UGBS 104: Leadership and Management Principles

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Questions and Answers

Who is a leader?

Someone who can persuade others

Someone who can manage others

Someone who can influence others (correct)

Someone who can command others

What is leadership?

The process of influencing a group to achieve goals

Trait theories of leadership were successful in identifying personal characteristics of leaders.

False

What are the three leadership styles identified by the University of Iowa studies?

Autocratic, Democratic, Laissez-faire Signup and view all the answers

What is the Fiedler Model?

A contingency theory that proposes effective group performance depends on the proper match between the leader's style and the situation. Signup and view all the answers

What is the Path-Goal Model?

A contingency theory of leadership Signup and view all the answers

Transformational leadership is about guiding followers towards established goals.

False Signup and view all the answers

What is visionary leadership?

A leader who creates and articulates a realistic vision Signup and view all the answers

What are the characteristics of a team leader?

Having patience, being able to trust others, and understanding when to intervene. Signup and view all the answers

What is legitimate power?

The power a leader has as a result of their position Signup and view all the answers

What is reward power?

The power to give positive benefits or rewards. Signup and view all the answers

What are some dimensions of trust according to the text?

Integrity Signup and view all the answers

Empowerment involves decreasing the decision-making discretion of workers.

False Signup and view all the answers

Gender differences in leadership styles indicate that women tend to use ___________ leadership.

transformational Signup and view all the answers

Match the following elements of effective leadership with their descriptions:

Vision = Having a clear sense of direction and purpose Foresight = Ability to anticipate future trends and changes Providing encouragement = Offering support and motivation to others Trustworthiness = Being reliable and honest Dynamism = Showing energy and enthusiasm Positiveness = Maintaining a positive attitude Proactiveness = Taking initiative and being forward-thinking Signup and view all the answers

Study Notes

Leadership

A leader is someone who can influence others and has managerial authority.
Leadership is the process of influencing a group to achieve goals.

Early Leadership Theories

Trait Theories (1920s-1930s):
- Research focused on identifying personal characteristics that differentiate leaders from non-leaders.
- Seven traits associated with successful leadership: drive, honesty and integrity, self-confidence, intelligence, job-relevant knowledge, and extraversion.
Behavioral Theories:
- University of Iowa Studies (Kurt Lewin):
  - Identified three leadership styles: autocratic, democratic, and laissez-faire.
  - Research findings: mixed results; no specific style was consistently better for producing better performance.
- Ohio State Studies:
  - Identified two dimensions of leader behavior: initiating structure and consideration.
  - Research findings: high consideration/high structure leaders generally achieved high scores on group task performance and satisfaction.
- University of Michigan Studies:
  - Identified two dimensions of leader behavior: employee-oriented and production-oriented.
  - Research findings: leaders who are employee-oriented are strongly associated with high group productivity and high job satisfaction.

Contingency Theories of Leadership

The Fiedler Model:
- Proposes that effective group performance depends on the proper match between the leader's style and the degree to which the situation allows the leader to control and influence.
- Assumptions: a certain leadership style should be most effective in different types of situations; leaders do not readily change leadership styles; matching the leader to the situation or changing the situation to make it favorable to the leader is required.
- Situational factors in matching leader to the situation: leader-member relations, task structure, and position power.
Hersey and Blanchard's Situational Leadership Theory (SLT):
- Argues that successful leadership is achieved by selecting the right leadership style, which is contingent on the level of followers' readiness.
- Creates four specific leadership styles: telling, selling, participating, and delegating.
- Four stages of follower readiness: R1, R2, R3, and R4.
Path-Goal Model:
- States that the leader's job is to assist followers in attaining their goals and to provide direction or support to ensure that their goals are compatible with those of the organization.
- Depending on the situation, leaders assume different leadership styles: directive, supportive, participative, and achievement-oriented.

Contemporary Views of Leadership

Transactional Leadership:
- Leaders guide or motivate followers in the direction of established goals by clarifying role and task requirements.
Transformational Leadership:
- Leaders inspire followers to transcend their own self-interests for the good of the organization by clarifying role and task requirements.
Charismatic Leadership:
- Characteristics of charismatic leaders: have a vision, articulate the vision, take risks, sensitive to the environment and follower needs, and exhibit behaviors that are out of the ordinary.
Visionary Leadership:
- A leader who creates and articulates a realistic, credible, and attractive vision of the future that improves upon the present situation.
Team Leadership:
- Characteristics of team leaders: having patience, sharing information, trusting others, and understanding when to intervene.
- Team leader's job: managing the team's external boundary, facilitating the team process, coaching, handling disciplinary problems, reviewing team and individual performance, training, and communicating.

Managing Power

Legitimate power: the power a leader has as a result of their position.
Expert power: the influence a leader can exert as a result of their expertise, skills, or knowledge.
Coercive power: the power a leader has to punish or control.
Reward power: the power to give positive benefits or rewards.
Referent power: the power of a leader that arises because of a person's desirable resources or admired personal traits.

Developing Trust

Credibility: the assessment of a leader's honesty, competence, and ability to inspire by their followers.
Trust: the belief of followers in the integrity, character, and ability of a leader.
Dimensions of trust: integrity, competence, consistency, loyalty, and openness.

Empowering Employees

Empowerment: increasing the decision-making discretion of workers so that teams can make key operating decisions.

Cross-Cultural Leadership

Universal elements of effective leadership: vision, foresight, providing encouragement, trustworthiness, dynamism, positiveness, and proactiveness.

Leader Training

Training is more likely to be successful with individuals who are high self-monitors than those who are low self-monitors.
Individuals with higher levels of motivation to lead are more receptive to leadership development opportunities.

Substitutes for Leadership

Follower characteristics: experience, training, professional orientation, or the need for independence.
Job characteristics: routine, unambiguous, and satisfying jobs.
Organization characteristics: explicit formalized goals, rigid rules and procedures, or cohesive work groups.

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Description

This quiz covers the principles of management, focusing on leadership theories and concepts. It explores early theories, contingency theories, and contemporary views of leadership.