BU288 EVALUATION UPDATED LATEST
QUESTIONS AND ANSWERS SURE A+
✔✔Control-Demand-Support Model combinations - ✔✔Low job demands + Low job
decision latitude = passive
Low job demands + High job decision latitude = low strain
High job demands + Low job decision latitude = high strain
High job demands + High job decision latitude = active
✔✔Leadership - ✔✔The influence that particular individuals exert on the goal
achievement of others in an organizational context
✔✔Strategic Leadership - ✔✔Leadership that involves the ability to anticipate, envision,
maintain flexibility, think strategically, and work with others to initiate changes that will
create a viable future for the organization.
✔✔Formal/assigned leadership - ✔✔manager, executive, supervisor, etc.
They are expected to influence others, and given specific authority.
✔✔Components of leadership - ✔✔- influence: using power to affect others
,- process: two-way interactive process
- group: leadership requires followers
- common goal achievement: directing a group of people toward achievement of
something together
✔✔Emergent Leadership - ✔✔The degree to which an individual with no formal status
or authority is perceived by other team members as exhibiting leaderlike influence.
✔✔Shared Leadership - ✔✔Leadership roles and influence are distributed among team
members. (multiple members emerge as informal leaders)
✔✔Difference between leaders and managers? - ✔✔leaders seek and implement
change, managers maintain the status quo
✔✔Trait theory of leadership - ✔✔Leadership depends on the personal qualities or traits
of the leader.
✔✔Traits associated with leadership effectiveness - ✔✔- intelligence
- energy
- confidence
- dominance
- emotional stability
- agreeableness
- extraversion
- openness to experience
✔✔Limitations of the trait approach - ✔✔- difficult to determine whether traits make the
leader or whether the opportunity for leadership produces the traits.
- better at predicting leader emergence than leader effectiveness
- no universal traits that predict leadership in ALL situations
- bias and discrimination with the knowledge of these traits
✔✔Barriers for women in organizations - ✔✔- lack of negotiation/self-promotion
- lack of networking and mentors
- problems of access to key positions
- difficulty balancing work/life
- cultures that "don't take risks with women"
✔✔Narcissism - ✔✔a personality trait that combines grandiosity, attention seeking, an
unrealistically inflated self-view, a need for this to be continuously reinforced through
self-regulation, and a general lack of regard for others.
✔✔Narcissistic tendencies in leaders - ✔✔- engaging in questionable behaviour
- risky decisions
- manipulate policies
, - positively related to innovation and growth
✔✔Situational Theories - ✔✔Effectiveness of a leadership style is contingent on the
setting.
✔✔Fiedler's Contingency Theory - ✔✔situations can be favourable or unfavourable for
certain leadership orientations.
✔✔Least Preferred Coworker (LPC) test - ✔✔If leader describes them favourably =
relationship oriented
unfavourably = task oriented
✔✔Situational Favourableness - ✔✔The "contingency" part of the theory.
Specifies when a particular LPC orientation should contribute most to group
effectiveness.
- task orientation (low LPC) is most effective when the leadership situation is very
favourable or very unfavourable.
- relationship orientation (high LPC) is most effective in conditions of medium
favourabiility
✔✔House's Path-Goal Theory - ✔✔Concerned with the situations under which various
leaders behaviours are most effective.
✔✔Types of leader behaviour - ✔✔- directive behaviour: informs subordinates of
expectations, gives guidances
- supportive: friendly and approachable, shows concern for status and well-being of
subordinates
- participative: consults with subordinates, considers suggestions
- achievement oriented: sets challenging goals, expects subordinates to perform at
highest level
*The effectiveness of each set of behaviours depends on situation that the leader
encounters
✔✔When to use each type of leader behaviour - ✔✔- Directive: when individuals have
difficulty doing tasks or the tasks are ambiguous.
- Supportive: when individuals are under stress
QUESTIONS AND ANSWERS SURE A+
✔✔Control-Demand-Support Model combinations - ✔✔Low job demands + Low job
decision latitude = passive
Low job demands + High job decision latitude = low strain
High job demands + Low job decision latitude = high strain
High job demands + High job decision latitude = active
✔✔Leadership - ✔✔The influence that particular individuals exert on the goal
achievement of others in an organizational context
✔✔Strategic Leadership - ✔✔Leadership that involves the ability to anticipate, envision,
maintain flexibility, think strategically, and work with others to initiate changes that will
create a viable future for the organization.
✔✔Formal/assigned leadership - ✔✔manager, executive, supervisor, etc.
They are expected to influence others, and given specific authority.
✔✔Components of leadership - ✔✔- influence: using power to affect others
,- process: two-way interactive process
- group: leadership requires followers
- common goal achievement: directing a group of people toward achievement of
something together
✔✔Emergent Leadership - ✔✔The degree to which an individual with no formal status
or authority is perceived by other team members as exhibiting leaderlike influence.
✔✔Shared Leadership - ✔✔Leadership roles and influence are distributed among team
members. (multiple members emerge as informal leaders)
✔✔Difference between leaders and managers? - ✔✔leaders seek and implement
change, managers maintain the status quo
✔✔Trait theory of leadership - ✔✔Leadership depends on the personal qualities or traits
of the leader.
✔✔Traits associated with leadership effectiveness - ✔✔- intelligence
- energy
- confidence
- dominance
- emotional stability
- agreeableness
- extraversion
- openness to experience
✔✔Limitations of the trait approach - ✔✔- difficult to determine whether traits make the
leader or whether the opportunity for leadership produces the traits.
- better at predicting leader emergence than leader effectiveness
- no universal traits that predict leadership in ALL situations
- bias and discrimination with the knowledge of these traits
✔✔Barriers for women in organizations - ✔✔- lack of negotiation/self-promotion
- lack of networking and mentors
- problems of access to key positions
- difficulty balancing work/life
- cultures that "don't take risks with women"
✔✔Narcissism - ✔✔a personality trait that combines grandiosity, attention seeking, an
unrealistically inflated self-view, a need for this to be continuously reinforced through
self-regulation, and a general lack of regard for others.
✔✔Narcissistic tendencies in leaders - ✔✔- engaging in questionable behaviour
- risky decisions
- manipulate policies
, - positively related to innovation and growth
✔✔Situational Theories - ✔✔Effectiveness of a leadership style is contingent on the
setting.
✔✔Fiedler's Contingency Theory - ✔✔situations can be favourable or unfavourable for
certain leadership orientations.
✔✔Least Preferred Coworker (LPC) test - ✔✔If leader describes them favourably =
relationship oriented
unfavourably = task oriented
✔✔Situational Favourableness - ✔✔The "contingency" part of the theory.
Specifies when a particular LPC orientation should contribute most to group
effectiveness.
- task orientation (low LPC) is most effective when the leadership situation is very
favourable or very unfavourable.
- relationship orientation (high LPC) is most effective in conditions of medium
favourabiility
✔✔House's Path-Goal Theory - ✔✔Concerned with the situations under which various
leaders behaviours are most effective.
✔✔Types of leader behaviour - ✔✔- directive behaviour: informs subordinates of
expectations, gives guidances
- supportive: friendly and approachable, shows concern for status and well-being of
subordinates
- participative: consults with subordinates, considers suggestions
- achievement oriented: sets challenging goals, expects subordinates to perform at
highest level
*The effectiveness of each set of behaviours depends on situation that the leader
encounters
✔✔When to use each type of leader behaviour - ✔✔- Directive: when individuals have
difficulty doing tasks or the tasks are ambiguous.
- Supportive: when individuals are under stress
