10. Leadership in organisational settings Flashcards Preview

Organisational Behaviour [Trimester 3 UNE 2019] > 10. Leadership in organisational settings > Flashcards

Flashcards in 10. Leadership in organisational settings Deck (150)
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1

Influencing, motivating and enabling others to contribute towards the effectiveness and success of the organisations of which they are members.

A special type of interpersonal influence that gets an individual or group to do what the leader wants done.  L_____

leadership

2

the view that leadership is broadly distributed, rather than assigned to one person, such that people within the team

s_____ L_____

shared leadership

3

Competencies of effective leaders include:

P______ (extroversion) S______ (self beliefs, self-esteem) D___ (inner motivation to pursue goals) I_____ (truthfulness; consistency in words and actions) Leaderhip m______ (socialised power) Knowledge of the b_____ (understand external environment) C____ and p_____ i______ (able to solve real-world problems) E_____ I_____ (perceiving, assimilating, understand, regulating emotions).

Personality (extroversion) Self-concept (self beliefs, self-esteem) Drive (inner motivation to pursue goals) Integrity (truthfulness; consistency in words and actions) Leaderhip motivation (socialised power) Knowledge of the business (understand external environment) Cognitive and practical intelligence (able to solve real-world problems) Emotional intelligence (perceiving, assimilating, understand, regulating emotions).

4

Leadership Competencies

Higher levels of extroversion (outgoing, talkative, sociable and assertive) and conscientiousness (careful, dependable and self-disciplined) refer to:

a) Personality

b) Self-concept

c) Drive

d)  Integrity

e) Leadership motivation

f) Knowledge of business

g) Cognitive/Practical intelligence

h) Emotional Intelligence.  

Personality

5

Leadership Competencies

The leader’s self-beliefs and positive self-evaluation about his or her own leadership skills and ability to achieve objectives.

a) Personality

b) Self-concept

c) Drive

d)  Integrity

e) Leadership motivation

f) Knowledge of business

g) Cognitive/Practical intelligence

h) Emotional Intelligence.  

Self-concept

6

Leadership Competencies

The leader’s inner motivation to pursue goals.

a) Personality

b) Self-concept

c) Drive

d)  Integrity

e) Leadership motivation

f) Knowledge of business

g) Cognitive/Practical intelligence

h) Emotional Intelligence.  

Drive

7

Leadership Competencies

The leader’s truthfulness and tendency to translate words into deeds.

a) Personality

b) Self-concept

c) Drive

d)  Integrity

e) Leadership motivation

f) Knowledge of business

g) Cognitive/Practical intelligence

h) Emotional Intelligence.  

Integrity

8

Leadership Competencies

The leader’s need for socialised power to accomplish team or organisational goals.

a) Personality

b) Self-concept

c) Drive

d)  Integrity

e) Leadership motivation

f) Knowledge of business

g) Cognitive/Practical intelligence

h) Emotional Intelligence.  

Leadership motivation

9

The leader’s tacit and explicit knowledge about the company’s environment, enabling the leader to make more intuitive decisions.

a) Personality

b) Self-concept

c) Drive

d)  Integrity

e) Leadership motivation

f) Knowledge of business

g) Cognitive/Practical intelligence

h) Emotional Intelligence.  

Knowledge of the business.

10

The leader’s above-average cognitive ability to process information (cognitive intelligence) and ability to solve real-world problems by adapting to, shaping or selecting appropriate environments (practical intelligence).

a) Personality

b) Self-concept

c) Drive

d)  Integrity

e) Leadership motivation

f) Knowledge of business

g) Cognitive/Practical intelligence

h) Emotional Intelligence.  

Cognition and practical intelligence

11

The leader’s ability to monitor his or her own and others’ emotions, discriminate among them, and use the information to guide his or her thoughts and actions.

a) Personality

b) Self-concept

c) Drive

d)  Integrity

e) Leadership motivation

f) Knowledge of business

g) Cognitive/Practical intelligence

h) Emotional Intelligence.  

Emotional intelligence

12

the view that effective leaders need to be aware of, feel comfortable with, and act consistently with their values, personality and self-concept

a_____ L_____

Authentic leadership

13

Authentic leadership requires: ____ youself > ___ yourself

know yourself (-engage in self-reflection; receive feedback from trusted sources, understand your life story). Be yourself (Develop your own style, apply your values, maintain a positive core self-evaluation).

14

This perspective is faulty as it assumes that all effective leaders have the same personal characteristics that are equally important in all situations. c____ p____

competency perspective

15

Competencies [competency perspective] does not necessarily imply that leadership is a t___ acquired at birth, rather than d___ throughout life.

talent acquired at birth rather tahn developed throughout life. Competencies indicate only leadership potential, not leadership performance.

16

a contingency theory of leadership based on the expectancy theory of motivation that relates several leadership styles to specific employee and situational contingencies. p___-g____ l____ t___

path-goal leadership theory

17

the view that leaders serve followers, rather than vice versa; leaders help employees to fulfil their needs and are coaches, stewards and facilitators of employee performance. s_____ l____

servant leadership

18

These leaders do not view leadership as a position of power. They are coaches, stewards, and facilitators. s____ l____

servant leadership

19

Which of the path-Goal Leadership Styles is this?

Path-Goal Leadership Styles: This leadership style consists of clarifying behaviours that provide a psychological structure for subordinates. The leader clarifies performance goals, the means to reach those goals and the standards against which performance will be judged. It also includes the judicious use of rewards and disciplinary actions.

a) participative

b) directive

c) supportive

d) achievement orientated

Directive Leadership

20

Which of the path-Goal Leadership Styles is this?

Path-Goal Leadership Styles: In this style, the leader’s behaviours provide psychological support for subordinates. The leader is friendly and approachable; makes the work more pleasant; treats employees with equal respect; and shows concern for the status, needs and wellbeing of employees.

a) participative

b) directive

c) supportive

d) achievement orientated

 

 

Supportive leadership

The path–goal model contends that effective leaders are capable of selecting the most appropriate behaviour/Leadership style (or styles/leadership styles - participative, directive, supportive, achievement-orientated) for each situation. Leaders might simultaneously use two or more styles.  The ultimate goal is servant leadership.  

21

Which of the path-Goal Leadership Styles is this?

Path-Goal Leadership Styles: is the same as people- oriented leadership, described earlier, and reflects the benefits of social support to help employees cope with stressful situations.

a) participative

b) directive

c) supportive

d) achievement orientated

Supportive Leadership

The path–goal model contends that effective leaders are capable of selecting the most appropriate behaviour/Leadership style (or styles/leadership styles - participative, directive, supportive, achievement-orientated) for each situation. Leaders might simultaneously use two or more styles.  The ultimate goal is servant leadership.  

22

Which of the path-Goal Leadership Styles is this?

Behaviours encourage and facilitate the involvement of subordinates in decisions beyond their normal work activities. The leader consults with employees, asks for their suggestions and takes these ideas into serious consideration before making a decision. Participative leadership relates to involving employees in decisions.

a) participative

b) directive

c) supportive

d) achievement orientated

Participative Leadership

The path–goal model contends that effective leaders are capable of selecting the most appropriate behaviour/Leadership style (or styles/leadership styles - participative, directive, supportive, achievement-orientated) for each situation. Leaders might simultaneously use two or more styles.  The ultimate goal is servant leadership.  

23

Which of the path-Goal Leadership Styles is this?

Path-Goal Leadership Styles: This leadership style emphasises behaviours that encourage employees to reach their peak performance. The leader sets challenging goals, expects employees to perform at their highest level, continually seeks improvement in employee performance and shows a high degree of confidence that employees will assume responsibility and accomplish challenging goals.

a) participative

b) directive

c) supportive

d) achievement orientated

The path–goal model contends that effective leaders are capable of selecting the most appropriate behaviour/Leadership style (or styles/leadership styles - participative, directive, supportive, achievement-orientated) for each situation. Leaders might simultaneously use two or more styles.  The ultimate goal is servant leadership.  

Achievement-oriented leadership

24

Which of the path-Goal Leadership Styles is this?

Path-Goal Leadership Styles: leadership applies goal-setting theory, as well as positive expectations in self-fulfilling prophecy.

a) participative

b) directive

c) supportive

d) achievement orientated

Achievement-oriented leadership

The path–goal model contends that effective leaders are capable of selecting the most appropriate behaviour/Leadership style (or styles/leadership styles - participative, directive, supportive, achievement-orientated) for each situation. Leaders might simultaneously use two or more styles.  The ultimate goal is servant leadership.  

25

This model contends that effective leaders are capable of selecting the most appropriate behavioural style (or styles) for each situation). Leaders might simultaneously use two or mroe styles. The p___-g__ m___.

The path-goal model.

26

As a contingency theory, the ______ theory states that each of the four leadership styles will be effective in some situations but not in others.

path-goal theory.

27

Contingencies in the path-goal theory: 1. S___ and E____ 2. L___ of C___ 3. Task S____ 4. Team d____

1. Skill and Experience 2. Locus of Control 3. Task Structure 4. Team dynamics

28

a commercially popular but poorly supported leadership model stating that effective leaders vary their style (telling, selling, participating, delegating) with the ‘readiness’ of follower

s______ L_____ Theory

Situational leadership theory (another contingency theory of leaderhsip)

29

r_____ refers to the employee's or work team's ability and willingness to accomplish a specific task.

[Situational leadership theory]

readiness.

30

w____ refers to the follower's motivation and commitment to perform the assigned task.

Situational leadership theory

willingness.