Leadership Exam 1

Front 1

What are the six ways of describing leadership? (GFIPGP)

Back 1

1. occurs in a GROUP setting (includes one-on-one)
2. groups can be FORMAL or informal
3. involves INFLUENCING people within these groups
4. a PROCESS that centers on leaders and followers, and how they relate to each other
5. involves GOALS, objectives, and attainment by the group
6. a PHENOMENON that we observe everyday and occurs in every group situation

Front 2

What are the three general levels of Leadership Analysis?

Back 2

Individual, group, organizational

Front 3

Describe the individual leadership analysis level

Back 3

Focuses on the individual leader and the relationship with individual followers
Called the "dyadic process"
Has reciprocal influence

Front 4

Describe the group leadership analysis level

Back 4

Focuses on the individual leader and the collective group of followers
"Group process"
How leader contributes to group effectiveness

Front 5

Describe the Organizational leadership analysis level

Back 5

Focuses on how top management influences organizational performance
Effective strategic planning/leadership
Macro process

Front 6

The triangle describes the relationship between the three levels and how each relates to each other!

Back 6

n

Front 7

What is the difference between assigned and eminent leadership?

Back 7

Assigned is based upon a job title, and does not necessarily make the person a leader.
Eminent is being able to lead regardless of your title in any situation.

Front 8

What is the difference between leadership and coercion?

Back 8

Coercion is attempting to have the group reach the individual's goal, while leadership is reaching a group goal.

Front 9

What is the difference between leadership and power?

Back 9

Power is the capacity or potential to influence others, which is only part of the leadership process.

Front 10

What is the difference between Transactional and Transformational leadership?

Back 10

Transactional focuses on the exchanges between leaders and followers.
Transformational is a process where a person engages with others and creates a connection that raises the level of motivation and morality in both the leader and the follower.

Front 11

Who is the major modern discussant of the Trait approach?

Back 11

Stogdill

Front 12

How does the trait approach work? (3 steps)

Back 12

1. Focus is on the leader
2. Finds the "right" people for the organization
3. Emphasizes innate characteristics of leader

Front 13

What are the strengths of the trait approach?

Back 13

Intuitively appealing
Considerable Research
"In depth" understanding of leaders provided
Perosonality benchmarks for self-evaluation

Front 14

What is the weakness of the trait approach

Back 14

No definitive list of leadership traits

Front 15

What does trait approach suggest about effective leadership?*

Back 15

The basis and traits change over time. It can't really be changed; traits are established, so leaders are "born"

Front 16

Can Trait Approach be utilized to measure personal awareness and development?

Back 16

Yes- There are personality benchmarks to self-evaluate

Front 17

What traits are most often cited in the literature?

Back 17

Intelligence, Responsibility, Self-Confidence, Masculinity (early)

Front 18

Which two are associated with the Skills Approach?

Back 18

Katz and Mumford

Front 19

What is the difference between the skills approach and the traits approach?

Back 19

Leader skills can be developed through education and experience with the skills approach.

Front 20

How do technical skills, human skills, and conceptual skills change at each level?

Back 20

Technical skills decrease from the bottom, human skills up and down, conceptual skills increase

Front 21

What are problem-solving skills, social judgment skills, and knowledge?

Back 21

Problem-solving: Using creative ability to solve new and unusual, ill-defined organizational problems.
Social judgment skills: The capacity to understand people and social systems
Knowledge: Related to application and implementation in problem-solving skills

Front 22

Skills Approach provides a structure that is used in most leadership education and development programs.
It is descriptive, not predictive

Back 22

n

Front 23

Who developed the Managerial or Leadership Grid?

Back 23

Blake and Mouton

Front 24

What 5 approaches are in the leadership grid?

Back 24

Impoverished
Authority-Compliance
Country Club
Middle of the Road
Team Management

Front 25

What is task behavior?

Back 25

help group members accomplish goals by giving directions, establishing goals and methods of evaluation, setting time lines, defining roles and showing how the goals are to be achieved

Front 26

What is relationship behavior?

Back 26

help group members feel comfortable about themselves, their coworkers, and the situation

Front 27

What are the key differences between the Ohio State and University of Michigan studies?

Back 27

Ohio State- How individuals acted when they were leading a group or organization
Michigan- leadership behavior giving special attention to the impact of the leaders' behaviors on the performance of small groups

Front 28

The style approach still has the leader as the focus

Back 28

n

Front 29

How does style approach differ from trait and skills approaches?

Back 29

it includes what leaders do and how they act

Front 30

What is a flaw of the Style approach?

Back 30

It still does not adequately show how leaders' styles are associated follower performance AND fails to find a "universal" leadership style that is affective in most situations

Front 31

What are the 4 STRENGTHS of the Style approach?

Back 31

Places leader skills at the center of effective leadership performance
Intuitively appealing
Gives a picture of leadership that encompasses a multitude of factors
Provides a structure that is used in most leadership education and development programs

Front 32

The style approach expands beyond leadership and into management

Back 32

n

Front 33

What are three weaknesses of the style approach?

Back 33

Not a good predictor
While it claims not to be a trait approach, the major component of it is trait in nature
The models may not be appropriate for informal or non-organizational situations

Front 34

Who is associated with the situational approach?

Back 34

Hersey and Blanchard

Front 35

What does the situational approach focus on?

Back 35

Differing situations in which the followers find themselves and suggest leadership styles to cope with these situations.

Front 36

What does the leader do in the situational approach?

Back 36

Analyzes the situation and adapts his/her style to followers

Front 37

What are the four leadership styles of situational leadership, and what order do they go in? What do they mean?

Back 37

S1- Directing (High directive, low supportive)
S2- Coaching (High directive, high supportive)
S3- Supporting (Low directive, high supportive)
S4- Delegating (Low directive, low supportive)
Developing to developed

Front 38

What are the maturity levels? What is high through low maturity?

Back 38

Most mature: D4
Least: D1
D4-3: Follower led
D2-1: Leader led

Front 39

Situational Approach is high predictive and well supported by research.

Back 39

n

Front 40

Situational Approach stresses a leader's flexibility.

Back 40

n

Front 41

Situational Approach does not get into the issue of one-on-many.

Back 41

n

Front 42

What are the strengths of Situational Approach? (5)

Back 42

Lasted a long time in the marketplace
Practical and applicable in many situations
Prescriptive, not descriptive
Emphasizes leader flexibility
Treat each subordinate differently

Front 43

What are the weaknesses of situational theory? (7)

Back 43

Unclear connection between commitment and competence
Commitment is not conceptualized in model
Prescriptions may not match up correctly to 1-4
Does not account demographics
Does not differentiate one-to-one vs. group leadership
Questionnaires are misleading

Front 44

Who is the major actor in contingency theory?

Back 44

Fiedler

Front 45

What is the basis of contingency theory?

Back 45

Thousands of surveys of military personnel of all ranks and positions.

Front 46

Contingency theory posits that a leader's style remains basically constant, and matches the leader's style to a complex variety of situations

Back 46

n

Front 47

What are the major factors of leader-member relations?

Back 47

Group atmosphere and the confidence, loyalty and attraction of workers to the leader

Front 48

What are the major factors of task structure?

Back 48

the degree to which a task is spelled out and is clear

Front 49

What are the major factors of power position?

Back 49

the amount of authority that a leader has to reward or punish followers

Front 50

What is Fiedler's LPC scale? What does it mean when leaders score high or low on the scale?

Back 50

Least-preferred co-worker: High is relationship motivated, low is task oriented

Front 51

What are the two ways to use Fiedler's theory properly?

Back 51

1. Leaders need to know their own style of leadership
2. Be able to diagnose the situation in which they find themselves

Front 52

Leader can NOT change the style with Contingency theory, but looking for the best match

Back 52

n

Front 53

What does a leader do if his/her style does not fit the diagnose situation?

Back 53

Change the variables to create a different situation
Move to another project

Front 54

Contingency theory is so complex that it is cumbersome to use in real management situations

Back 54

n

Front 55

Who is associated with the Leadership Continuum Model

Back 55

Tannenbaum and Schmidt

Front 56

What is the basic design of the Leadership Continuum Model?

Back 56

Seven levels of leadership, moving from Autocratic to Participative

Front 57

Who is related the to path-goal theory?

Back 57

Robert House

Front 58

What two things do leaders help subordinates to do in path-goal?

Back 58

Overcome obstacles to better performance
Enhance their performance and improve their satisfaction