25 Questions
Match the leadership model with its description:
Great Man Theories = Leaders are born, not made. Leaders are heroic and charismatic. Trait Theory = Leadership is based on the personal qualities and characteristics of the leader. Situational Leadership = The style of leadership varies according to the situation and the readiness of the followers. Transformational Leadership = Leaders inspire and motivate followers to achieve a common goal, often through charismatic leadership.
Match the management function with its description:
Planning = Setting goals and determining the best course of action to achieve them. Organizing = Coordinating resources and tasks to achieve the organization's objectives. Commanding = Directing and leading subordinates to accomplish tasks. Controlling = Monitoring performance and taking corrective action as needed to ensure that organizational goals are met.
Match the managerial role with its description:
Interpersonal Roles = Include roles like figurehead, leader, and liaison, which involve dealing with people both inside and outside the organization. Informational Roles = Involve roles like monitor, disseminator, and spokesman, which involve handling information within and outside the organization. Decision-making Roles = Encompass roles like entrepreneur, disturbance handler, resource allocator, and negotiator, which involve making choices that affect the organization. Operational Roles = Entail roles related to day-to-day tasks and activities within the organization.
Match the definitions of leadership with their sources:
Northouse (2013) = Leadership is a process whereby an individual influences a group to achieve a common goal. Tony Watson (1994) = "… organizing, pulling things together and along in a general direction to bring about long-term organizational survival." Mintzberg (1979) = Studied chief executives in both large and small organizations and grouped managerial roles into three sets: interpersonal roles, informational roles, and decision-making roles. Henri Fayol's five functions of management = - Planning - Organizing - Commanding - Coordinating - Controlling
Match the leadership theory with its description:
Trait Theories = Emphasized what leaders should be like, suggesting leaders are born with certain qualities for success Behavioural Style Theories = Suggested that leadership can be learned, focusing on a leader’s actions rather than their thinking Contingency and Situational Theories = Emphasized situational variables in determining appropriate leadership style, with a focus on legitimate and coercive power held by the leader Relational and Pro-social Theories = Viewed leadership as interpersonal and co-created, with a strong ethical component and a shift in focus from power to people
Match the leadership style with its key dimensions:
Consideration = Degree to which a leader builds trust and mutual respect Initiating Structure = Degree to which a leader structures their role and the interactions within the group towards formal goals Visionary Leadership = Involves frame-breaking, frame-moving, and frame-realignment Charismatic-visionary Leadership = Involves being visionary, showing strong confidence, communicating high performance expectations, personally exemplifying the vision, demonstrating personal sacrifice, determination, persistence, and courage
Match the historical figure with their leadership power type:
Winston Churchill = Legitimate power Bill Clinton = Expert power Steve Jobs = Referent power N/A = Coercive power
Match the leadership concept with its description:
Michigan Studies = Identified two independent dimensions of leadership style: consideration and initiating structure The Leadership Grid = A simplified way of categorizing different aspects of leadership behavior, condensing five desirable leadership behaviors from a long list Contingency and Situational Approaches to Leadership = Emphasized the importance of situational variables in determining appropriate leadership style, originating from both the manager and the situational factors N/A = Focused on the shift in focus from power to people in viewing leadership as interpersonal and co-created
Match the leadership theory or model with its key components:
Fiedler's contingency model of leadership = Leader-member relationships, task structure, and positional power Hersey and Blanchard's situational theory = Maturity and readiness of followers to undertake tasks Path-goal theory of leadership = Four suggested behaviors: directive, supportive, participative, and achievement-oriented Quinn's organizational models = Distinguished by adaptability and flexibility versus stability and control, and outward or internal focus
Match the leadership theory or model with its situational factors:
Path-goal theory of leadership = Characteristics of followers and nature of the task or job Fiedler's contingency model of leadership = Leader-member relationships, task structure, and positional power Hersey and Blanchard's situational theory = Maturity and readiness of followers to undertake tasks Quinn's organizational models = Adaptability and flexibility versus stability and control, outward or internal focus
Match the leadership theory or model with its key criticisms:
Fiedler's contingency model of leadership = Too many contingent variables, disagreement regarding inclusion, inconsistencies with observed leadership behaviors Hersey and Blanchard's situational theory = Too many contingent variables, disagreement regarding inclusion, inconsistencies with observed leadership behaviors Path-goal theory of leadership = Too many contingent variables, disagreement regarding inclusion, inconsistencies with observed leadership behaviors Quinn's organizational models = Too many contingent variables, disagreement regarding inclusion, inconsistencies with observed leadership behaviors
Match the concept related to leadership with its key attributes:
Pro-social theories of leadership = Leaders' social responsibilities and importance of engagement for motivation, retention, effort, creativity, and productivity Emotional intelligence (EI) for leadership = Self-awareness, self-regulation, motivation, empathy, and social skills Transformational leadership = Charisma, inspiration, intellectual stimulation, individualized consideration Quinn's models propose different leadership styles for different organizational models. = Distinguished by adaptability and flexibility versus stability and control, outward or internal focus
Match the type of resistance to change with its manifestation:
Behavioral resistance = Observable actions and reactions against change Cognitive resistance = Mental opposition to new ideas or processes Affective resistance = Emotional response such as fear, anger, or anxiety towards change Cynical resistance = Skeptical and distrustful attitude towards change
Match the proposed categories of leadership with their descriptions:
Collaborative leadership = Working together with employees to make decisions and solve problems Communicative leadership = Emphasizing clear and effective communication with employees Directive leadership = Providing clear instructions and closely supervising employees Coercive leadership = Using threats or punishment to influence employee behavior
Match the approaches to managing change with their proponents:
Dunphy and Stace = Propose participative evolution, charismatic transformation, forced evolution, and dictatorial transformation Ford and Ford = Suggest constructive ways to deal with resistance to change, such as boosting awareness and changing the change Kurt Lewin = Developed force-field analysis, a technique for identifying forces for and against change Piderit = Identifies three types of resistance: behavioral, cognitive, and cynical
Match the states of change with their coping strategies:
Low readiness/low urgency = May require communication strategies to enhance readiness Low readiness/high urgency = May require rapid injection of new personnel High readiness/low urgency = Prioritizes keeping messages about discrepancy current High readiness/high urgency = Requires quick response and vigilance
Match the aspects of readiness for change with their emphasis in communication strategies:
Shaping and conditioning attitudes and beliefs = To be favorable for change Emphasizing urgency and readiness = In communication strategies for change Leader-member exchange = Refers to the attitudes of leaders and how they are interpreted by followers Strebel's model of change paths = Suggests looking for closed attitudes, entrenched culture, rigid structures, historical forces of change, and overall resistance to change
Match the ways to use resistance to change constructively with their proponents:
Dunphy and Stace = Propose participative evolution, charismatic transformation, forced evolution, and dictatorial transformation Ford and Ford = Suggest ways such as boosting awareness, returning to purpose, changing the change, building engagement, and completing the past Kurt Lewin = Developed force-field analysis, a technique for identifying forces for and against change Piderit = Identifies three types of resistance: behavioral, cognitive, and cynical
Match the following leadership styles with their descriptions:
Transformational leadership = Leaders provide purpose and vision, and identify with followers. Servant-leadership = Prioritizes serving others, recognizing distributed power, and encouraging leadership development. Authentic leadership = Based on self-awareness, ethics, and self-regulation. Critical approaches to leadership = Derailing leaders may lack self-awareness, interpersonal skills, business acumen, and leadership.
Match the following themes in authentic leadership with their descriptions:
Natural development = One of the four themes in authentic leadership. Development from struggle = One of the four themes in authentic leadership. Development from a purpose = One of the four themes in authentic leadership. Active learning process = One of the four themes in authentic leadership.
Match the following attributes of authentic leaders with their descriptions:
Being true to oneself = Attribute of authentic leaders. Humility = Attribute of authentic leaders. Empathy = Attribute of authentic leaders. Moral courage = Attribute of authentic leaders.
Match the following critical approaches to leadership with their early warning signs:
Poor results = Early warning sign of derailing leaders' critical approaches. Narrow perspectives = Early warning sign of derailing leaders' critical approaches. Poor team building = Early warning sign of derailing leaders' critical approaches. Inappropriate behavior = Early warning sign of derailing leaders' critical approaches.
Match the following insights about gender and leadership with their descriptions:
Women's leadership styles = More likely to adopt relational, participative, and transformational styles. Men's leadership styles = More likely to take a task/goal-oriented, assertive approach. Differences in leadership style = Women and men exhibit differences in their leadership styles. Gender and leadership = Insight about differences in leadership styles based on gender.
Match the following insights about leadership styles and organizational life cycles with their descriptions:
Creative and entrepreneurial style = Often best for evolving markets in organizational life cycles. Top management styles changing = As the organization matures, top management styles change. Leadership styles vary = Depending on organizational life cycles. Organizational life cycles = Insight about how leadership styles vary based on organizational life cycles.
Match the following approaches to change with their descriptions:
Corporate transformation = One of Dunphy and Stace's modeled approaches to change based on environmental readjustment and required leadership style. Modular transformation = One of Dunphy and Stace's modeled approaches to change based on environmental readjustment and required leadership style. Incremental adjustment = One of Dunphy and Stace's modeled approaches to change based on environmental readjustment and required leadership style. Fine-tuning at lower levels = Typically associated with lower-level approaches to change.
Study Notes
- Transformational leadership: a leadership style where leaders provide their followers with a purpose and vision, and identify with them.
- Servant-leadership: a form of leadership that prioritizes serving others, recognizing the distributed power and encouraging leadership development.
- Authentic leadership: a leadership approach based on self-awareness, ethics, and self-regulation.
- Four themes in authentic leadership: natural development, development from struggle, development from a purpose, and an active learning process.
- Attributes of authentic leaders: being true to oneself, humility, empathy, moral courage, and emotional intelligence.
- Critical approaches to leadership: derailing leaders can lack skills in self-awareness, interpersonal skills, business acumen, and leadership. Early warning signs include poor results, narrow perspectives, poor team building, poor working relationships, and inappropriate behavior.
- Gender and leadership: women and men exhibit differences in leadership styles, with women more likely to adopt relational, participative, and transformational styles while men are more likely to take a task/goal-oriented, assertive approach.
- Leadership and change: leadership styles vary depending on organizational life cycles, with a creative and entrepreneurial style often best for evolving markets, and top management styles changing as the organization matures.
- Approaches to change: Dunphy and Stace modeled approaches to change on two dimensions: the level of environmental readjustment needed and the leadership style needed to realign it. They identified three categories: corporate transformation, modular transformation, and incremental adjustment. Fine-tuning is typically at lower levels.
Test your knowledge of Fiedler's contingency model of leadership with this quiz. Explore the forces in subordinates and situations that influence the best leadership style to adopt based on Fiedler's model.
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