Podcast
Questions and Answers
In a pyramid of authority, power flows from the lowest level to the highest.
In a pyramid of authority, power flows from the lowest level to the highest.
False
Order will be accepted if a person understands the order and believes it is compatible with their interests.
Order will be accepted if a person understands the order and believes it is compatible with their interests.
True
Servant leadership only recognizes the top-down view of leadership authority.
Servant leadership only recognizes the top-down view of leadership authority.
False
The right of authority in traditional leadership is derived solely from personal merit.
The right of authority in traditional leadership is derived solely from personal merit.
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Employees must comply with orders regardless of their understanding of the directive.
Employees must comply with orders regardless of their understanding of the directive.
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Servant leadership primarily involves a self-centered approach focusing on personal gain.
Servant leadership primarily involves a self-centered approach focusing on personal gain.
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The Upside-down pyramid approach is a key concept associated with servant leadership.
The Upside-down pyramid approach is a key concept associated with servant leadership.
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Effective communication in servant leadership includes ignoring feedback from team members.
Effective communication in servant leadership includes ignoring feedback from team members.
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Servant leaders are driven by personal conviction and establish trusting relationships.
Servant leaders are driven by personal conviction and establish trusting relationships.
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Military leaders do not prioritize the well-being of their subordinates above their own needs.
Military leaders do not prioritize the well-being of their subordinates above their own needs.
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Participative leadership philosophy encourages emotional expression and task-oriented acts.
Participative leadership philosophy encourages emotional expression and task-oriented acts.
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Power tends to enhance a person’s character without any negative consequences.
Power tends to enhance a person’s character without any negative consequences.
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The autocratic group in the study had lower turnover than the team-oriented group.
The autocratic group in the study had lower turnover than the team-oriented group.
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Full and free communication is discouraged in participative leadership.
Full and free communication is discouraged in participative leadership.
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According to Abraham Lincoln, adversity is a better test of character than power.
According to Abraham Lincoln, adversity is a better test of character than power.
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Consensus is relied upon to create conflict in participative leadership.
Consensus is relied upon to create conflict in participative leadership.
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Expert power is based on the perceived attributes of the leader rather than what they can offer.
Expert power is based on the perceived attributes of the leader rather than what they can offer.
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The power of position primarily relies on a leader's reputation.
The power of position primarily relies on a leader's reputation.
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The participative leadership process begins with achieving commitment.
The participative leadership process begins with achieving commitment.
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Sustained emotional expression is discouraged in autocratic environments.
Sustained emotional expression is discouraged in autocratic environments.
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Study Notes
Leadership Authority
- Leadership authority is foundational to most classic organizational structures, often structured as a pyramid.
- Top-down authority is based on position. Power flows vertically from highest to lowest levels.
- In a top-down pyramid, workers support managers and supervisors who in turn support executives.
- The traditional US view of leadership authority stems from the right of private property. Owners have the right to manage their affairs, as long as they don't violate others' rights.
- Authority is often delegated to executives, managers, or supervisors.
Bottom-up View
- Power flows from the bottom because people can reject directives.
- Saying "yes" or "no" affirms or denies the authority of others.
- Leaders need to ensure directives fall within the subordinate's zones of acceptance.
- Order will be accepted if four conditions are met: understanding of the order, consistency with organizational goals, compatibility with individual interests, and ability to comply (mentally and physically).
Top-Down/Bottom-Up Views
- By accepting employment, employees acknowledge the authority of owners and managers to make decisions and give orders.
- Employees also acknowledge their duty to comply and obey those orders.
- Servant leadership recognizes both the top-down and bottom-up views and emphasizes the interdependent relationship between leaders and followers.
Servant Leadership
- Management author Robert Greenleaf describes servant leadership as a "calling to serve".
- It begins with a feeling of caring for people and wanting to help others. A conscious choice drives a person to aspire to lead.
- The great leader is a servant first.
- Servant leadership involves a generous orientation.
- It encourages trust, listening, and the ethical use of power and empowerment.
- It often uses an "upside-down" pyramid approach, putting customers and clients at the top.
Servant Leadership, Continued
- Servant leaders ask four key questions of all employees:
- What is going right?
- What can be improved?
- Do you have what you need?
- How can I help you achieve your goals?
Access, Communication, and Support
- Servant leaders show commitment to people by:
- Being available (access).
- Listening effectively (communication).
- Providing guidance and support.
- Praise without support is an empty gesture.
Psychological Size
- Psychological size is relevant for people in authority positions.
- Power can influence the communication process, and employees are often in a weaker position relative to a leader.
- Relationships can be affected, and people in power positions may fear a leader's power, inhibiting their own behavior.
- Abuse of psychological size is demonstrated in a one-way communication pattern where the leader does not listen to, or receive feedback from, those who are subordinate.
Psychological Size, Continued (Negative Factors)
- High-status position
- Use of closed-ended, "terminal" statements
- Formal, distant manner
- Know-it-all attitude
- Commanding physical appearance
- Power to make decisions
- Use of sarcasm/ridicule
- Cruel and punishing remarks
- Public criticism
- Interrupting
Equalizing Psychological Size
- A leader who reduces their perceived size can lose respect, whereas a leader who focuses on raising the psychological size of others through listening, showing interest, modeling open communication, and empowering through project involvement can increase productivity.
Guidelines for Two-Way Communication
- Stop talking
- Put the talker at ease
- Show you want to listen and remove distractions
- Empathize
- Be patient
- Hold your temper
- Go easy on arguments and criticism
- Ask questions
- Encourage clarification
- Stop talking
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Description
Explore the contrasts between top-down and bottom-up leadership approaches within organizations. Understand how authority structures impact decision-making and employee engagement. This quiz delves into the dynamics of power distribution and the importance of acceptance in organizational directives.
