Leadership Theory & Practice -
Northouse 2016 complete
questions and answers
Bennis & Nanus -ANSManage v. Lead
manage - accomplish activities and manage routines
lead - influences others & create shared vision for change
"Managers are people who do things right and leaders are people who do the right
things."
Leadership Definition -ANSa process whereby an individual influences a group of
individuals to achieve a common goal
Assigned Leadership -ANSleadership based on an assigned position
Emergent Leadership -ANSleadership b/c an individual is perceived as the most
influential member of a group, regardless of title
Six Based of Power -ANSReferent
Expert
Legitimate
Reward
Coercive
Information
Referent Power -ANSbased on identification and liking someone
Expert Power -ANSbased on perception of competence
Legitimate Power -ANSbased on status or formal job authority
Reward Power -ANSbased on capacity to provide rewards
Coercive Power -ANSbased on capacity to penalize or punish
Information Power -ANSbased on possessing knowledge that others want or need
Kellerman -ANSshift in power from leaders to followers
"The End of Leadership"
Position Power -ANSLegitimate
Reward
, Coercive
Information
Personal Power -ANSReferent
Expert
"Great man theories" -ANStrait based theory focused on identifying innate qualities and
characteristics possessed by great leaders
Common traits from various traits based research -ANSIntelligence
Self-confidence
Determination
Integrity
Sociability
Goleman -ANSEmotional Intelligence - personal competence and social competence
Emotional Intelligence -ANSability to perceive and express emotions, to use emotions to
facilitate thinking, to understand and reason with emotions, and to effectively manage
emotions within oneself and in relationship with others
Goleman - personal competence -ANSself-awareness, confidence, self-regulation,
conscientiousness, and motivation
Goleman - social competence -ANSempathy and social skills such as communication
and conflict management
strengths of trait approach -ANSintuitively appealing
research supports
highlights the leader in leadership process
benchmarks - what to look for if we want to be leaders
criticisms of trait approach -ANSdoesn't outline definitive set of traits
fails to take situations into account
highly subjective determination of important traits
traits not compared to outcomes
not useful for training and development
5 Factor Personality Model -ANSextraversion
conscientiousness
openness
low neuroticism
agreeableness
Katz -ANSskills approach - can be developed
3 basic administrative skills
Northouse 2016 complete
questions and answers
Bennis & Nanus -ANSManage v. Lead
manage - accomplish activities and manage routines
lead - influences others & create shared vision for change
"Managers are people who do things right and leaders are people who do the right
things."
Leadership Definition -ANSa process whereby an individual influences a group of
individuals to achieve a common goal
Assigned Leadership -ANSleadership based on an assigned position
Emergent Leadership -ANSleadership b/c an individual is perceived as the most
influential member of a group, regardless of title
Six Based of Power -ANSReferent
Expert
Legitimate
Reward
Coercive
Information
Referent Power -ANSbased on identification and liking someone
Expert Power -ANSbased on perception of competence
Legitimate Power -ANSbased on status or formal job authority
Reward Power -ANSbased on capacity to provide rewards
Coercive Power -ANSbased on capacity to penalize or punish
Information Power -ANSbased on possessing knowledge that others want or need
Kellerman -ANSshift in power from leaders to followers
"The End of Leadership"
Position Power -ANSLegitimate
Reward
, Coercive
Information
Personal Power -ANSReferent
Expert
"Great man theories" -ANStrait based theory focused on identifying innate qualities and
characteristics possessed by great leaders
Common traits from various traits based research -ANSIntelligence
Self-confidence
Determination
Integrity
Sociability
Goleman -ANSEmotional Intelligence - personal competence and social competence
Emotional Intelligence -ANSability to perceive and express emotions, to use emotions to
facilitate thinking, to understand and reason with emotions, and to effectively manage
emotions within oneself and in relationship with others
Goleman - personal competence -ANSself-awareness, confidence, self-regulation,
conscientiousness, and motivation
Goleman - social competence -ANSempathy and social skills such as communication
and conflict management
strengths of trait approach -ANSintuitively appealing
research supports
highlights the leader in leadership process
benchmarks - what to look for if we want to be leaders
criticisms of trait approach -ANSdoesn't outline definitive set of traits
fails to take situations into account
highly subjective determination of important traits
traits not compared to outcomes
not useful for training and development
5 Factor Personality Model -ANSextraversion
conscientiousness
openness
low neuroticism
agreeableness
Katz -ANSskills approach - can be developed
3 basic administrative skills
