Organizational Leadership PDF MCQs

Because learning changes everything.® CHAPTER TWELVE Leadership in Organizational Settings Shutterstock/photobeps and Global Connections Icon: Shutterstock/Merfin © 2021 McGraw Hill. All rights...

Because learning changes everything.® CHAPTER TWELVE Leadership in Organizational Settings Shutterstock/photobeps and Global Connections Icon: Shutterstock/Merfin © 2021 McGraw Hill. All rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw Hill.  Learning Objectives 1. Define leadership and shared leadership. 2. Describe the four elements of transformational leadership and explain why they are important for organizational change. 3. Compare managerial leadership with transformational leadership, and describe the features of task-oriented, people-oriented, and servant leadership. 4. Discuss the elements of path–goal theory and leadership substitutes theory. 5. Describe the two components of the implicit leadership perspective. 6. Identify eight personal attributes associated with effective leaders and describe authentic leadership. 7. Discuss cultural and gender similarities and differences in leadership. © McGraw Hill 2  Leadership Defined The ability to influence, motivate, and enable others to contribute toward the effectiveness of the organizations of which they are members. Leaders influence and motivate others. Leaders are enablers. © McGraw Hill  Shared Leadership The view that leadership is a role, not a position assigned to one person. Employees lead each other. Shared leadership flourishes where: Formal leaders are willing to delegate power. Collaborative (not competitive) culture. Employees develop effective influence skills. © McGraw Hill  Perspectives of Leadership Four main perspectives of leadership: Transformational. Managerial. Implicit leadership. Leader attributes. © McGraw Hill  Transformational Leadership Model Exhibit 12.1 Transformational Leadership Model © McGraw Hill  Features of a Strategic Vision Vision is an aspirational future with a higher purpose. Features: Linked to personal values. Challenging objective. Abstract future state. A unifying ideal. © McGraw Hill  Transformational Leadership Elements 1 Build 1. Develop/Communicate the vision. commitment to the vision Develop/ Develop/ communicate communicate strategic vision strategic aa vision Use symbols, metaphors, diagrams. Frame the vision. Elements of Transformational Leaders communicate with humility, Leadership sincerity, passion. Encourage Model experimentation the vision 2. Model the vision. Enact the vision (“walk the talk”). Leader’s own behavior symbolizes, demonstrates the vision. Two functions: Legitimizes and demonstrates the vision. Builds employee trust in the leader. © McGraw Hill  Transformational Leadership Elements 2 Build 3. Encourage experimentation. commitment to the vision Develop/ communicate a strategic vision Encourage employees to question current practices. Elements of Transformational Support a learning orientation. Leadership Encourage Model 4. Build commitment to the vision. experimentation the vision Commitment built from communicating, modeling, and encouraging experimentation. Commitment also built through rewards, recognition, celebrations. © McGraw Hill  Transformational Leadership and Charisma Charismatic leadership differs from transformational leadership. Charisma. Personal trait, referent power. Transformational leadership. Set of behaviors that engage followers. Charismatic leadership. Preferent power produces dependent followers. Transformational leadership. Persuasion and trust empowers followers. Risk that leaders become intoxicated by their charisma. © McGraw Hill  Evaluating Transformational Leadership Transformational leadership is important. Higher satisfaction, commitment, performance, OCBs, decisions, creativity. Transformational leadership limitations: 1. Circular logic. 2. Mixed models (mixes behavior with attributes). 3. Universal theory. © McGraw Hill  Managerial Leadership Daily activities that support/guide the performance/well- being of employees and work unit to support current objectives and practices. Managerial leadership vs. transformational leadership: Assumes environment is stable (vs. dynamic). Micro-focused (vs. macro-focused). Transformational and managerial leadership are interdependent. © McGraw Hill  Task versus People Styles of Leadership Task-oriented behaviors: Assign work, clarify responsibilities. Set goals and deadlines, provide feedback. Establish work procedures, plan future work. People-oriented behaviors: Concern for employee needs. Make workplace pleasant. Recognize employee contributions. Listen to employees. Both styles necessary, but different effects. © McGraw Hill  Servant Leadership Serving followers toward their need fulfillment, personal development, and growth. Selfless, egalitarian, humble, nurturing, empathetic, ethical coaches. Servant leader characteristics: 1. Natural calling to serve others. 2. Humble, egalitarian, accepting relationship. 3. Ethical decisions and actions. © McGraw Hill  Path-Goal Leadership Contingency model. Four path-goal leadership Best style depends on styles. employee and situation. Directive. Leaders vary styles to: Supportive. Clarify P-to-O expectancies. Participative. Influence outcome valences. Achievement-oriented. Facilitate goal achievement. © McGraw Hill FatCamera/E+/Getty Images  Path-Goal Leadership Model Exhibit 12.3 Path-Goal Leadership Model Access the text alternate for image. © McGraw Hill  Path-Goal Leadership Contingencies Skill and experience. Task structure. Low: directive and supportive. Nonroutine: directive and/or participative. Locus of control. Internal: participative and Team dynamics. achievement. Low cohesion: supportive. External: directive and Dysfunctional norms: supportive. directive. © McGraw Hill FatCamera/E+/Getty Images  Leadership Substitutes Contingencies that limit a leader’s influence or make a particular leadership style unnecessary. Example: Training/experience replace task-oriented leadership. Example: Cohesive team replaces supportive leadership. Research evidence. Substitutes help, but don’t completely substitute for real leadership. © McGraw Hill  Implicit Leadership Perspective Follower perceptions of effective leaders. 1. Leadership prototypes. Preconceived beliefs about the features and behaviors of effective leaders. Favorable evaluation to leaders who fit the prototype. 2. Romance of leadership effect. Distort leader’s perceived effect on firm’s success. Due to need to simplify explanations. Due to need for situational control. © McGraw Hill  Personal Attributes of Effective Leaders 1 Personality. Extroversion, conscientiousness, but other Big Five factors also predict. Self-concept. Complex, internally consistent, clear self-view as a leader. Positive self-evaluation. Leadership motivation. Motivated to lead others. Strong need for socialized power. Drive. Moderately high achievement need. Inquisitiveness, action-oriented, boldness. © McGraw Hill  Personal Attributes of Effective Leaders 2 Integrity. Truthfulness, consistent words/actions. Apply personal values. Knowledge of the business. Understand firm’s environment. Understand firm’s internal workings. Cognitive and Practical Intelligence. Above average cognitive ability. Able to analyze choices/opportunities. Practical intelligence. Emotional Intelligence. Recognize/regulate emotions in self and others. © McGraw Hill  Authentic Leadership Know yourself. Engage in self-reflection. Receive feedback from trusted sources. Understand inner purpose. Be yourself. Develop your own style. Self-discipline – anchor around personal values. Maintain a strong, positive self-evaluation. © McGraw Hill  Leader Attributes Perspective Limitations 1. Universal approach. 2. Different combinations of attributes may be equally good. 3. Views leadership within person – should be relational. 4. Link between attributes and effective leadership is muddied by implicit leadership. 5. Attributes indicate only leadership potential, not performance. © McGraw Hill  Cultural Issues in Leadership Societal cultural values and practices: Shape leader’s values/norms. Influence leader’s decisions and actions. Shape follower prototype of effective leaders. Some leadership styles are universal, others differ across cultures. “Charismatic visionary” seems to be universal. Participative leadership works better in some cultures. © McGraw Hill  Gender Issues in Leadership Male/female leaders have similar task- and people- oriented leadership. Female leaders use more participative leadership. Gender stereotypes and leader prototypes affect followers evaluation of female leaders. Women rated higher on emerging leadership styles. © McGraw Hill