for maintaining structure and guiding the decision-making process effectively.
67
What is ‘task cohesion,’ and how does it differ from interpersonal cohesion?
Task cohesion is the team’s commitment to the successful completion of a shared task, while interpersonal cohesion focuses on the strength of social bonds among team members.
68
What is a key reason teams might fail, according to research?
Teams often fail due to unclear goals or roles, leading to confusion, lack of accountability, and reduced effectiveness.
69
What is a Dyad?
In sociology, a group of two people - the smallest possible social group. As an adjective, “dyadic” describes their interaction.
70
What is the dyadic theory?
Approach to leadership that explains why leaders vary behaviour when interacting with different followers
71
What support can be provided by leaders?
- For a follower’s actions and ideas - Building a follower’s confidence in his or her ability, integrity and motivation - Paying attention to the follower’s feelings and needs
72
What is vertical dyad linkage/language?
In-group: Includes followers with strong social ties to their leader in a supportive relationship Characterised by high mutual trust, respect, loyalty and influence Other characteristics: 1. Participate in decision making 2. Given additional responsibility 3. Enjoy greater access to the leader 4. Reciprocity 5. High exchange 6. Has greater support & positive influence from leader 7. Granted special favours from the leader 8. Mutual reinforcement based on common needs and interests 9. Tend to share with own group members more than with members of other groups Out-group: Includes followers with few or no social ties to their leader, in a strictly task-centred relationship Characterised by low exchange and top-down influence. Other characteristics: 1. Managed according to employment contract requirements (AKA Arms-length relationship 2. Receive little inspiration, encouragement or recognition 3. Do not experience positive relationships & influence
73
What is the Leader-Member Exchange (LMX) theory?
LMX is the quality of exchange relationship between employee and his superior Eg. High-quality exchanges and low-quality exchanges
74
What is differentiated leadership?
The creation of in-groups and out-groups - Inevitably leads to questions of fairness in team leadership - Outgroup may feel they are not being treated fairly
75
What is procedural fairness?
Perception among team members that they are treated fairly (eg. employee layoffs, uni admissions process
76
What is distributive fairness?
Perception that they have been rewarded fairly (eg. salary and bonus, inheritance and estate)
77
Name 3 factors that influence LMX relationships
- Leader-Follower Perceptions and Self Identities - Follower Behaviour and Attributes - Situational Factors
78
Name some characteristics of a high-quality LMX relationship.
-Better social support -More resources -Better guidance for career development -Greater follower input in decision making -Greater negotiating latitude / leeway
79
Name some characteristics of a low-quality LMX relationship.
-Less support -More formal supervision (scrutiny of work) -Little or no involvement in decision making
80
What is a follower?
A person who is in being influenced by a leader
81
What is followership?
- The behaviour of followers that results from the leader-follower mutual influencing relationship - A process whereby an individual accepts the influence of others to accomplish a common goal
82
What are the five types of followers?
Passive, conformist, alienated, effective, pragmatic Mnemonic: Perpetual cocks and endless pussy (PCAEP)
83
What are the determinants of follower influence?
1. Power position 2. Locus of control 3. Education & experience
84
What is power position?
The hierarchical relationship between a leader and a follower, which influences LMX quality and interaction.
85
What is a high power position?
Holds significant power
86
What is a low power position?
More egalitarian (see everyone as equal) or limited power dynamic
87
Why does sabotage occur?
Usually committed when an individual believes that their employer has done them wrong in some way
88
What is the motivation behind sabotage?
Range from wanting to advance one’s career by making others look less qualified, to venting anger or frustration against others
89
How does education and experience of a follower influence other followers/leaders?
Followers with valuable skills and experience can use their expert prowess Leaders would shift away from top-down directive style of leading, to a more participative management style
90
What is the locus of control?
Individual perception about the underlying main causes of events in one’s life
91
What is a dominant Internal locus of control?
- Believe they are in control and take responsibility for their own actions - Refer work environment that encourages honest & open communication with leaders, participate in decision making
92
What is a dominant external locus of control?
- Blame external forces for their own circumstances - Less influential than those above
93
When does functional conflict happen?
It happens when disagreement and opposition supports the achievement of organisational objectives.
94
What are the 2 types of conflict?
Interpersonal (affective) and task-related (substantive) conflicts.
95
What is an interpersonal conflict?
It is when people have difficulties dealing with differences. This diminishes group loyalty, commitment, job satisfaction and people’s intention to stay in the company. Time scale is long term.
96
What is a task-related conflict?
It is when there is a dispute over resources. This may enhance performance under certain circumstances. Time scale is short term.
97
List the 8 causes of workplace conflict.
1. Poor customer service 2. Variation in colleagues’ work practices/methods 3. Cultural misunderstanding 4. Poor communication 5. Barriers to communication 6. Aggressive behaviour 7. Personal animosity 8. Misunderstandings over roles and responsibilities
98
What are the advantages of conflict?
1. Keeps people on their toes 2. Surface gaps in SOP 3. Signals to managers on the lack of resources 4. Gives managers a sense of those that are likely to resign due to clashes 5. Highlights to managers of work overlaps 6. Signals to managers that goals & instructions are not clear
99
What are the disadvantages of conflict?
1. Workers are unhappy with each other and they stop communicating 2. Managers need to spend time resolving conflicts 3. Productivity may drop if conflict drags on 4. Morale is affected 5. Absenteeism and presenteeism 6. Extremely disgruntled workers may sabotage operations 7. High-flyers may resign if clashes become too severe
100
What are the 5 conflict management styles (Thomas-Kilmann Model)?
1. Accommodating 2. Avoiding 3. Forcing 4. Negotiating 5. Collaborating
101
What are the 2 dimensions of concerns?
Concern for others’ needs & our own needs.
102
What are the 3 types of behaviour?
1. Passive behaviour (high others, low own) 2. Aggressive behaviour (low others, high own) 3. Assertive (moderate, moderate)
103
What are the pros and cons of accommodating conflict style?
Pros: Relationships are maintained Cons: Giving in may be counter-productive (if the person giving in has a better solution).
104
When to use accommodating conflict style?
- When you realise you are wrong - When the issue is much more important to the other person than it is to you - When you want to build up social credits for later issues that are important to you - When you are outmatched and losing would only damage your cause - When preserving harmony & avoiding disruption are especially important - When you want to help your employees learn by allowing them to learn from their mistakes
105
When to use avoiding conflict style?
when the task is not important at all
106
When to use forcing conflict style?
when you think the task is more aligned when the company vision, when you want to protect yourself
107
When to use negotiating conflict style?
when both is moderately important so just decide which is better
108
When to use collaborating conflict style?
when both are equally important and find the solution together
109
What is communication?
process of conveying information and meaning
110
What are the 5 steps of planning a message?
1. Goal of my message 2. Target audience 3. When (will the message be transmitted) 4. Where 5. How
111
What are the 5 steps of an oral message sending process?
1. Develop rapport 2. State your communication objective 3. Transmit 4. Check the receiver’s understanding 5. Get a commitment and follow up
112
What are the 3 components of a message-receiving process?
Listening → Analysing → Checking understanding

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