Leadership Theory and Practice exam question with answers
Definition of Leadership - -a process whereby an individual influences a group of individuals to achieve a
common goal.
-Five bases of power - -Referent Power, Expert Power, Legitimate Power, Reward Power, Coercive
Power.
-Referent Power - -Based on followers' identification and liking for the leader. A teacher who is adored
by students has referent power.
-Expert Power - -Based on followers' perceptions of the leader's competence. A tour guide who is
knowledgeable about a foreign country has expert power.
-Legitimate Power - -Associated with having status or formal job authority. A judge who administers
sentences in the courtroom exhibits legitimate power.
-Reward Power - -Derived from having the capacity to provide rewards to others. A supervisor who
gives rewards to employees who work hard is using reward power.
-Coercive Power - -Derived from having the capacity to penalize or punish others. A coach who sits
players on the bench for being late to practice is using coercive power.
-Kotter's Leadership and Management Model - -Management produces order and consistency.
Leadership produces change and movement.
-Kotter's Management table - -Planning and budgeting,
Organizing and staffing,
Controlling and problem solving.
-Kotter's leadership table - -Establishing direction,
Aligning people,
Motivating and inspiring.
-Big Five Personality Factors - -Neuroticism, extraversion, openness, agreeableness, conscientiousness.
-Neuroticism - -The tendency to be depressed, anxious, insecure, vulnerable, and hostile
-Extraversion - -The tendency to be sociable and assertive and to have positive energy.
-Openness - -The tendency to be informed, creative, insightful, and curious.
-Agreeableness - -The tendency to be accepting, conforming, trusting, and nurturing.
-Conscientiousness - -The tendency to be thorough, organized, controlled, dependable, and decisive.
, -Emotional Intelligence - -how our emotions (affective domain) and thinking (cognitive domain)
interplay between each other.
-Katz's Three Skills approach - -Technical Skill, Human Skill, Conceptual Skill
-Top management according to three skills approach - -Less technical, high human and conceptual skills.
-Middle management according to three skills approach - -High technical, human, and conceptual skills.
-Supervisory management according to three skills approach - -High technical and human, less
conceptual skills.
-Skills Model - -a capability model of leadership that examines the relationship between a leader's
knowledge, skill, and performance.
-Three components of the Skills Model - -Individual attributes, Competencies, Leadership outcomes.
-Individual attributes - -General cognitive ability, crystalized cognitive ability, motivation, and
personality.
-Competencies - -Problem-solving skills, social judgements skills, and knowledge.
-Leadership outcomes - -Effective problem solving, performance.
-Blake and Mouton's Managerial (Leadership) Grid. - -Explains how leaders help organizations to reach
their purpose through two factors: concern for production and concern for people.
-Authority Compliance - -(9, 1). Efficiency in operations results from arranging conditions of work in
such a way that human elements interfere to a minimum degree.
-Country-club Management - -(1, 9). Thoughtful attention to the needs of the people for satisfying
relationships leads to a comfortable, friendly organization atmosphere and work tempo.
-Middle-of-the-Road Management - -(5, 5). Adequate organization performance is possible through
balancing the necessity to get work out while maintaining morale of people at a satisfactory level.
-Impoverished Management - -(1, 1). Exertion of minimum effort to get required work done as
appropriate to sustain organization membership.
-Team Management - -(9, 9). Work accomplishment is from committed people. Interdependence
through a common stake in organization purpose leads to relationships of trust and respect.
-Situational Leadership - -Stresses that leadership is composed of both a directive and a supportive
dimension, and that each has to be applied appropriately in a given situation.
-SLII Model - -Separates leaders into four categories: Directing, Coaching, Supporting, Delegating
Measures the development level of followers from D1 (low) to D4 (high).
Definition of Leadership - -a process whereby an individual influences a group of individuals to achieve a
common goal.
-Five bases of power - -Referent Power, Expert Power, Legitimate Power, Reward Power, Coercive
Power.
-Referent Power - -Based on followers' identification and liking for the leader. A teacher who is adored
by students has referent power.
-Expert Power - -Based on followers' perceptions of the leader's competence. A tour guide who is
knowledgeable about a foreign country has expert power.
-Legitimate Power - -Associated with having status or formal job authority. A judge who administers
sentences in the courtroom exhibits legitimate power.
-Reward Power - -Derived from having the capacity to provide rewards to others. A supervisor who
gives rewards to employees who work hard is using reward power.
-Coercive Power - -Derived from having the capacity to penalize or punish others. A coach who sits
players on the bench for being late to practice is using coercive power.
-Kotter's Leadership and Management Model - -Management produces order and consistency.
Leadership produces change and movement.
-Kotter's Management table - -Planning and budgeting,
Organizing and staffing,
Controlling and problem solving.
-Kotter's leadership table - -Establishing direction,
Aligning people,
Motivating and inspiring.
-Big Five Personality Factors - -Neuroticism, extraversion, openness, agreeableness, conscientiousness.
-Neuroticism - -The tendency to be depressed, anxious, insecure, vulnerable, and hostile
-Extraversion - -The tendency to be sociable and assertive and to have positive energy.
-Openness - -The tendency to be informed, creative, insightful, and curious.
-Agreeableness - -The tendency to be accepting, conforming, trusting, and nurturing.
-Conscientiousness - -The tendency to be thorough, organized, controlled, dependable, and decisive.
, -Emotional Intelligence - -how our emotions (affective domain) and thinking (cognitive domain)
interplay between each other.
-Katz's Three Skills approach - -Technical Skill, Human Skill, Conceptual Skill
-Top management according to three skills approach - -Less technical, high human and conceptual skills.
-Middle management according to three skills approach - -High technical, human, and conceptual skills.
-Supervisory management according to three skills approach - -High technical and human, less
conceptual skills.
-Skills Model - -a capability model of leadership that examines the relationship between a leader's
knowledge, skill, and performance.
-Three components of the Skills Model - -Individual attributes, Competencies, Leadership outcomes.
-Individual attributes - -General cognitive ability, crystalized cognitive ability, motivation, and
personality.
-Competencies - -Problem-solving skills, social judgements skills, and knowledge.
-Leadership outcomes - -Effective problem solving, performance.
-Blake and Mouton's Managerial (Leadership) Grid. - -Explains how leaders help organizations to reach
their purpose through two factors: concern for production and concern for people.
-Authority Compliance - -(9, 1). Efficiency in operations results from arranging conditions of work in
such a way that human elements interfere to a minimum degree.
-Country-club Management - -(1, 9). Thoughtful attention to the needs of the people for satisfying
relationships leads to a comfortable, friendly organization atmosphere and work tempo.
-Middle-of-the-Road Management - -(5, 5). Adequate organization performance is possible through
balancing the necessity to get work out while maintaining morale of people at a satisfactory level.
-Impoverished Management - -(1, 1). Exertion of minimum effort to get required work done as
appropriate to sustain organization membership.
-Team Management - -(9, 9). Work accomplishment is from committed people. Interdependence
through a common stake in organization purpose leads to relationships of trust and respect.
-Situational Leadership - -Stresses that leadership is composed of both a directive and a supportive
dimension, and that each has to be applied appropriately in a given situation.
-SLII Model - -Separates leaders into four categories: Directing, Coaching, Supporting, Delegating
Measures the development level of followers from D1 (low) to D4 (high).
