MGT 605 LEADERSHIP NEW EXAM QUESTIONS AND CORRECT ANSWERS
FOR TOP PERFORMANCE
Pearce & Conger - ANSWER 2003
The historical foundations of shared leadership from all those years ago
The definition of shared leadership is "dynamic, interactive influence process
among individuals in groups for which the objective is to lead one another to the
achievement of group or organisational goals or both"
Homans (1958); Fessinger (1954) - ANSWER Social Exchange Theory: In
social interactions, people trade rewards and penalties.
A leader can "emerge" from a group without a leader, according to Hollander
(1961).
ANSWER for Bowers & Seashore (1966) Mutual Leadership: Peers can
exercise leadership.
ANSWER Participative Decision Making Vroom & Yetton (1973): In some
situations, it is advantageous to encourage greater participation from
subordinates in the decision-making process.
Graen (1976) ANSWER Vertical dyad linkage/Leader Member Exchange:
Analyses how followers and leaders interact and how in-groups and out-groups
are formed.
ANSWER : Manz & Sims (1980) Self-leadership: Workers can take charge of
their own lives under specific circumstances.
Manz & Sims (1987, 1993): ANSWER Teams that are self-managing allow
members to assume responsibilities that were previously assigned to
supervisors.
ANSWER Fellowship's Kelly (1988) explores the traits of effective followers.
ANSWER Empowerment by Conger & Kanungo (1988): Analyses power
sharing with subordinates
, ANSWER Connective Leadership, as defined by Lipman-Blumen (1996),
looks at how well leaders connect with people both inside and beyond the team.
Drucker (1954) ANSWER Management by Objectives: Supervisors and
subordinates actively work together to define the goals that subordinates will
strive for and be responsible for.
ANSWER : Locke & Latham (1990) Goal-setting with participation
Pearce & Sims, 2002 ANSWER
As indicators of change management teams' efficacy, vertical versus shared
leadership: An analysis of transactional, directive, transformational,
empowering, and unfavourable leadership
Aversive, directive, transactional, transformational, and empowering are the
five categories of leadership behaviour.
Five different kinds of leadership Behaviour: Transformational (Charismatic
Leadership), Transactional (Effort-Reward Relationship), Directive (Position
Power), Aversive, and Empowering (Self-leadership Skills)
Social Cognitive Theory by Bandura (1986) ANSWER Triadic reciprocality:
People affect their surroundings by their actions, and the environment and
behaviour in turn affect the individual
ANSWER 2005 Pearce & Manz (2005)
The value of individual and collaborative leadership in knowledge-based work
is one of the new magic bullets of leadership.
Hoch and Kozlowski's 2014 ANSWER
Managing remote teams: shared team leadership, structural support, and
hierarchical leadership
Team-mediated shared leadership, hierarchical support, and structural support
Virtuality has an impact on Collective performance
Conger and Pearce's 2003 ANSWER
A terrain of possibilities: Upcoming studies on collaborative leadership
(Chapter 14)
Wassenaar and Pearce's 2012 ANSWER
The characteristics of shared leadership
When group members consciously and deliberately transfer leadership
responsibilities to one another as required by the situation or environment in
FOR TOP PERFORMANCE
Pearce & Conger - ANSWER 2003
The historical foundations of shared leadership from all those years ago
The definition of shared leadership is "dynamic, interactive influence process
among individuals in groups for which the objective is to lead one another to the
achievement of group or organisational goals or both"
Homans (1958); Fessinger (1954) - ANSWER Social Exchange Theory: In
social interactions, people trade rewards and penalties.
A leader can "emerge" from a group without a leader, according to Hollander
(1961).
ANSWER for Bowers & Seashore (1966) Mutual Leadership: Peers can
exercise leadership.
ANSWER Participative Decision Making Vroom & Yetton (1973): In some
situations, it is advantageous to encourage greater participation from
subordinates in the decision-making process.
Graen (1976) ANSWER Vertical dyad linkage/Leader Member Exchange:
Analyses how followers and leaders interact and how in-groups and out-groups
are formed.
ANSWER : Manz & Sims (1980) Self-leadership: Workers can take charge of
their own lives under specific circumstances.
Manz & Sims (1987, 1993): ANSWER Teams that are self-managing allow
members to assume responsibilities that were previously assigned to
supervisors.
ANSWER Fellowship's Kelly (1988) explores the traits of effective followers.
ANSWER Empowerment by Conger & Kanungo (1988): Analyses power
sharing with subordinates
, ANSWER Connective Leadership, as defined by Lipman-Blumen (1996),
looks at how well leaders connect with people both inside and beyond the team.
Drucker (1954) ANSWER Management by Objectives: Supervisors and
subordinates actively work together to define the goals that subordinates will
strive for and be responsible for.
ANSWER : Locke & Latham (1990) Goal-setting with participation
Pearce & Sims, 2002 ANSWER
As indicators of change management teams' efficacy, vertical versus shared
leadership: An analysis of transactional, directive, transformational,
empowering, and unfavourable leadership
Aversive, directive, transactional, transformational, and empowering are the
five categories of leadership behaviour.
Five different kinds of leadership Behaviour: Transformational (Charismatic
Leadership), Transactional (Effort-Reward Relationship), Directive (Position
Power), Aversive, and Empowering (Self-leadership Skills)
Social Cognitive Theory by Bandura (1986) ANSWER Triadic reciprocality:
People affect their surroundings by their actions, and the environment and
behaviour in turn affect the individual
ANSWER 2005 Pearce & Manz (2005)
The value of individual and collaborative leadership in knowledge-based work
is one of the new magic bullets of leadership.
Hoch and Kozlowski's 2014 ANSWER
Managing remote teams: shared team leadership, structural support, and
hierarchical leadership
Team-mediated shared leadership, hierarchical support, and structural support
Virtuality has an impact on Collective performance
Conger and Pearce's 2003 ANSWER
A terrain of possibilities: Upcoming studies on collaborative leadership
(Chapter 14)
Wassenaar and Pearce's 2012 ANSWER
The characteristics of shared leadership
When group members consciously and deliberately transfer leadership
responsibilities to one another as required by the situation or environment in
