Final Exam Leadership
Topics Review
1. What
should the leader’s action be toward the out-group?
Those that were based
on the formal employment contract (defined roles), which were called the
out-group. Subordinates in the out-group are less compatible with the leader
and usually just come to work, do their job, and go home.
Negotiations involve exchanges in
which subordinates do certain activities that go beyond their formal job
descriptions, and the leader, in turn, does more for these subordinates.
2. What
does the leader need to do before relinquishing control?
To share power really means to give up control — or,
to be more precise, to let go of an illusion of control.
Giving up control is a measured, and measurable,
activity. When you do it correctly, you make it possible to get more done while
reducing the risk of people not doing their part.
It is need to do is establish two aspects of
power-sharing that allow you to do so safely and effectively. One is empowering
employees to make decisions and delegating responsibility to them. If
you don't give people the authority to do things, they won't be able to do
them.
The other is delegation. You actually have to
extend responsibility outward to team members so that you don't become the
final bottleneck on everything the team tries to do. As team leader, you're
still ultimately responsible. But you extend responsibility to others,
deputizing them so they take over something on your behalf while still
responsible to you.
3. Describe
the effects that the Expectancy Theory has on attitude of the followers.
The principles of
expectancy theory suggest that subordinates will be motivated if they feel
competent and trust that their efforts will get results.
4. When
Achievement-oriented leadership does works the best?
Achievement-oriented
leadership is effective for challenging
tasks.
5. List
the goals and steps an ethical leader will undertake.
·
Steps:
Applying ethics to
leadership and management, Velasquez has suggested that managers should develop
virtues such as:
·
Perseverance,
·
public-spiritedness,
·
integrity,
·
truthfulness,
·
fidelity,
·
benevolence,
·
And humility.
6. Power always
corrupt. Yes or Not? Power corrupts, and absolute power corrupts
absolutely. However, it is not power
that corrupts but fear. Fear of losing power corrupts those who wield it and
fear of the scourge of power corrupts those who are subject to it.
7. Should a
leader be 100% truthful 100% of the time?
Look, if you're 100% honest, you're
going to hurt people. Needlessly.
For leaders in organizations, being
honest means, “Do not promise what you can’t deliver, do not misrepresent, do
not hide behind spin-doctored evasions, do not suppress obligations, do not
evade accountability, do not accept that the ‘survival of the fittest’
pressures of business release any of us from the responsibility to respect
another’s dignity and humanity” (p. 164).
8. Which perspective contends that the
leader is responsible for effectiveness?
Two critical functions of team effectiveness are listed: performance
(task accomplishment) and development (maintenance of team).
9. List the reason why Team Leadership
is difficult to execute.
Many teams have failed because they
exist in a traditional authority structure that does not promote upward
communication or decision making at lower levels. Teams will have great
difficulty in organizational cultures that are not supportive of collaborative
work and decision making. Changing the organizational culture to one that is
more supportive of teams is possible, but it takes time and effort (Levi,
2011).
The best goals, team members, and
commitment will not mean much if you have no money, equipment, or supplies for
accomplishing the goals.
To make matters worse, many teams have
shared or distributed leadership necessitating that everyone who provides team
leadership has a wide range of team-oriented skills.
10. Does the team leadership theory
postulates that only the leader can perform critical leadership functions?
This model does not focus on the
position power of a leader but instead focuses on the critical functions of
leadership as diagnosis and action taking. Any team member can perform the
critical leadership functions to assess the current effectiveness of the team
and then take appropriate action.
11. What is the main focus of
transactional analysis?
The important aspect of that title is
the notion of a social psychiatry, one that focuses not only on the individual,
but also on one’s relationship to others.
The primary focus of transactional
analysis is to empower people with the ability to achieve psychological well-being.
Although TA has not
been applied directly to leadership, some of the basic ideas are interesting
and can elucidate leader and follower interactions. The most basic concept is
that of the ego state, which Berne (1964) defined as “a coherent system of
feelings and operationally as a set of coherent behavior patterns” (p. 23).
This concept is an effort to link feelings and experiences with how people
actually behave.
There are three ego states in TA:
parent, adult, and child.
12. A subordinate who acts in a
dependent manner expects the leader to act?
Crossed transactions represent major
problems in leader–follower interactions. If a leader initiates an exchange in
the adult
ego state, describing a situation that requires some action, and the
follower responds in the child ego state by asking what could possibly be done, the leader
must switch to the parent ego state and help the child by providing guidance and
counseling.
13. What reaction a Parent-child comments from a leader causes in a
subordinate?
A leader who is in his adult ego state
dealing with a subordinate who responds from his free child ego state so that
the response is somewhat negative, rejecting the input from the leader.
14. Is there a difference, according to research, in the social
skills of male and female leaders?
Gender differences in leadership styles,
and that women’s leadership is more effective in contemporary society (Book,
2000; Helgesen, 1990; Rosener, 1995). However, academic researchers have a
greater diversity in their views; indeed, many argue that gender has little or no relationship
to leadership style and effectiveness (Dobbins & Platz, 1986; van Engen,
Leeden, & Willemsen, 2001; Powell, 1990).
Some findings indicate that women’s greater use
of democratic style appears to be adaptive in
that they are using the style that produces the most favorable evaluations.
There were gender differences such that
women and men were more effective in leadership roles that were congruent with
their gender (Eagly, Karau, & Makhijani, 1995). Thus, women were less effective
to the extent that the leader role was masculinized.
15. Is there a difference, according to research, in the
negotiating ability of male and female leaders?
People must negotiate with others to
access the right positions, experiences, opportunities, resources, and
assistance in both the professional and domestic spheres. Not only are women
less likely to negotiate than men are (Small, Gelfand, Babcock, & Gettman,
2007), the negotiations needed to ascend the leadership hierarchy often are
unstructured, ambiguous, and rife with gender triggers—exactly the type of
situation that particularly disadvantages women (Bowles & McGinn, 2005).
Moreover, women
face greater social costs for initiating negotiation than men do, so their lower levels of negotiation may represent
an adaptive response to social disincentives (Bowles, Babcock, & Lai,
2007).
In sum, women are no less effective at
leadership, committed to their jobs, or motivated for leadership roles than
men. However, women are less likely to self-promote and negotiate than men.
Furthermore, research shows a few small sex differences in traits associated
with effective leadership, although these differences equally advantage women
and men.
16. What is the
result in an evaluation, when both male and female leaders use autocratic,
directive leadership style?
A large-scale meta-analysis of the
literature on evaluations of female and male leaders was assessed who were
equated on all characteristics and leadership behaviors (Eagly, Makhijani,
& Klonsky, 1992). These studies revealed that women were devalued compared
with men when they led in a masculine manner (autocratic or directive; e.g., Bartol &
Butterfield, 1976), when they occupied a typically masculine leadership role
(e.g., athletic coaches or managers in manufacturing plants; see Knight &
Saal, 1984), and when the evaluators were men. These findings indicate that
women’s greater use of democratic style appears to be adaptive in that they are
using the style that produces the most favorable evaluations.
17. How does
ethnocentrism affect leadership?
Ethnocentrism is the tendency for
individuals to place their own group (ethnic, racial, or cultural) at the
center of their observations of others and the world.
Ethnocentrism can be a major obstacle to effective leadership
because it prevents people from fully understanding or respecting the
viewpoints of others. For example, if one
person’s culture values individual achievement, it may be difficult for that
person to understand another person whose culture emphasizes collectivity
(i.e., people working together as a whole).
18. What
orientation does prejudice has?
Prejudice is a largely fixed attitude,
belief, or emotion held by an individual about another individual or group that
is based on faulty or unsubstantiated data. It refers to judgments about
others based on previous decisions or experiences.
One of the main problems with prejudice
is that it is
self-oriented rather than other-oriented. It helps us to achieve balance
for ourselves at the expense of others.
19. What are the
main characteristics of a servant leader?
The 10 characteristics
of the servant-leader have since been defined (supported here by quotes from
his original essay):
1. Listening: “… true listening builds strength in other people”
2. Empathy: “Men grow taller when those who lead them empathize, and
when they are accepted for who they are…”
3. Healing: “… the motive for healing is the same: for one’s own healing”
4. Awareness: “The cultivation of awareness gives one the basis for
detachment, the ability to stand aside and see oneself in perspective in the
context of one’s own experience, amid the ever present dangers, threats and
alarms”
5. Persuasion: “Leadership by persuasion has the virtue of
change by convincement rather than coercion”
6. Conceptualization: “Passionately communicating the worth of
people and their strength to raise themselves”
7. Foresight: “Foresight it the ‘lead’ that leaders have”
8. Stewardship: “The real enemy is fuzzy thinking on the part
of good, intelligent, vital people, and their failure to lead, and to follow
servants as leaders”
9. Commitment to growth of people: ”An institution starts on a course
towards people-building with leadership that has a firmly established context
of people first”
10. Building community: “The first order of business is to build
a group of people who, under the influence of the institution, grow taller and
become healthier, stronger, more autonomous.”
20. How long did the concern for ethical behavior of leader
began?
There have been many studies on business
ethics in general since the early 1970s, but these studies have been only
tangentially related to leadership ethics.
There is a high demand for moral
leadership in our society today. Beginning with the Nixon administration in the
1970s and continuing through George W. Bush’s administration in the last
decade, people have been insisting on higher levels of moral responsibility
from their leaders.
21. What are the
methods to demonstrate empathy?
Empathetic servant leaders demonstrate
that they truly understand what followers are thinking and feeling. When a
servant leader shows empathy, it is confirming and validating for the
follower. It makes the follower feel unique
22. Explain the
type of relationship a leader has, under the LMX, with the subordinates.
Leaders and subordinates relate to each
other within prescribed
organizational roles. They have lower-quality exchanges, similar to those of
out-group members discussed earlier in the chapter. The subordinate complies with the formal
leader, who has hierarchical status for the purpose of achieving the economic
rewards the leader controls. The motives of the subordinate during the stranger
phase are directed toward self-interest rather than toward the good of the
group (Graen & Uhl-Bien, 1995).
The LMX focuses on the two-way
relationship (dyadic relationships) between supervisors and subordinates.
The theory assumes that leaders develop an exchange with each of their
subordinates, and that the quality of these leader-member exchange (LMX)
relationships influences subordinates' responsibility, decision influence,
access to resources and performance
23. What desire do
followers have when they want to know if they are in or out?
The erotic personality is one in which
people seek to love and be loved. They want to know about the backgrounds of
the people with whom they work and even try to delve into personal matters. However,
people with an erotic personality are also quite dependent and needy.
Within an organizational work unit,
subordinates become a part of the in-group or the out-group based on how well
they work with the leader and how well the leader works with them.
Subordinates who are interested in
negotiating with the leader what they are willing to do for the group can
become a part of the in-group. These negotiations involve exchanges in which
subordinates do certain activities that go beyond their formal job
descriptions, and the leader, in turn, does more for these subordinates. If
subordinates are not interested in taking on new and different job
responsibilities, they become a part of the out-group. Whereas in-group members
do extra things for the leader and the leader does the same for them,
subordinates in the out-group are less compatible with the leader and usually
just come to work, do their job, and go home.
Once team members have been classified,
even subconsciously, as In-Group or Out-Group, that classification affects how
their managers relate to them from then on, and it can become self-fulfilling.
For instance, In-Group team members are
often seen as rising stars and the manager trusts them to work and perform at a
high level. This is also the group that the manager talks to most, offering
support and advice, and they're given the best opportunities to test their
skills and grow. So, of course, they're more likely to develop in their roles.
This also holds true for the Out-Group.
The manager spends little, if any, time trying to support and develop this
group. They receive few challenging assignments or opportunities for training
and advancement. And, because they're never tested, they have little chance to
change the manager's opinion.
24. Describes the steps leaders need to
take under the Path-Goal theory when obstacles are present.
Path–goal theory suggests that it is
important for leaders to provide coaching,
guidance, and direction for subordinates, to help subordinates define and
clarify goals, and to help subordinates around obstacles as they attempt to
reach their goals. In effect, this approach treats leadership as a one-way
event: The leader affects the subordinate.
25. List the factors of motivation under
the Expectancy Theory.
The principles of expectancy theory
suggest that subordinates will be motivated if they feel competent and trust
that their efforts will get results,
Path–goal theory forces us continually
to ask questions such as these about subordinate motivation:
·
How can I motivate subordinates to feel that they have the ability
to do the work?
·
How can I help them feel that if they successfully do their work,
they will be rewarded?
·
What can I do to improve the payoffs that subordinates expect from
their work?
Path–goal theory is designed to keep these
kinds of questions, which address issues of motivation, at the forefront of
the leader’s mind.
26. What kind of leadership is necessary to obtain
low involvement?
The path–goal theory is very leader
oriented and fails to recognize the transactional nature of leadership. It does not promote
subordinate involvement in the leadership process.
27. Who is credited with the phrase “the
end justify the means?”
It was Niccolò Machiavelli
Scholars often note that Machiavelli glorifies
instrumentality in statebuilding—an approach embodied by the saying that "the
ends justify the means."
Violence may be necessary for the successful stabilization of power and
introduction of new legal institutions.
28. What is the
quality of a leader that goes about accomplishing the goals?
External Support and
Recognition. A supportive organizational
context includes material resources, rewards for excellent performance, an
educational system to develop necessary team skills, and an information system
to provide data needed to accomplish the task (Wageman et al., 2009).
29. What are the two primary decisions a
leader must make under the team leadership theory?
Two critical functions of team
effectiveness are listed: performance
(task accomplishment) and development (maintenance of team).
Team performance is the
“quality of decision making, the ability to implement decisions, the outcomes
of teamwork in terms of problems solved and work completed, and finally the
quality of institutional leadership provided by the team” (Nadler, 1998, p.
24).
Team development is the
cohesiveness of the team and the ability of group members to satisfy their own
needs while working effectively with other team members (Nadler, 1998).
30. What has lost importance in
followership in recent years according to Maccoby?
The narcissistic personality, the theme
of Maccoby’s book on visionary leaders, receives no guidance, as do the other
three types. Maccoby stressed the need to clearly set the narcissist apart from
egotistical or egoistic people. The narcissist is not vain and does not attempt
to impress, but takes pride in and will talk about actual accomplishments. In
fact, Maccoby pointed out that one of the important characteristics of the
narcissist is humor, which is most often self-directed. On the positive side,
the narcissist has a clear vision of what to do and does not take into account
what other people say or do in the pursuit of that vision.
31. Must leaders
undergo psychoanalysis under the psychodynamic approach?
One branch of psychodynamic theorizing
is called psychohistory. It consists of attempts to explain the behavior of
historical figures such as Abraham Lincoln and Hitler. These studies review the
historical record of the leader and delve into the leader’s family background.
Some basic ideas underlie the various psychodynamic approaches to leadership.
One of those is the concept of the ego state, developed by Eric Berne (1961).
It is part of a larger method called transactional analysis.
32. List the factors that contribute
to the effectiveness of female leaders
v
Factors
contributing to leadership effectiveness & rise of female leaders
§
Culture of many organizations is
changing
§
Gendered work assumptions are being
challenged
§ Organizations valuing flexible
workers & diversity of top managers & leaders
§ Developing effective &
supportive mentoring relationships
§
Greater negotiation power for women
§
Effectiveness and predominance of
women owned businesses
33. List the universally desirable
leadership attributes
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34. What are the two broad domains
where ethical theories fall?
v There are Two Broad Domains:
Theories about leaders’ conduct and about leaders’ character
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