Leadership Development Chapter 14
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Questions and Answers

What does Drucker emphasize as essential for effective leadership?

  • Engaging in clever tactics
  • Possessing a clear vision
  • Having a charming personality
  • Hard work and a strong foundation (correct)

    • Which of the following is NOT a principle mentioned by Drucker regarding leadership?

  • Consistent behavior over clever tactics
  • Maintaining integrity and earning trust
  • Accepting leadership as a privilege (correct)
  • Surrounding yourself with talented people

    • According to Drucker, how should a leader respond when faced with failure?

  • Shift the blame to subordinates
  • Ignore the incident entirely
  • Maintain a defensive stance
  • Analyze the failure for improvement (correct)

    • What is a key aspect of communication that Drucker highlights for effective leadership?

    <p>Defining and communicating a clear vision</p> Signup and view all the answers

    Which approach towards leadership does Drucker advocate?

    <p>Consider it a responsibility rather than a rank</p> Signup and view all the answers

    What is the primary role of followership in a leadership context?

    <p>To support and collaborate with a leader in achieving goals</p> Signup and view all the answers

    Which of the following is NOT considered an important trait for leadership success?

    <p>Physical strength</p> Signup and view all the answers

    Leadership behaviour theories emphasize which of the following aspects?

    <p>How leaders interact and behave with followers</p> Signup and view all the answers

    Which of the following dimensions focuses mainly on achieving tasks in leadership?

    <p>Plans and defines work to be done</p> Signup and view all the answers

    What are classic leadership styles primarily concerned with?

    <p>Balancing task and people concerns</p> Signup and view all the answers

    Which leadership behaviour is aligned with showing trust in followers?

    <p>Acts warm and supportive</p> Signup and view all the answers

    Which of the following pairs illustrates the basic dimensions of leadership behaviours?

    <p>Concern for task and concern for people</p> Signup and view all the answers

    Which leadership style is identified as having a low-task, low-relationship approach?

    <p>Delegating</p> Signup and view all the answers

    Which of the following actions demonstrates a leader's concern for the people doing the work?

    <p>Respecting the feelings of followers</p> Signup and view all the answers

    In which readiness situation does the Telling style of leadership best operate?

    <p>Low readiness</p> Signup and view all the answers

    Which leadership style involves setting clear expectations and giving directives?

    <p>Directive leadership</p> Signup and view all the answers

    What is a characteristic of Supportive leadership?

    <p>Shows concern for subordinates' well-being</p> Signup and view all the answers

    What is a characteristic of an autocratic leadership style?

    <p>Emphasizes task over people</p> Signup and view all the answers

    House's path-goal leadership theory suggests leaders can switch between which type of leadership styles?

    <p>Directive, supportive, achievement-oriented, and participative</p> Signup and view all the answers

    In Fiedler's Contingency Model, what kind of leader is considered task-motivated?

    <p>Low LPC leaders</p> Signup and view all the answers

    According to Fiedler's model, when are relationship-motivated leaders most successful?

    <p>In situations of moderate control</p> Signup and view all the answers

    Which of the following scenarios would be best suited for the Selling style of leadership?

    <p>Individuals needing motivation during a project</p> Signup and view all the answers

    What defines the Participating style of leadership according to the Hersey-Blanchard model?

    <p>Low-task, high-relationship style</p> Signup and view all the answers

    What aspect is NOT considered when diagnosing situational control in Fiedler’s model?

    <p>Amount of available resources</p> Signup and view all the answers

    In the Hersey-Blanchard model, what does 'readiness' refer to?

    <p>Followers' ability, willingness, or confidence in performing tasks</p> Signup and view all the answers

    Which leadership style is associated with clarifying the leader’s role and maintaining performance standards?

    <p>Directive leadership</p> Signup and view all the answers

    Under what conditions are task-motivated leaders most effective?

    <p>In very favorable and very unfavorable situations</p> Signup and view all the answers

    What distinguishes human relations style from laissez-faire style in leadership?

    <p>Emphasizes people over tasks</p> Signup and view all the answers

    Which style of leadership neglects tasks entirely?

    <p>Laissez-faire style</p> Signup and view all the answers

    Which leadership style would be most appropriate when the tasks assigned are unclear and ambiguous?

    <p>Directive leadership</p> Signup and view all the answers

    What is a key characteristic of achievement-oriented leadership?

    <p>Sets challenging goals and expects high performance</p> Signup and view all the answers

    Which of the following is a substitute for leadership?

    <p>Follower characteristics like ability and experience</p> Signup and view all the answers

    In Leader-Member Exchange Theory, what is true about individuals in the 'in group'?

    <p>They experience favoritism and special treatment from their managers.</p> Signup and view all the answers

    When should participative leadership be employed?

    <p>When performance incentives are ineffective</p> Signup and view all the answers

    What does supportive leadership aim to enhance?

    <p>Subordinates’ self-confidence</p> Signup and view all the answers

    Which option is NOT a characteristic that acts as a substitute for leadership?

    <p>Strong team dynamics and collaboration</p> Signup and view all the answers

    Achievement-oriented leadership is most effective in what context?

    <p>When tasks challenge the team and require high performance</p> Signup and view all the answers

    When should a leader utilize authority-oriented decision methods according to Vroom-Jago leader-participation theory?

    <p>When little or no time is available for discussion.</p> Signup and view all the answers

    Which scenario would suggest that group-oriented and participative decision methods are preferred?

    <p>There is enough time for true participation and acceptance of the decision is crucial.</p> Signup and view all the answers

    What is a potential disadvantage of using participative decision methods?

    <p>Potential loss of efficiency.</p> Signup and view all the answers

    Which statement best describes a transformational leader?

    <p>A leader whose primary goal is to inspire others towards exceptional performance.</p> Signup and view all the answers

    What role do charismatic leaders play in their relationships with followers?

    <p>They foster strong emotional connections that inspire and motivate followers.</p> Signup and view all the answers

    Under which condition would a leader likely choose an authority-oriented style of decision-making?

    <p>The leader has greater expertise and can solve the problem independently.</p> Signup and view all the answers

    What is a likely result of using participative decision methods?

    <p>Enhanced quality of decisions due to collaborative input.</p> Signup and view all the answers

    Which characteristic is most associated with superleaders?

    <p>An ability to inspire through vision and personal strength.</p> Signup and view all the answers

    Study Notes

    Chapter 14: Leading and Leadership Development

    • This chapter covers the nature of leadership, leadership development, and contingency approaches to leadership.
    • Leadership is defined as the process of inspiring others to successfully complete tasks.
    • The management process includes four functions: planning, leading, organizing, and controlling. Leading is one of those four.

    Nature of Leadership

    • Leadership involves inspiring effort to complete important tasks.
    • Power is the ability to get others to complete desired tasks.
    • Two sources of managerial power are position power and personal power.

    Sources of Position Power

    • Reward power: offering something of value
    • Coercive power: ability to punish or withhold
    • Legitimate power: organizational position grants control

    Sources of Personal Power

    • Expert power: influence through skills, knowledge, and reputation
    • Information and networking power: influence using access to information and contacts
    • Referent power: influence through identification with others

    The Power Paradox

    • There's a tendency to misuse or abuse power.
    • Skills most important to obtaining power often deteriorate once power is obtained.
    • A five-fold path to enduring power includes awareness of feelings about power, practice humility, focus on others, practice respect, changing psychological context

    Visionary Leadership

    • Vision is the future state that one hopes to achieve.
    • A visionary leader brings a clear and compelling vision for the future, and understanding of actions to achieve it

    Servant Leadership

    • Commitment to serving others
    • Followers are more important than the leader.
    • “Other-centered” rather than “self-centered”
    • Power is not a zero-sum quantity.
    • Focuses on empowerment instead of power.

    Empowerment

    • Empowerment is the technique to enable and assist others to gain power.
    • Effective leaders empower others by providing them with information, responsibility, authority, and trust.

    Leadership and Followership

    • Leadership and followership work collaboratively.
    • Followership is joining with a leader to achieve tasks and goals.
    • Leadership is co-produced by leaders and followers.

    Leadership Traits and Behaviors

    • Important traits for leadership include drive, self-confidence, creativity, cognitive ability, job-relevant knowledge, motivation, flexibility, honesty, and integrity.
    • Leadership behavior theories focus on how leaders behave with their followers.
    • Leadership styles are recurring patterns of behaviours exhibited by leaders.
    • Basic leadership dimensions include concern for task accomplishment and concern for the people doing the work.

    Task Concerns

    • Plans and defines work
    • Assigns task responsibilities
    • Sets clear work standards
    • Urges task completion
    • Monitors performance

    People Concerns

    • Acts warm and supportive toward followers
    • Develops social rapport with followers
    • Respects the feelings of followers
    • Is sensitive to followers' needs
    • Shows trust in followers

    Classic Leadership Styles

    • Autocratic style: emphasizes tasks over people
    • Human relations style: emphasizes people over tasks
    • Laissez-faire style: shows little concern for task
    • Democratic style: committed to both task and people

    Contingency Approaches to Leadership

    • Fiedler's Contingency Model: good leadership depends on a match between leadership style and situational demands
    • Diagnosing situational control involves quality of leader-member relations, degree of task structure, and amount of position power.
    • Task-motivated leaders are most successful in very favorable (high control) and unfavorable (low control) situations.
    • Relationship-motivated leaders are most successful in situations of moderate control.
    • Hersey-Blanchard Situational Leadership Model: Leaders adjust their styles based on the readiness or task maturity of their followers.

    House’s Path-Goal Leadership Theory

    • Suggests leaders should adapt styles to fit situation.
    • Directive leadership styles: communicate expectations, give directions, schedule work, maintain standards, clarify roles.
    • Supportive leadership styles: make work pleasant, treat equally, friendly, concern themselves with well-being
    • Achievement-oriented leadership styles: set challenging goals, expect high performance levels, emphasize improvement, show confidence
    • Participative leadership styles: involve subordinates in decision-making, consult with them, ask for suggestions, use their suggestions

    Substitutes for Leadership

    • Factors in the work setting that direct the work efforts without involving the leader
    • Follower characteristics (ability, experience, independence)
    • Task characteristics (routine, feedback)
    • Organization characteristics (clarity of plans, formalized rules and procedures).

    Leader-Member Exchange (LMX) Theory

    • Not all people are treated the same.
    • "In-groups" enjoy special relationships, thus getting more favorable treatment.
    • "Out-groups" have less special relationship, resulting in less favorable treatment.

    Vroom-Jago Leader-Participation Model

    • Helps leaders choose the decision-making method that best fits the situation, depending factors like time pressure, need to gain acceptance, information availability etc.

    Benefits of Participative Decision Methods

    • Improve decision quality
    • Improve decision acceptance
    • Develop leadership potential

    Disadvantages of Participative Decision Methods

    • Lost efficiency
    • Not useful when immediate problem solving is required.

    Personal Leadership Development

    • Superleaders: persons with vision and personality to strongly impact others
    • Charismatic leaders: develop special relationships with followers and inspire them extraordinarily.
    • Transformational leader: truly inspirational leader to encourage extraordinary performance.
    • Emotional intelligence: ability to manage emotions in social relationships.
    • Key attributes of emotionally intelligent leaders include self-awareness, motivated approach, high social awareness, good self-management, and relationship management.
    • Gender and leadership: gender similarities hypothesis - men and women have similar properties. Men and women can both be effective leaders, but may be perceived as using different styles.
    • Women tend to use interactive leadership that shares qualities with transformational leadership (democratic, participative).
    • Men tend to lean in transactional leadership styles (more directive).
    • Interactive styles often fit well with diverse work forces.
    • Ethical leadership: integrity, credibility, and consistency in values.
    • Moral overconfidence: overly positive view of one's strengths.
    • Authentic leadership: activates positive psychological states to achieve self-awareness and self-regulation.
    • Character leadership: values, traits, virtues that build credibility and trust.
    • Leaders should focus on good old-fashioned hard work, not just charisma.
    • Strong foundations are important for leadership effectiveness.
    • Drucker's Straight Talk on Leadership advises defining/communicating a vision, accepting leadership as responsibility, surrounding yourself with talented people, avoid blaming others, maintain integrity.

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    Related Documents

    Management: Leading and Leadership Development (PDF)

    Description

    Explore the essential concepts of leadership and its development in Chapter 14. This chapter delves into different sources of managerial power and the functions involved in the management process. Gain insights into how inspiring others leads to successful task completion.

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