HROB Chapter 9 - Leadership
Define: Global leadership
= Global leadership: set of leadership capabilities required to function effectively in different cultures and the ability to cross language, social, economic, and political boarders - Unbridled inquisitiveness - Personal character - Duality - Savvy - A good leader must be able to use many styles of leadership for the particular situation
Explain: ethical leadership
= Involves the demonstration of normatively appropriate conduct through personal actions and interpersonal relationships, and the promotion of such conduct to followers through communication, reinforcement, and decision making - Model appropriate behaviour - Ethics salient in workplace/ set standard - Reward ethical behaviour - Discipline those who don't follow standards - Care about people and broader society - only starting to understand this one
Explain: participative leadership
= Involving employees (individually or as a group) in making work decisions - The more people involved the more diverse ideas and perspectives so likely to account for all risks and see the different consequences
Explain: authentic leadership + 4 internal values
= Positive form of leadership that involves being true to onself - Leaders adhere to their values, beliefs, strengths, and help others do the same - Behaviour and conduct guided by internal values (4) 1. Self awareness: understand ones own strenghts and weaknesses 2. Relational transparency: presenting true authentic self ot others 3. Balanced processing: objective analysis of all the relevant information 4. Internalized moral perspective: internal moral standards and values
Define laissez-faire leadership
= a style of leadership that involves the avoidance or absence of leadership - Women can be very highly effective leaders but unfortunately do not hold many spots at top management
Which of the following is a difference between conventional and sustainable approaches to explaining leadership behavior?
A conventional approach tends to focus on behaviors that are visible to followers, while a sustainable approach includes behaviors that are invisible to followers.
Which of the following Situational Leadership II leadership styles is appropriate to employ when organizational members lack technical knowledge yet are enthusiastically committed to learning?
A directing style
_____________is the purposeful and relational process of influencing others.
Leadership
Which of the following is a goal of the sustainable leadership style of empowering?
To facilitate responsiveness
Which are the personal characteristics that are relatively stable and were the initial focus of early leadership research?
Traits
A _____ leadership style is appropriate when organizational members have the appropriate job-related competence and are highly committed to perform independently.
delegating
Based on Robert House's leadership styles, _____ occurs when a leader tells employees exactly what is expected of them by giving guidance, setting goals, and scheduling work.
directive leadership
The situational leadership II model suggests that:
leaders need to change their style over time according to how their followers develop.
A(n) _____ style of leadership exhibits both relational and task behaviors in either an insufficient or an underdeveloped manner.
middle-of-the-road-management
Explain: inspirational motivation
- Appealing communication; Strong vision; Build enthusiasm & meaning with high standards; - Optimistic; Inspire following - Not only do you have to get them to think about things in new ways, you have to inspire them - Get them to work hard - Find language that gets people active, helps people find ways hey fit into the overall goal - Strong vision they are able to communicate effectively - Heres the dream lets work together to achieve it
Explain: transactional leadership
- Based on a straightforward exchange relationship between leader and followers - How do you as a leader enact authority - Reciprocity relational form of leadership - I will reward you when you do good work and punish when you do a bad job - Positive reinforcement, negative reinforcement and punishment tools of learning to turn into subordinate they want you to be Leaders focus on: - Contingent reward behaviour (positive reward) -Management by exception (**he doesn't focus on this one for the course) - ex. coach
Consequences of consideration and structure
- Both contribute positively to motivation, job satisfaction, leader effectiveness - Consideration stronger related to follower satisfaction - Satisfaction stronger related to leader job satisfaction and group performance - The effect depends on the task, the employee, the setting in which work is performed - These two traits are not compatible a leader can be low medium or high on both dimensions
Explain: trait theories of leadership
- Characteristics that make people a leader - Fundamental attributes that make some people better than others - Certain personality qualities Just need to have traits then you have qualities and characteristics - Isnt very effective, there's diversity in how people become leaders and know all leaders don't have the same
Explain: charisma
- Command strong devotion; Strong influence; Emotional investment - Builds a strong devotion, they want you to also care about the leader and see the value of that person - Charisma makes it easy for them to influence other people - Build an emotional investment - The absolute necessary component
Explain: situational theories of leadership
- Effectiveness of leadership style is contingent on the context Impact of leader will depend on the nature of employees - Can become better or worse leaders depending on the context theyre in - i.e. transformational leader in classroom and authentic leader when at home with family - Situational theories suggests that the context will matter and whether theyre a good leader depends on the situation theyre in
When does participative leadership work best?
- Employees feel favourably towards it - Employees are intelligent and knowledgeable about the issues at hand - When the task is complex enough to make participation useful - level of complexity people can understand but not too complex - Think about times when it would be useful to have people engage in decision making i.e. benefit plans or other decisions that will directly affect all employees
Benefits of leadership
- Enhancing productivity - Increasing innovation - Fostering job satisfaction - Improving commitment to organization - Leadership is key to organizational success, survival, and strategy - really strong leader can balance 4 areas
Limitations to trait theory
- Hard to determine if the traits make the leader or if the opportunity for leadership produces the traits - Little information on how to train and develop leaders and no way to diagnose failures of leadership - Leads to bias and discrimination when evaluating leaders effectiveness - Fails to take into account the situation in which it occurs
Explain: empowering leadership
- Implementing conditions that enable power to be shared with employees - Provides participation and autonomy in decision making - Psychological empowerment emerges: meaning, competence, self-determination, and impact, increases engagement in work - Positively related to job performance and creativity, can lead to higher self-efficacy
Traits associated with leadership
- Intelligence - Energy and drive - Self-confidence - Dominance - Motivation to lead - Emotional stability - Honesty and integrity - Need for achievement - Sociability - All of the big 5 dimensions of personality are linked to leadership emergence and effectiveness - Conscientiousness related to organizational performance
Explain: servant leadership
- Involves going beyond one's self-interests and having a genuine concern to serve others and a motivation to lead - Concern for the needs of followers and their growth/development - Serve first, lead second
Explain: transformational leadership
- Leadership that provides followers with a new vision that instills true commitment - Can change the beliefs and attitudes of followers to correspond with new vision - Motivates increased performance - Clarify pathways to goals and reward good performance - Lots of flaws and limitations - Attempts to go the extra step further, get them to do what we want them to do but also nake it so the followers also want to achieve the outcome - They see value in the vision and they want to work towards it - They focus less on specific behaviours and look more at big picture to get employees to work towards big ptcute - Change beahviours but more importatnly theyre beliefs and attidues - This type of leader ultimately motivates and increases performance and engagement which means they'll work much harder than someone just being rewarded or punished - About getting someone on the same page
Explain: gendered traits
- Men perceived as having more agentic traits - Women perceived as having more communal traits - This creates perceived role incongruity between feminine gendered traits and stereotypical leadership traits
Benefits of authentic leadership on followers
- Organizational commitment - Job satisfaction - Satisfaction with supervisor - Organizational citizenship behaviour - Work engagement - Ethical and pro-social behaviours - Trust - Team member authenticity higher quality teamwork and team productivity
Evidence for contingency theory
- People are not sure the exact means of the LPC score - Not correlated with personality measures or predictive of specific leader behaviour
Support for path goal theory
- This path is concerned with employee characteristics and environmental factors - the impact of the leader behaviour on employee satisfaction is influence by these 2 characteristics - Good at predicting employees job satisfaction and acceptance of the leader than in predicting job performance
Explain: indivdualized consideration
- Treating employees distinctly for their needs - Idea that you treat people according to their unique qualities, move away from broad strokes that everyone gets rewards and punishments - Get to know the person and ensure that the needs are met I.e. extra time off to care for sick person
Explain: intellectual stimulation
- View things in a new way; Challenge assumptions; Takes risks; Creativity - Not just doing the behaviours, but cognitively engaged in the work as well
Explain: women in leadership
- Women tend to be more participative and transformational leaders than men - Men were more likely to engage in laissez-faire leadership - Women hold very few leadership positions in Canadian, American, or European organizations: - Glass ceiling - Glass cliff - Glass escalator/elevator - Glass cellar
Benefits of participative leadership
1. Can increase motivation and empower employees to contribute to setting and achieving goals - i.e. if I have the ability to make a decision, more motivated to make the decision, people will have greater buy-in 2. Higher quality decisions can be made (especially when employees have special knowledge) 3. Can increase acceptance of decisions when made
6 characteristics of servant leaders
1. Empowering/developing people; 2. Humility; 3. Authenticity; 4. Interpersonal acceptance; 5. Providing direction; 6. Stewardship - Humble, open, authentic
Potential problems with participative leadership
1. Requires substantial time to do well 2. Can be viewed as reducing the power of the leader i.e. when leader keeps asking others to make decisions are they really a good leader, try not to pass off all the responsibilities otherwise people will think they're not competent 3. Leaders can turn to giving employees choice over trivial decisions i.e. only essential issues 4. Employees may not want to participate if lack of trust - people need to trust you as a leader and believe youll listen to their input after you've asked them 5. Employees may lack necessary knowledge
Situational theories of leadership
1. contigency theory 2. Path goal
House-path goal theory: considers 4 behaviours
1. directive behaviour: schedule work, maintain performance standard, let employees know what is expected of them 2. Supportive behaviour: friendly, approachable, concerned with pleasant interpersonal relationships 3. Participative behaviour: leaders consult with employees about their work related matters and consider their opinions 4. Achievement-oriented behaviour: encourage employees to exert high effort
4 ways to encourage transformational leadership
1. intellectual stimulation 2. individualized consideration 3. inspirational motivation 4. charisma
2 theories of leadership
1. trait 2. situational
Explain: Leader-Member Exchange Theory (LMX)
= a theory of leadership that focuses on the quality of the relationships that develops between a leader and an employee - Focuses on the development of the relationship between a leader and employee - High-quality social exchange relationships between leaders and employees results in effective leadership processes - Social exchange theory: individuals who are treated favourably by others feel obligated to reciprocate by responding postively and returning that favourable treatment in some manner - Based on the premise of reciprocity and favourable treatment - High LMX: trust, loyalty, open communication, respect, and high degree of mutual influence and obligation - Higher quality LMX relationships lead to positive outcomes for leaders
Define: implicit leadership theory
= a theory that states that individuals hold a set of beliefs about the kinds of attributes, personality, characteristics, skills behaviours that contribute to or impede outstanding leadership
Explain: strategic leadership
= ability to initiate changes that create viable future for organization - Open, honest, focus on future - Is leadership seen as big picture oriented, how things are connected and how impact you make today will make ripples down the line - We want people who can see how their leadership relates to other aspects of the organization
Explain: house-path goal theory
= concerned with the situations under which various leader behaviours (directive, supportive, participative, achievement oriented) are most effective - The most important acts of the leaders are those which calrify the paths to various goals of interest to employees - Effective leader forms a connection between employee goals and organizational goals
T/F: leadership can be good or bad
= false - not universally good or bad, - some people are good leaders but the same behavuoirs can be viewed as evil by other - Must look at the perception of those who are viewing the leader - People will percieve leadership differently
Explain: GLOBE + 6 global leadership dimensions
= found belief systems are shared among individuals in common cultures, called culturally endorsed implicit leadership theory 1. Charismatic/value based 2. Team oriented 3. Participative 4. Humane-oriented 5. Autonomous 6. Self-protective
Explain: Vroom and Jagos situational model of participation
= how can leader capitalize on the potential advantages of participation while avoiding its pitfalls Range of behaviours A = autocratic C = consulatitive G = group I = individual II = group is involved - The most effective depends on the situation at hand - Substaintial research support - Likely to lead to successful managerial decisions than unsuccessful decisions - Participation works best when employees feel favourable about it
Explain: informal leadership
= individuals who have ability to influence without formal authority - Reliance on likeability and skill - Just as impactful or more than the formal leaders - Influencers - Able to build consensus, get others on board even if they don't have formal power - Have a lot more influence on a day to day basis - Need to put more energy and effort and resources to make sure they are properly trained because the danger comes when informal leaders enage in behaviours that influence but go against the organization
Explain: formal leadership
= individuals who occupy assigned leadership roles and titles - Given specific authority and expected to influence others - Given authoritative position to make positions - Nature of their title they are a leader i.e. president, manager - Spend a lot of time focusing this and prioritizing individuals based off the position they're in
LMX theory is different from other forms of leadership because ?
= its more about the dynamics of the leaderships and their subordinates
Explain: Leadership categorization theory
= people are more likely to view somebody as a leader and to evaluate them as more effective leader when they possess prototypical characteristics of leadership
Define: role congruity theory
= predjuidce against female leaders is the result of an incongruity between the perceived characteristics of women and the perceived requirements of the leadership roles
Explain: feildlers contingency theory
= states the association between leadership orientation and group effectiveness is contingent on how favourable the situation is for exerting influence - Measures by having leaders describe their least preferred worker: ie someone current or past that they had a difficult time accomplishing a task - Can either be relationship or task oriented as a leader Reflects the leaders motivational structure - High LPC = motivated to maintain interpersonal relations Situation most favourable when the relationship between worker and leader is good
Define: initiating structure
= the degree to which a leader concentrates on group goal attainment
Define: consideration
= the extent to which a leader is approachable and shows personal concern and respect for employees
Define: leadership
= the influence that a particular individual exerts on the goal achievement of others in an organizational context
Explain: leader reward behaviour
= the leader's use of compliments, tangible benefits, deserved special treatment
Define: leader punishment behaviour
= the leader's use of reprimands or unfavorable task assignments and the active withholding of resources
Which of the following is true of the two basic kinds of leadership behaviors—initiating structure and consideration behavior?
A consideration behavior is characterized by listening and asking for input.
Which of the following examples typically illustrates the visible aspect of socioemotional behavior?
A leader empathizing with his follower
Which of the following leadership styles tends to result in adequate organizational performance but falls short of producing high levels of commitment or achievement?
A middle-of-the-road-management style
Which of the following styles of leaderships affirms an employee's confidence and encourages more independence?
A supporting style
Which of the following styles of leadership behavior tends to yield both high levels of productivity and feelings of commitment and trust?
A team style
_____ typically occurs when leaders set clear and challenging goals for employees, showing confidence in their abilities and the expectation that they can perform at high levels.
Achievement-oriented leadership
Which of the following styles of sustainable leadership is appropriate to use when the need for support and direction is low?
An empowering style
Which of the following styles of sustainable leadership is appropriate to use when the need for support and direction is high?
An equipping style
Which of the following is a consideration behavior?
Being relationship oriented
The ___________style of Conventional leading is used when followers lack both capability and commitment.
Coaching
Which of the following leadership behaviors refers to a category of leadership behaviors that are supportive, relationship oriented, and employee centered?
Consideration
In which of the following leadership theories does the situation determine which leadership style is most effective at maximizing productivity?
Contingency theories
Which of the following streams of leadership research examined the impact of different leadership styles based on the situations?
Contingency theories
Which of the following is not one of the styles on the leadership styles in the Leadership Grid?
Country Farm Style
The ___________style of Conventional leading is used when followers are both capable and committed.
Delegating
According to Robert House's leadership styles, which of the following is similar to the initiating structure leadership style?
Directive leadership
According to Robert House's leadership styles, which of the following styles of leadership is advisable when job assignments are unclear and followers need to know how the reward structures work?
Directive leadership
The ___________style of Sustainable leading is used when followers are capable and committed.
Empowering
Which of the following styles of sustainable leadership corresponds to the conventional leading style of delegating?
Empowering
The ___________style of Sustainable leading is used when followers lack both capability and commitment.
Equipping
_____ is based on the premise that effective leadership depends on a match between leadership style and situational demands.
Fiedler's contingency theory of leadership
Which of the following is a difference between Fiedler's contingency theory of leadership and Robert House's path-goal theory?
Fred Fiedler's contingency theory asserts that leaders cannot change their behavior, while Robert House's path-goal theory assumes that leaders are flexible.
Which of the following aspects of the sustainable approach is akin to the conventional idea of initiating structure?
Infrastructural behavior
According to the leader-member exchange theory, which of the following is an indicator of low-quality relationships?
Infrequent interactions
Which of the following is true of a delegating style of leadership?
It is a low-direction style of leadership.
Which of the following best defines servant leadership?
It is an active approach to leadership that promotes the interests of others.
According to the leadership grid developed by Robert Blake and Jane Mouton, which of the following is true of an impoverished style of leadership behavior?
It is characterized by a lack of engagement leading to low productivity.
Which of the following is true of servant leadership?
It is essentially invisible to followers.
Which of the following does the position power contingency of Fiedler's contingency theory of leadership explore?
It looks at whether a leader has the power to reward and punish employees.
Which of the following factors in Blanchard's Situational Leadership II model differentiates it from the original situational leadership model?
It speaks about the developmental level of employees.
Which of the following is true of Robert House's path-goal theory?
It states that a leader's behavior is considered acceptable to a follower to the degree that it satisfies a follower's needs.
Which of the following leadership theories is a measure of the quality of exchanges between a leader and a follower?
Leader-Member Exchange theory
Which of the following is true of the Leader-Member exchange theory?
Leader-member relationships can eventually evolve into in groups and out groups.
_____ is evident when leaders consult with employees about decisions and engage them in a workplace setting to encourage group discussion and hear suggestions.
Participative leadership
Usage of which of the following approaches distinguishes the behaviors of sustainable leaders from those of their conventional counterparts?
Servant leadership
Which of the following is an active approach to leadership that promotes the interest of others?
Servant leadership
Which of the following aspects of the sustainable approach is akin to the conventional idea of consideration?
Socioemotional behavior
_____ says that characteristics of a task and work environment may substitute for, neutralize, or enhance leadership behavior.
Substitutes-for-leadership theory
According to the path-goal theory, which of the following styles of leadership is similar to consideration leadership behavior?
Supportive leadership
According to Fiedler's contingency theory of leadership, which of the following contingencies looks at whether the followers know what needs to be accomplished and how to go about doing it?
Task structure
Which of the following is a limitation of situational leadership models?
They fail to account for factors that affect a situation other than competence and commitment.
Which of the following is true of Level 5 leaders as described by Jim Collins?
They have confidence in the capability of the members of their organization.
What type of leaders focus on having fair exchanges with organizational members to achieve established goals?
Transactional leaders
What type of leaders focus on inspiring change in members and the organization?
Transformational leaders
In which of the following situations is a coaching style of leadership most appropriate?
When a new employee endures a long training period and begins to lose interest in a job
A leadership behavioral style that exhibits high concern for people and a low concern for production is known as a _____.
country club style
The goal of contingency theories is to:
identify key situational factors that help best determine which leader behaviors best meet organizational goals under different conditions.
The sustainable style of enabling is different from conventional directing in that the sustainable style is:
primarily concerned with having others learn the necessary skills for long-term performance.
A _____ leadership style is appropriate when organizational members have the competence but not the confidence necessary to perform a task.
supporting