Ch 1 Introduction to Leadership and Evidence-Based Management

• Intellectual stimulation

Arouses followers to think in new ways and emphasizes problem- solving and the use of reason before acting

• Coaching leaders

define roles and tasks but seek ideas and suggestions from the followers. Decisions remain the leader's prerogative, but communication is much more two way.

• Management

the process of guiding an organization by planning for future work obligations, organizing employees into functional units, directing employees in the process of completing daily work tasks, and controlling work processes and systems to assure adequate quality of work output.

Strategic Theories of Leadership

Charismatic, Transformational, and situational

• Individualized consideration

Delegates projects to stimulate the learning and growth of employees, coaches and teaches employees, and treats each employee with respect

Charisma

Instills pride, faith, and respect in subordinates by transmitting a sense of mission that is effectively articulated

Transformational

Leaders achieve change by expressing the value associated with outcomes and by articulating a vision of the future resulting in commitment, effort, and improved performance on the part of subordinates.

One often-cited difference between leadership and management mentioned in this chapter is

Leaders focus on strategic change, whereas managers focus on the "status quo."

Path-Goal

Leaders increase personal payoffs for subordinates for goal attainment and make the path to these payoffs easier to travel by reducing obstacles, thereby improving performance.; "use a leadership style that best meets subordinates' motivational goals"

Transactional

Leaders promise rewards and benefits to subordinates for meeting work goals, and leaders and subordinates agree through transactions on what will lead to reward and how to avoid punishment

Situational

Leaders should adopt a leadership style that best fits the developmental level of their subordinates' competence and commitment.

One accurate summary statement about what we know about the evidence on gender and leadership would be

Men and women are perceived as more effective as leaders when the approaches they use match their presentation as more "masculine" or "feminine" as perceived by followers.

Which of the following pairs includes two theories of leadership that could both be categorized as supervisory theories of leadership?

Path-Goal Theory of Leadership and Transactional Leadership Theory

When comparing Servant Leadership Theory and Transformational Leadership Theory, which of the following best describes the motivation of the leaders?

Servant leaders tend to see all persons as equal and valued, whereas transformational leaders value individuals but more in relation to helping the organization succeed.

A theory of leadership that focuses on identifying the relationship between task characteristics and employee readiness and matching a supervisory response is best called

Situational Leadership Theory

Charismatic

Stresses the personal identification of followers with the leader, who formulates an inspirational vision and impression that the leader's mission is extraordinary.

Which of the following would be most accurate in regard to current thinking about the rela- tionships between human traits and leadership effectiveness?

Traits may help us understand how a particular leader might be perceived, but there is little recent research to validate Trait Theory as effective in linking leaders with leadership outcomes.

Two leadership theories that were developed separately but are recognized as most effective when they are combined are

Transactional Leadership Theory and Transformational Leadership Theory.

difference between transactional and transformational

Transactional Leadership, leaders focus on the relationship between the leader and follower, and in Transformational Leadership, leaders focus on the beliefs, needs, and values of their followers.

In regard to the additive effect of transformational leadership and transactional leadership, which of the following is generally accepted as true?

Transactional leadership and transformational leadership are not contradictory styles but instead are complementary and can be used together.

• Leadership

a process of creating structural change wherein the values, vision, and ethics of individuals are integrated into the culture of a community as a means of achieving sustainable change.

• Mindfulness

approaching communication in a thoughtful and conscious manner in each interaction and avoiding the appearance that communication and leader behavior have become routine.

• Delegating leaders

are still involved in decision- making and problem-solving, but control is with the followers. The followers decide when and how the leader will be involved.

Characteristics of Transformational Leaders

charisma, individualized consideration, intellectual stimulation

Directing leaders

define the roles and tasks of the followers and supervise them closely. Decisions are made by the leader and announced, so communication is largely one way.

The four styles of leadership identified by situational leadership theory are

directing, coaching, supporting, and delegating

Strategic leadership theories, including the Charismatic Leadership Theory, Transformational Leadership Theory, and Situational Leadership Theory

draw from the study of organizational behavior and the notion that leaders are able to motivate followers to commit to and realize performance that exceeds their own expectations.

The double bind is that

effective leadership has been associated with characteristics that are stereotypically associated with maleness, yet women acting outside of the stereotypical feminine gender role have often been evaluated unfavorably.

• Transaction

in Transactional Leadership Theory, occurs whenever the leader promises rewards and benefits to subordinates for their fulfillment of agreements and their contributions to goal achievement.

Difference between leaders and managers

leader's role is to guide change, whereas the manager's role is to maintain stability. managers tend to rely primarily on strategy, structure, and systems, whereas leaders are inclined to use style, staff, skills, and shared goals to yield desired results.

• Supporting leaders

pass day-to-day decisions, such as task allocation and processes, to the followers. The leader facilitates and takes part in decisions, but control is with the followers.

Supervisory Theories of Leadership

path-goal and transactional

360-degree feedback

receiving feedback on performance from subordinates, peers, and supervisors or those higher in an organizational structure.

Contingent rewards are

rewards and recognition exchanged for accomplishment of assigned work duties or reaching organizational objectives; a strategy of transactional leadership

Expectancy Motivation Theory

supposes that a subordinate's performance is related to the extent to which he or she believes that his or her actions will lead to specific outcomes.

Which one seems to be a superior and a more effective leadership style, transactional leadership or transformational?

transformational leadership

• Management by exception

type of management in which leaders follow work performance closely to identify mistakes and intervene or give directions to correct actions during the work process (active management by exception) or may wait until work is completed and provide an employee with a negative evaluation, hoping that future performance will be improved (passive management by exception).

Managing by exception is

when leaders follow work performance closely to identify mistakes and intervene or give directions to correct actions during the work process (active management by exception) or wait until work is completed and provide an employee a negative evaluation, hoping that future performance will be improved (passive management by exception); strategy of transactional leadership