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HH/PSYC3430 A - Behaviour in Groups > (Topic 8)Leadership - Chapter 9 > Flashcards

(Topic 8)Leadership - Chapter 9 Flashcards

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1
Q

what makes leadership dynamic

A

it involves the leader, followers, and the situation

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2
Q

what is leadership

A

an interpersonal, transactional, reciprocal/cooperative process between one person and a group

there is influence (comes in a variety of forms (with the followers) – thinking, feeling, behaving)

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3
Q

Can’t have leaders without ________

A

followers’ = followership (it requires followers to do nothing for leadership to fail)

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4
Q

criterion for effective leadership =

A

goal achievement

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5
Q

Fact or Fiction:
Leadership is power (with people rather than over people)

A

fact)
Power with people = effective
Power without people = ineffective

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6
Q

Fact or Fiction:
Leaders are born (but leaders are also “made”)

A

(both)

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7
Q

Fact or Fiction:
All groups have leaders (large groups tend to require a leader, when there is complexity)

A

(false)

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8
Q

Fact or Fiction:
People resist their leaders (most groups accept the need for a leader)

A

(false)

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9
Q

what is the range of leadership effect

A

20-45%

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10
Q

what is the difference between leaders and managers

A

Management affects work/deals with what is to be done

leadership affects people/deals with how it is to be done

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11
Q

what are the characteristics that define leadership

A

Innovates
Originates
Develops/Establishes Direction
Long range perspective

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12
Q

what are the characteristics that define Management

A

Administers/organizes
Focus on systems & structures
Planning/Short range view
Eye on bottom line

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13
Q

what is Leadership Emergence

A

from within the group, gradually achieves a leadership position – extraverted, assertive

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14
Q

what is Leadership Effectiveness

A

Leadership effectiveness refers to the ability of a leader to achieve the goals and objectives of a group or organization.

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15
Q

how do leaders emerge

A

Leaders often emerge when groups grow, are longer term, they become more complex, when there is a value goal (that is near),or if there is crisis

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16
Q

what are the Perspectives on leadership emergence

A

Trait Model: The great leader theory
Situational Model
Interactional Model: depends on the leader, followers, and the group situation.

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17
Q

what is the Great Man” theories – physical & psych traits

A

Early leadership research focused on the physiological and psychological traits thought to be associated with exceptional leaders.

The DNA of leadership – high energy, aggressiveness, dominance, self-reliance

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18
Q

what are some Personal Qualities of Leaders

A

extraversion, conscientiousness, neuroticism/emotional stability, and openness.

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19
Q

what character trait is more necessary for leader effectiveness

A

agreeableness and less conscientiousness

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20
Q

what are the two parts of General intelligence

A

practical intelligence and emotional intelligence (degree of social skill).

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21
Q

what happened in in the 1940’s various researcher from Ohio State University

A

Created the Leader Behaviour Description Questionnaire (LBDQ)

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22
Q

what is task leadership

A

promoting task completion; regulating behaviours, monitoring communication and reducing goal ambiguity

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23
Q

what is relationship leadership

A

Maintaining and enhancing positive interpersonal relations in the group; friendliness, mutual trust, openness, recognizing performance

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24
Q

what are the Demographic background of leaders

A

Bias against women

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25
what is the Implicit leadership theories (ILTs)
unconscious beliefs and assumptions that people hold about the characteristics and behaviors that are associated with effective leadership.
26
what is Eagly’s social role theory
a society's division of labor by gender drives all other gender differences in behavior.
27
what is Hogg – Social Identity Theory – Prototype/Stereotypes
framework for understanding how people perceive and evaluate themselves and others based on their membership in social groups.
28
what is Tolstoy’s Zeigeist Theory
leaders, and the characteristics that they exhibited, were products of social circumstances during a specific time
29
what are Situational Models:
includes many situational variables such as the needs of the group, cohesion of the group, the task, available resources.
30
what are Interactional Models
traits and situations interact to determine who will lead, who will not, and who will lead successfully.
31
what does Leadership Effectiveness assessment depend on
on content (Task vs. Social) and level of situational analysis (individual, dyadic, or organizational)
32
what are Contingency approaches:
approaches that seek to describe the characteristics of situations and followers and examine the leadership styles that can be used effectively (relationships) = “Depending On”
33
what is Fiedler’s contingency model:
a model designed to diagnose whether a leader is task-oriented or relationship- oriented and match leader style to the situation. It also looks at motivational style (i.e., relationship or task
34
what do Leadership situations depend on according to Contingency Theory (Fiedler 1967)
relationship between leader/followers, the degree of task structure, and the leader's authority (position power) – favourable, unfavourable, & moderate
35
what are the strengths of Contingency Theory (Fiedler 1967)
Looks at situations not just traits & behaviour What type of leadership that is most effective Research Support Don't have to be effective in all situations
36
what are the Limitations of Contingency Theory (Fiedler 1967)
Doesn't fully explain why some leadership styles are more effective (especially relationship) LPC scale – doesn't examine direct leadership style Too many situational variables
37
what is the most favourable situation according to Fiedler's LPC scale
is one that has a clearly defined scope, high positional power and good relationship between the leaders and the followers – e.g., manager of a work place with monotonous-style work
38
what is the unfavourable condition according to Fiedler's LPC scale
the leader-member relations are usually poor, the task is unstructured, and the position power is weak – e.g., a crisis situation
39
what is the Moderately favourable condition ccording to Fiedler's LPC scale
when the leader-member relations are good, the task is unstructured, and position power is weak – e.g., at times 3430
40
what is The Leadership Grid:
Blake & Mouton assume that people vary in their concern for others and in their concern for results X & Y axis from 1 to 9 Individuals who are high on both dimensions (9,9) are the best leaders.
41
Hersey and Blanchard suggest in regard to Leadership Grid
groups benefit from leadership that meshes with the developmental stage “maturity” of the group.
42
what is Situational Leadership
Effective leadership requires a leader to select the right style in a particular situation that depends on the follower’s MATURITY
43
what is M1/S1
unable or unwilling/neither confident or competent
44
what is M2/S2
unable but willing/motivated but lack skills
45
what is M3/S3
able but unwilling
46
what is M4/S4
able and willing/intrinsically motivated
47
what is the Leader-Member Exchange Theory (LMX)
focuses on how the leader-follower relationship affects the leadership process
48
what are the two types of subordinates according to the Leader-Member Exchange Theory
In-group employees Out-group employees
49
what are In-group employees
viewed by the leader as competent, trustworthy, and highly motivated
50
what are Out-group employees
viewed as incompetent, untrustworthy, and poorly motivated
51
what are the 3 phases of LMX
Phase 1: Role-taking member enters organization leader assesses member’s abilities/talents & allows individual to take on a role Phase 2: Role-making informal, unstructured negotiation of role – ind. makes role and does he/she want to take on more than the job title Phase 3: Role-routinization social exchange pattern emerges becomes routine – may never change
52
what are the Two leadership styles according to LMX
supervision (based on formal authority) and leadership (based on persuasion)
53
Leaders use supervision with __________________, and leadership with ___________________
out-group employees in-group members
54
Delegated/Democratic leadership styles emphasize .......
the importance of sharing leadership amongst its members (for greater problem solving, communication, satisfaction).
55
what is a Exemplary Follower
fully engaged follower
56
what is a Conformist Follower
active and devoted
57
what is a Passive Follower
follow the lead of others
58
what is a Pragmatic Follower
non active follower
59
what is a Alienated Follower
are critical of leader/followers
60
what are the 4 stages of Full Range Leadership from lowest to highest
laissez-faire passive management by exception active management by exception contingent reward transformational
61
what are Transactional Leaders
Transactional leadership refers to the more traditional viewpoint that position power is used to move followers to task completion
62
The behavior of transactional leaders depends on ....
what their followers think of their leader’s behaviour – i.e., contingent reward – clear expectations and outcomes that yield constructive exchanges
63
what is Transformational Leadership
searches for ways to help motivate followers by satisfying higher- order needs and more fully engaging them in the process of the work (Bass, 1985).
64
The behavior of transformational leaders are...
not constrained by their followers' perceptions but are free to act to transform (change) their followers' views They challenge and inspire with a sense of purpose and excitement They create a vision and communicate it while accepting feedback and suggestions
65
what are the 4 elements of transformational leadership
creating a strategic vision communicating the vision building commitment modeling the vision
66
what are the 4 general strategies of Transformational Leadership
Inspirational motivation vision for the future optimism hope
67
what is Idealized influence
eliciting respect from others - conviction, commitment, purpose
68
what is Intellectual stimulation
new ways of thinking and doing things – developing intellectual needs
69
what is Individualized consideration
consider followers needs, abilities, aspirations
70
what is Authentic Leadership
Owning one’s own personal experiences (values, thoughts, emotions and beliefs) and acting in accordance with one’s true self”
71
how is Authentic Leader-follower relationships characterised by:
transparency, openness & trust guidance towards worthy objectives emphasis on follower development
72
what is Level 1 of Leadership Hierarchy
Highly Capable Individual makes productive contributions through talent, knowledge, skills and good work habits
73
what is Level 2 of Leadership Hierarchy
Contributing Team Member contributes individual capabilities to the achievement of group objectives and works effectively with others in a group setting
74
what is Level 3 of Leadership Hierarchy
Competent Manager organizes people and resources toward the effective and efficient pursuit of predetermined objectives
75
what is Level 4 of Leadership Hierarchy
Effective Leader catalyzes commitment to vigorous pursuit of a clear and compelling vision, stimulating higher performance standards
76
what is Level 5 of Leadership Hierarchy
Executive builds enduring greatness through a paradoxical blend of personal humility and professional will

HH/PSYC3430 A - Behaviour in Groups (4 decks)

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