Ethical Leadership - Study Guide for Exam 1 ACTUAL UPDATED QUESTIONS
AND CORRECT ANSWERS
Leadership A process whereby an individual influences a group to achieve a common goal.
Four Key Components to Leadership: Process Not a trait - an interactive process between leader & followers.
Four Key Components to Leadership: Influence Leaders affect followers.
Four Key Components to Leadership: Common Goals Achievements pursued together.
Four Key Components to Leadership: Group/Followers No leadership without followers.
Trait Leadership Personal qualities that define effective leaders (ex., height, intelligence,
extraversion, fluency, etc.).
Process Leadership Depending on the interaction between the leader and the follower(s). (What
BUAD 230 adopts).
Assigned Leadership Leadership empowered by holding a formal position in an organization (ex: when
I had an assigned boss at work).
, Emergent Leadership Leadership by the way other group members respond to a person (ex: when
working on a group project for an assignment and took responsibility to step up
as a leader figure).
Emergent Leadership Factors Positive Communication Behaviors
- Being verbally involved
- Being informed
- Seeking others' opinions
- Initiating new ideas
- Being firm but not rigid
Personality & Individual Differences
- Dominance/Assertiveness
- Intelligence
- General Self-Efficacy
Gender Bias
- Influencing skills & leadership ratings
- Likeability ratings
- Promoting new ideas & status allocation
Power The capacity or potential to influence.
French & Raven's Bases of Power (1959): Referent Power People identify with you and/or like you (personal power).
French & Raven's Bases of Power (1959): Expert Power Perception of competence (personal power).
French & Raven's Bases of Power (1959): Legitimate Power Formal authority (position power).
French & Raven's Bases of Power (1959): Reward Power Ability to reward others (position power).
French & Raven's Bases of Power (1959): Coercive Power Ability to punish others (position power).
French & Raven's Bases of Power (1959): Information Having useful knowledge (position power).
Power
How does leadership differ from coercion? Should Leadership differs from coercion, because leadership is the common good out of
leaders use coercion? everyone involved, while coercion influences others against their will. Leaders
shouldn't use coercion. In reasoning, coercion would negatively affect a
business/group/team, due to the abusive supervision that's involved.
AND CORRECT ANSWERS
Leadership A process whereby an individual influences a group to achieve a common goal.
Four Key Components to Leadership: Process Not a trait - an interactive process between leader & followers.
Four Key Components to Leadership: Influence Leaders affect followers.
Four Key Components to Leadership: Common Goals Achievements pursued together.
Four Key Components to Leadership: Group/Followers No leadership without followers.
Trait Leadership Personal qualities that define effective leaders (ex., height, intelligence,
extraversion, fluency, etc.).
Process Leadership Depending on the interaction between the leader and the follower(s). (What
BUAD 230 adopts).
Assigned Leadership Leadership empowered by holding a formal position in an organization (ex: when
I had an assigned boss at work).
, Emergent Leadership Leadership by the way other group members respond to a person (ex: when
working on a group project for an assignment and took responsibility to step up
as a leader figure).
Emergent Leadership Factors Positive Communication Behaviors
- Being verbally involved
- Being informed
- Seeking others' opinions
- Initiating new ideas
- Being firm but not rigid
Personality & Individual Differences
- Dominance/Assertiveness
- Intelligence
- General Self-Efficacy
Gender Bias
- Influencing skills & leadership ratings
- Likeability ratings
- Promoting new ideas & status allocation
Power The capacity or potential to influence.
French & Raven's Bases of Power (1959): Referent Power People identify with you and/or like you (personal power).
French & Raven's Bases of Power (1959): Expert Power Perception of competence (personal power).
French & Raven's Bases of Power (1959): Legitimate Power Formal authority (position power).
French & Raven's Bases of Power (1959): Reward Power Ability to reward others (position power).
French & Raven's Bases of Power (1959): Coercive Power Ability to punish others (position power).
French & Raven's Bases of Power (1959): Information Having useful knowledge (position power).
Power
How does leadership differ from coercion? Should Leadership differs from coercion, because leadership is the common good out of
leaders use coercion? everyone involved, while coercion influences others against their will. Leaders
shouldn't use coercion. In reasoning, coercion would negatively affect a
business/group/team, due to the abusive supervision that's involved.
