WK09 Leadership

Which of the following statements about leadership and management are true?

• Both leadership and management are not essential for organisational success.

• They are often used synonymously because they are the same.

• Leadership is the ability to influence a group towards the achievement of a vision or set of goals.

• Management is the use of authority to formulate detailed plans, create efficient organisational structures and oversee strategic operations.

Which of the following statements about traits and behavioural theories are true?

• Trait theories propose that general behaviours differentiate leaders from non-leaders.

• Trait theories consider personal qualities and characteristics that differentiate leaders from non-leaders.

• Behavioural theories propose that specific behaviours differentiate leaders from various leaders.

• Behavioural theories consider personal qualities and characteristics that differentiate leaders from non-leaders.

Which of the following statements about traits and behavioural theories are true?

• Trait theories propose that general behaviours differentiate leaders from non-leaders.

• Trait theories consider personal qualities and characteristics that differentiate leaders from non-leaders.

• Behavioural theories propose that specific behaviours differentiate leaders from various leaders.

• Behavioural theories consider personal qualities and characteristics that differentiate leaders from non-leaders.

Fiedler identified contingency variables to match the leader with the situation what are they:

• Task discipline: the degree to which the job assignments are procedural.

• Leader/member relations: the degree of confidence, trust and respect members have in their leader.

• Organisational structure: the degree of influence a leader has over power variables such as hiring, firing, discipline, promotions and salary increases.

• Charismatic trait: extent to the situation influences the leader’s vision.

Charismatic leadership:

• depends solely on the situation and on the leader’s vision.

• depends, to some extent, on the situation and on the leader’s vision.

• depends on convincing followers to pursue a vision.

• is often unsuccessful at convincing followers to pursue a vision can be disastrous.

Transformational leadership:

• engenders commitment on the part of followers and instills less trust in the leader.

• engenders commitment on the part of followers and instills distrust in the leader.

• charisma is more important than a charismatic communication style in explaining the success of entrepreneurial companies.

• vision is more important than a charismatic communication style in explaining the success of entrepreneurial companies.

Authentic leadership:

• dictate the moral tone for an organisation, demonstrate those standards through behaviour and encourage and reward integrity in others, while avoiding abuses of power.

• is based on are ethical people who know who they are, know what they believe in, and value, and act on those values and beliefs secretly.

• is a style based on distrust.

• is characterised by leaders who teach ethical behaviours and a socialised.

Authentic leadership dimensions include:

• integrity, compliance, consistency, loyalty and freedom.

• integrity, compliance, consistency, trust and openness.

• integrity, competence, consistency, trust and freedom.

• integrity, competence, consistency, loyalty and openness.

Mentoring functions include:

• counselling and acting as a role model.

• coaching, assisting and sponsoring.

• counselling, sharing and teaching leadership skills.

• coaching, assisting, sponsoring, and knowledge.

The attribution theory of leadership says that:

• leadership is merely an attribution that people make about other individuals.

• leaders are not responsible for extremely negative or extremely positive performance

• leadership is merely an attribution that people make about themselves.

• we attribute to leaders intelligence, outgoing personality, poor verbal skills, aggressiveness, understanding and industriousness.