Leadership Theories Quiz

Leadership Theories

• Leadership is the ability to influence a group toward achieving a vision or set of goals.
• Not all leaders are managers, and not all managers are leaders.
• Nonsanctioned leadership is often as important as, or more important than, formal influence.
• Trait theories focus on personal qualities and characteristics.
• The search for attributes differentiating leaders from non-leaders dates back to early leadership research.
• Extraversion is the most predictive trait of effective leaders, more strongly related to emergence than effectiveness.
• Conscientiousness, and openness to experience also correlate with leadership, though less strongly than extraversion.
• Good leaders tend to be assertive (extraverted), disciplined, and dependable (conscientious).
• Emotional intelligence (EI) is another trait indicating effective leadership. Empathy is a key component.
• EI correlates with leadership emergence.
• Traits predict leadership, but better predict emergence than effectiveness.

Behavioral Theories

• Behavioral theories suggest leadership can be learned and developed.
• Ohio State studies identified two key leadership behaviors: initiating structure and consideration.
• GLOBE study found international differences in preference for initiating structure and consideration.
• Leaders high in consideration succeed best in cultures that do not favor unilateral decision-making.
• Traits and behaviors, whilst often effective, are not guarantees of success. Context matters.

Contingency Theories

• Fiedler's contingency model emphasizes the proper match between a leader's style and the situation.
• Leaders' styles are described as task- or relationship-oriented. Leadership style is assumed fixed.
• LPC questionnaire measures leadership style.
• Contingency dimensions include leader-member relations, task structure, and position power.
• Situational leadership theory (SLT) is a contingency theory focusing on followers' readiness. Successful leadership involves selecting the correct leadership style based on follower readiness.
• Path-goal theory is a contingency model drawing on Ohio State leadership research (initiating structure, consideration) and expectancy theory. Effective leaders clarify the path to their followers' work goals.
• The leader-participation model links leadership behavior and participation in decision making. Leader behavior must adjust to reflect task structure.

Contemporary Theories

Leader-Member Exchange (LMX) Theory

• Personal compatibility, subordinate competence, and extraversion can influence leader-member relationships.
• High interactions correlate with the "in-group" in an organization, whereas lower interactions relate to the "out-group".

Charismatic Leadership

• Charismatic leaders have a vision and articulate it, taking calculated risks to pursue it.
• They are sensitive to followers' needs and behaviors and unconventional.
• Some leaders are born with charismatic traits; others are trained. Charisma can be developed.
• Motivating followers by expressing enthusiasm, reinforcing messages with appropriate nonverbal cues.
• They articulate an appealing vision, develop vision statement and establish values, and convey conviction about their vision.
• Charismatic leadership is most effective during crises or under stressful circumstances.
• Potential negative side of charismatic leadership: personal goals override company goals or narcissistic leadership.

Transformational Leadership

• Transformational leadership involves high expectations, inspirational motivation, intellectual stimulation, and individualized consideration.
• It is strongly correlated with a variety of favorable workplace outcomes.
• Transformational leadership focuses on the compelling vision communicated.

Challenges to Understanding Leadership

• Organization success/failure can be influenced by factors outside of leadership.
• The attribution theory proposes that leadership is an attribution made about another person rather than a real quality or characteristic.
• Substitutes for leadership and neutralizers describe situations where leadership is not needed or ineffective. Specific situations, skillsets, and formalized organizational structures often substitute or neutralize leadership.
• Selecting effective leaders involves identifying specific position requirements, considering personality tests, and evaluating pertinent experience.
• Effective leadership training should incorporate self-monitoring techniques, implementation skills, trust-building methods (mentoring & situational analysis), review procedures after key organization events, and transformational leadership skills.

Role of Leaders in Creating Ethical Organizations

• Authentic leaders know themselves, their values, and act accordingly, earning followers' trust.
• Ethical leadership combines ethical and charismatic leadership, focusing on socialized, other-centered values.
• Abusive supervision happens when supervisors are verbally or nonverbally hostile.
• Servant leadership focuses on followers' development and needs, going beyond one's self-interest.

Positive Leadership

• Trust is a psychological state where individuals are willing to be vulnerable toward another.
• Trust is a primary attribute of leadership, and the breakdown of trust can significantly negatively impact groups and performance.
• Factors influencing trust include leader trustworthiness (e.g., integrity, ability, benevolence) and propensity to trust.
• Trust and culture, the role of time, and regaining trust.
• Mentoring is a career and psychological function, including functions such as career advising, self-confidence boosting, experience sharing, acceptance, and role modeling.

Implications for Managers

• Match leadership preferences to fit work dynamics and culture.
• Hire candidates with transformational leadership experience and a long term vision.
• Evaluate candidates using personality assessments.
• Develop trust among followers, and training related to ethical standards.
• Leadership training involving formal courses, workshops, and mentors can positively affect the outcome.