W2: Knowledge Clips

Question 1

Trait theories

Answer 1

1930s-1940s. Focused on identifying innate qualities or traits that distinguished leaders from non-leaders. Originates from the notion that leaders are born and people with certain inborn traits are the ones who will naturally emerge as leaders. Identified several key qualities, e.g. charisma, intelligence, dominance, self-confidence, or extroversion. While traits can to a certain extent predict leadership, they are better at predicting leader emergence rather than effectiveness

Question 2

Behavioural theories

Answer 2

1940s-1950s. Characterised by the question, What do leaders do? Shifted the focus from inert traits to observable behaviors. Being able to distinguish between effective and ineffective leader behaviors can help to design leadership talent management system. Key theories are Ohio State studies and University of Michigan studies

Question 3

Ohio State Studies

Answer 3

Focus on identifying the dimensions of leadership behaviour. Wanted to understand the different ways in which leaders behaved and how these behaviours affected group dynamics and performance. Two primary dimensions of leadership behaviour were initiating structure and consideration

Question 4

University of Michigan Studies

Answer 4

Focus on identifying different leadership styles and their impact on organizational effectiveness and employee satisfaction. Proposes two leadership styles; employee-centred leadership and job-centred leadership

Question 5

Employee-centred leadership

Answer 5

People-oriented leadership, building strong interpersonal relationships, fostering collaboration, and attending to social emotional needs of the employees

Question 6

Job-centred leadership

Answer 6

Task-oriented leadership, which emphasises efficiency goal attainment and task accomplishment. Leaders following this style tend to focus more on the technical aspects of the job and less on the interpersonal relationships

Question 7

Contingency theory

Answer 7

1960s-1970s. Considers various situational factors. Based on Fiedler’s contingency model. Very unfavourable and very unfavourable situations require task oriented leaderships, while in moderate situations people oriented leadership is required

Question 8

Fiedler’s contingency model

Answer 8

Proposed that effectiveness of a leader depends on the match between the leadership style and the situational context. Believed that leaders cannot change their leadership style based on the situation but they should rather look for situations which match their leadership style. Two primary leadership styles; task-oriented and relationship-oriented

Question 9

Situational favourableness

Answer 9

Determined by three factors; quality of leader-member relations, task structure, and position power

Question 10

Quality of leader-member relations

Answer 10

Refers to the quality of relationship between the leader and the follower including trust communication and cooperation. A good relationship leads to strong mutual trust, respect, and positive interactions

Question 11

Task structure

Answer 11

Describes the clarity and predictability of tasks or objectives ranging from highly structured to unstructured. In low structures, there is ambiguity, lack of clear objectives, and uncertainty in tasks. In high structures, tasks have clear goals, roles, and procedures

Question 12

Position power

Answer 12

Indicates the degree of authority and control the leader has over their followers including formal power and influence within the organisation. Limited authority and control; challenges the decision making. High authority and influence; respect for leaders, decisions, and directions

Question 13

Transactional and transformational leadership

Answer 13

1980s-1990s. Proposed the multifactor leadership questionnaire, which measures the extent to which leaders exhibit transactional and transformational leadership behaviour. Bass suggested that effective leadership often displays a combination of both. He conceptualised leadership as a continuum ranging from laissez faire leadership with low engagement to transactional leadership with moderate engagement to transformational leadership with high engagement

Question 14

Transactional leadership

Answer 14

Involves exchange based relationship between the leader and the follower. Based on two main factors; contingent rewards and management by exception

Question 15

Transformational leadership

Answer 15

Focuses on inspiring and motivating followers to achieve common goals

Question 16

Multifactor leadership questionnaire

Answer 16

Implies that every leader displays a frequency of both the transactional and transformational factors. Leaders who satisfy their followers more and who are more effective are more transformational and less transactional

Question 17

Contingent rewards

Answer 17

Transactional leaders use rewards and punishments to motivate followers to achieve specific goals. They establish clear expectations and provide incentives for meeting performance standards

Question 18

Management by exception

Answer 18

Transactional leaders monitor performance and intervene only when deviations from standards

Question 19

Active management by exception

Answer 19

Actively correct problems

Question 20

Passive management by exception

Answer 20

Only passively intervene when really necessary

Question 21

Idealised influence

Answer 21

Transformational leaders serve as role models for their followers earning admiration respect and trust

Question 22

Inspirational motivation

Answer 22

Transformational leaders communicate at the compelling vision of the future, inspiring and motivating followers to commit to the shared goals, fostering optimism, and showing the purpose of the actions

Question 23

Intellectual stimulation

Answer 23

Transformational leaders challenge the status quo and encourage creativity, innovation, and critical thinking among their followers

Question 24

Individualised consideration

Answer 24

Transformational leaders show concern and empathy for the needs, aspirations, and development of each follower

Question 25

NOW of leadership

Answer 25

Digitally mediated leadership meaning the digital is the medium through which communication is channeled, e.g. email, chats, video conferencing

Question 26

NEW of leadership

Answer 26

Digitally supported or augmented leadership which means e.g., you may be sitting in front of your screen in a video call and you get feedback as a leader

Question 27

NEXT of leadership

Answer 27

Leadership may be substituted at least partially by machines. You are being led by algorithms, by machines

Question 28

Management

Answer 28

More routinised form of guiding and monitoring people

Question 29

Leadership

Answer 29

Proposes three questions that machines may not initially be able to address; objectives, determine the how of interactions, and its purpose

Question 30

Networking

Answer 30

Has a network structure perspective and a behavior perspective

Question 31

Networks

Answer 31

Stable social structures that make up most of our lives. They try to describe these patterns of relationships that we have and then connect it to certain outcomes. In an organization, the social networks and their characteristics can have significant implications for the performance of employees, our team, and the organization as a whole

Question 32

Cohesive network

Answer 32

Means that there's a lot of interconnectedness between the individual people in a network. All the people in my network have a tendency to know each other and this can be really useful when we need to share complex information or information needs to be shared in general

Question 33

Networking behaviour

Answer 33

Looking at the behaviours we engage in in order to build, maintain, or use our network. Maintaining formal relationships or informal relationships and internal connections within the organisation

Question 34

Building behaviours

Answer 34

Regularly establish new connections with people

Question 35

Using behaviours

Answer 35

How can we use our networks and and how we might go about doing that

Question 36

Leadership effectiveness

Answer 36

Understanding how a leader might use their position or their connections in order to reach their goals, whether the goals are for the organisation or for themselves

Question 37

Leadership emergence

Answer 37

Being recognised as a leader. Would others nominate this person as a leader?

Question 38

Critics

Answer 38

Often deflate the people around them. People get discouraged, their motivation decreases

Question 39

Cheerleaders

Answer 39

Recognise people's best selves and you try to harness their strengths. When we become too comfortable with our strengths, we start to use them as a crutch

Question 40

Coaches

Answer 40

See people's potential and they try to help them become a better version of themselves. They allow people to recognise their strengths but not get complacent around them. They allow people to see their weaknesses but not get discouraged by them

Question 41

Feedback sandwich

Answer 41

A compliment, a piece of criticism, and then another compliment