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Supervision Management > Reading 1: Leadership > Flashcards

Reading 1: Leadership Flashcards

0
Q

TRAIT THEORY: ARE LEADERS DIFFERENT FROM OTHERS

What are the trait theories of leadership?

A

Theories that sought personality, social, physical, or intellectual traits that differentiated leaders from non leaders.

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1
Q

TRAIT THEORY: ARE LEADERS DIFFERENT FROM OTHERS

Trait theory of leadership emerged as a result of?

A

The hope that if it was possible to identify the traits of leaders. It would be easier to select people to fill leadership roles

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2
Q

TRAIT THEORY: ARE LEADERS DIFFERENT FROM OTHERS

The bulk of studies in trait theory considered one of three categories of trait?

P.A.P

A
  1. Physical traits
  2. Abilities
  3. Personality characteristics
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3
Q

TRAIT THEORY: ARE LEADERS DIFFERENT FROM OTHERS

Six traits that have been identified that are consistently associated with leadership are?

H.A.D

A
  1. Ambition and energy
  2. The desire to lead
  3. Honesty and integrity
  4. Self-confidence
  5. Intelligence
  6. Job relevant knowledge
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4
Q

TRAIT THEORY: ARE LEADERS DIFFERENT FROM OTHERS

What CEOs identified as key leadership qualities?

A
  1. Communication skills
  2. Ability to motivate people
  3. Honesty
  4. Ability to listen
  5. Team building expertise
  6. Analytical skills
  7. Aggressiveness and business
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5
Q

TRAIT THEORY: ARE LEADERS DIFFERENT FROM OTHERS - EMOTIONAL INTELLIGENCE

Recent studies indicate that emotional intelligence is a better predictor then?

A

IQ, expertise, or any other single factor of who will emerge as a leader.

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6
Q

TRAIT THEORY: ARE LEADERS DIFFERENT FROM OTHERS - EMOTIONAL INTELLIGENCE

And Daniel Goleman’s book primal leadership he continues to argue that effective leadership needs people who are aware and in control of their emotions. True or false?

A

True

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7
Q

TRAIT THEORY: ARE LEADERS DIFFERENT FROM OTHERS - EMOTIONAL INTELLIGENCE

Daniel Goldman and his co-authors suggest Employees benefit most from leaders that show?

A

Positive emotion and enthusiasm, and that fear and repression are harmful in the workplace

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8
Q

TRAIT THEORY: ARE LEADERS DIFFERENT FROM OTHERS - EMOTIONAL INTELLIGENCE

The work on emotional intelligence and leadership indicates it’s the possession of the five components of emotional intelligence…. What are they?

S.S.S.D

A
  1. Self-awareness
  2. Self-management
  3. Self-motivation
  4. Empathy
  5. Social skills
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9
Q

TRAIT THEORY: ARE LEADERS DIFFERENT FROM OTHERS - EMOTIONAL INTELLIGENCE

Emotional intelligence is an essential element in?

A

Leadership effectiveness

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10
Q

BEHAVIORAL THEORIES: DO LEADERS BEHAVE IN PARTICULAR WAYS

Behavioral theories of leadership are?

A

Theories proposing that specific behaviors differentiate leaders from non leaders.

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11
Q

BEHAVIORAL THEORIES: DO LEADERS BEHAVE IN PARTICULAR WAYS

The three most well-known behavioral theories of leadership are?

A
  1. Ohio State started in the late 1940s
  2. University of Michigan started at around same time
  3. Blake and Moulton’s leadership Grid. It reflects the behavioral definitions of both the Ohio and Michigan studies
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12
Q

BEHAVIORAL THEORIES: DO LEADERS BEHAVE IN PARTICULAR WAYS

All three approaches considered two main dimensions by which managers can be characterized. What are they?

A
  1. Attention to production

2. Attention to people

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13
Q

BEHAVIORAL THEORIES: DO LEADERS BEHAVE IN PARTICULAR WAYS

In the Ohio State studies the two dimensions are known as?

A
  1. Initiating structure

2. Consideration

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14
Q

BEHAVIORAL THEORIES: DO LEADERS BEHAVE IN PARTICULAR WAYS

Initiating structure in the Ohio State studies refers to?

A

The extent to which a leader is likely to define and structure his or her role and those of employees in search of goal attainment. It includes behavior that tries to organize work, work relationships, and goals.

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15
Q

BEHAVIORAL THEORIES: DO LEADERS BEHAVE IN PARTICULAR WAYS

Consideration in the Ohio State studies is described as?

A

The extent to which a person is likely to have job relationships that are characterized by mutual trust, respect for employees ideas, in regard for their feelings. He or she shows concern for followers comfort, well-being, status, and satisfaction.

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16
Q

BEHAVIORAL THEORIES: DO LEADERS BEHAVE IN PARTICULAR WAYS

The University of Michigan two dimensions of leadership behavior are?

A
  1. Employee-oriented

2. Production-oriented

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17
Q

BEHAVIORAL THEORIES: DO LEADERS BEHAVE IN PARTICULAR WAYS

Employee oriented leaders in the University of Michigan study are described as?

A

Emphasizing interpersonal relations. They take a personal interest in the needs of their subordinates and excepted individual differences among members.

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18
Q

BEHAVIORAL THEORIES: DO LEADERS BEHAVE IN PARTICULAR WAYS

Production oriented leaders in the University of Michigan study are described as?

A

Emphasize the technical or task aspects of the job. Their main concern was in accomplishing their groups tasks, and the group members were a means to that end

19
Q

BEHAVIORAL THEORIES: DO LEADERS BEHAVE IN PARTICULAR WAYS

The leadership grid was developed by Blake and Moulton. They base the styles of two of the following?

A
  1. Concern for people

2. Concern for production

20
Q

BEHAVIORAL THEORIES: DO LEADERS BEHAVE IN PARTICULAR WAYS

The leadership grid is a graphic portrayal of a two dimensional view of leadership style. The leadership grid is based on the following?

A

A 9 x 9 matrix outlining 81 different leadership styles based on one’s task orientation and people orientation

21
Q

BEHAVIORAL THEORIES: DO LEADERS BEHAVE IN PARTICULAR WAYS - EMPIRICAL FINDINGS

Each of these three behavioral approaches receive some empirical support for the idea that being what as an important behavior of leaders?

A

Being people oriented

22
Q

BEHAVIORAL THEORIES: DO LEADERS BEHAVE IN PARTICULAR WAYS - EMPIRICAL FINDINGS

In the Ohio State studies leaders who were production oriented experience greater rate of?

A

Grievances, absenteeism, and turnover, and lower levels of job satisfaction from employees performing routine tasks

23
Q

BEHAVIORAL THEORIES: DO LEADERS BEHAVE IN PARTICULAR WAYS - EMPIRICAL FINDINGS

In the University of Michigan studies employee oriented leaders were associated with?

A

Higher group productivity and higher job satisfaction.

Production oriented leaders tended to be associated with low group productivity and lower job satisfaction

24
Q

BEHAVIORAL THEORIES: DO LEADERS BEHAVE IN PARTICULAR WAYS - EMPIRICAL FINDINGS

Findings of the Blake and Moulton studies indicated that managers were found to perform best under?

A

A 9–9 team management style as contrasted to a 9-1 authority-obedience style or a o1-9 country club style.

There is however little substantive evidence to support the conclusion that a 9–9 style is most effective in all situations

25
Q

BEHAVIORAL THEORIES: DO LEADERS BEHAVE IN PARTICULAR WAYS - EMPIRICAL FINDINGS

When should leaders be production oriented and when should they be people oriented?

A
  1. When subordinates experienced a lot of pressure because of deadlines or unclear task, leaders who are people oriented will increase satisfaction and performance.
  2. When the task is interesting or satisfying there is less need for people orientation.
  3. When it is clear how to perform the task, and what the goals are, people orientation will lead to greater satisfaction, While task orientation will lead to dissatisfaction
  4. When people do not know what to do, or individuals do not have the knowledge or skills to do the job, production orientation is much more important than people orientation
26
Q

BEHAVIORAL THEORIES: DO LEADERS BEHAVE IN PARTICULAR WAYS - EMPIRICAL FINDINGS

The relationship between leadership style and effectiveness suggest that there is?

A

There is no one right style, but that style depends upon the conditions the leader faces.

27
Q

CONTINGENCY THEORIES: CONSIDERING THE SITUATION

What is situational or contingency theories?

A

Theories that note the importance of considering the context within which leadership occurs

28
Q

CONTINGENCY THEORIES: CONSIDERING THE SITUATION

What are the four situational theories?

P.H.S.F

A
  1. The Fiedler contingency model
  2. Hershey and Blanchard’s situational theory
  3. The Path-goal theory
  4. And substitutes for leadership
29
Q

CONTINGENCY THEORIES: CONSIDERING THE SITUATION

The first comprehensive contingency model for leadership was developed by?

A

Fred Fiedler

30
Q

CONTINGENCY THEORIES: CONSIDERING THE SITUATION

The Fiedler contingency model proposes that effective group performance is dependent upon the following?

A

The proper match between the leaders style and the degree to which the situation gives control to the leader.

31
Q

CONTINGENCY THEORIES: CONSIDERING THE SITUATION

Fiedler created the least preferred coworker questionnaire (LPC) to determine if individuals were interested in what?

A
  1. Good personal relations with coworkers and thus relationship oriented
  2. Interested in productivity and thus task oriented
32
Q

CONTINGENCY THEORIES: CONSIDERING THE SITUATION

Fiedler assumed that and individuals leadership style is ___________?

A

An individual leadership styles fixed

33
Q

CONTINGENCY THEORIES: CONSIDERING THE SITUATION

Fiedler identify three contingency dimensions that together define the situation a leader faces. What are they?

A
  1. Leader member relations. The degree of confidence, trust, and respect members have in their leaders.
  2. Task structured. The degree to which the job assignments are procedurized. example structure or unstructured
  3. Position power. The degree of influence a leader has over power variables such as hiring, firing, discipline, promotions, and salary increases
34
Q

CONTINGENCY THEORIES: CONSIDERING THE SITUATION

Hershey and Blanchard developed a leadership model called the situational leadership theory (SLT). The theory basically views the leader follower relationship as similar to_________?

A

Similar to that between a parent and a child

35
Q

CONTINGENCY THEORIES: CONSIDERING THE SITUATION

Hershey and Blanchard identified for specific leader behaviors from highly directive to highly laissez-faire. The most effective behavior depends on a follower’s ability and motivation. What are the four behaviors?

A
  1. Unable and unwilling: to do a task leader needs to give clear and specific directions - in other words be highly directive
  2. Unable but willing: The leader needs to display high task orientation to compensate for the followers lack of ability, and high relationship orientation to get the follower to buy into the leaders desires - in other words sell the task
  3. Able but unwilling: the leader needs to use a supportive and participative style.
  4. Able and willing: The leader does not need to do much- in other words a laissez-faire approach will work
36
Q

CONTINGENCY THEORIES: CONSIDERING THE SITUATION

What is the Path Goal theory?

A

The theory that a leader’s behavior is acceptable to employees in so far as they view it as a source of either immediate or future satisfaction.

Essence of the theory is that it is the leaders job to assist followers in attaining their goals to provide the necessary direction and support to ensure that their goals are compatible with the overall objectives of the group or organization.

The term path goal arise from the belief that effective leaders both clarify the path to help their followers get from where they are to the achievement of their work goals

37
Q

CONTINGENCY THEORIES: CONSIDERING THE SITUATION

The path goal theory states that you should follow three guidelines to be an effective leader. What are they?

B.O.R

A
  1. Determine the outcomes the subordinates want. This might include good pay, job security, interesting work.
  2. Reward individuals with their desired outcomes when they perform well.
  3. That individuals know what they need to do to receive rewards. Remove any barriers that would prevent high-performance, and expressed confidence that individuals have the ability to perform well.
38
Q

CONTINGENCY THEORIES: CONSIDERING THE SITUATION

The path goal theory identifies 4 leadership behaviors that might be used in different situations to motivate individuals, what are they?

S.P.A.D

A
  1. The directive leader: let’s followers know what is expected of them, like what work needs to be done and gives guidance as to how to accomplish those tasks. This closely parallels the Ohio State dimension of initiating structure.
  2. The supportive leader: is friendly and shows concern for the needs of followers. This is essentially synonymous with the Ohio State dimension of consideration. This behavior is often recommended when individuals are under stress or otherwise show that they need support.
  3. The participative leader: consult with followers and uses their suggestions before making a decision. This behavior is appropriate with individuals need to buy into decisions.
  4. The achievement oriented leader: sets challenging goals and expect followers to perform at the highest level this works well with individuals who like challenges and are highly motivated. Does not work well with less capable individuals and those who are highly stressed and overworked.
39
Q

CONTINGENCY THEORIES: CONSIDERING THE SITUATION

The path goal theory proposes two types of contingency variables that affect the leadership behavior-outcome relationship. What are they?

E.P

A
  1. Environmental variables that are outside the control of the employee
  2. Variables that are Personal characteristics of the employee
40
Q

LEAVING ONE’S SELF

There are two provocative issues for you to consider when thinking about leadership. The first is the issue of self leadership, or taking responsibility for your own actions, and learning how to be a leader, even if only in small areas of your situation. The second is what?

A

The second one is how to lead even when you have not been given the authority.

41
Q

LEADING ONE’S SELF: SELF LEADERSHIP

What is self leadership?

A

It means individuals and teams set goals, plan and implement tasks, evaluate performance, solve their own problems, and motivate themselves.

Self leadership can also be a substitute or neutralizer for leadership from others.

42
Q

LEADING ONE’S SELF: SELF LEADERSHIP

Self leadership strategies have been showing to be successful and non-organizational settings.

True or false?

A

True

43
Q

LEADING ONE’S SELF: SELF LEADERSHIP

A 1999 study of 305 managers at a large retailing organization in the Midwest United States identified 4 behaviors that can be considered self leadership, what are they?

P.A.C.E

A
  1. Planning
  2. Access management
  3. Catch up activities
  4. Emotions
44
Q

LEADING ONE’S SELF: LEADING WITHOUT AUTHORITY

Rosabeth Moss Kanter book The Change Masters discusses examples of people who saw something in the workplace that needed changing and took the responsibility to do so upon themselves. Employees were more likely do this when organizations permitted initiative at all levels of the organization, rather than making it a tool of senior executives only. True or false?

A

True

45
Q

LEADING ONE’S SELF: LEADING WITHOUT AUTHORITY

What does leading without authority mean?

A

It means exhibiting leadership behaviors even though you do not have a formal position or title that might encourage others to obey. Neither Martin Luther King nor Mohammad Gandhi operate from a position of authority.

46
Q

LEADING ONE’S SELF: HEIFETZ

Heifetz has identified three benefits of leaving without authority. What are they?

F.I.L

A
  1. Latitude for creative deviance: because one does not have authority, and the trappings that go with authority, it is easier to raise harder questions and look for less traditional solutions.
  2. Issue focus: leading without authority means that one can focus on a single issue, rather than be concerned with the myriad issues that those in authority face.
  3. Front-line information: leading without authority means that one is closer to the detailed experiences of some of the stakeholders. Thus more information is available to this kind of leader.

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