The Practice of Leadership investigation and questionnaire

The Pr motivateice of Leadership investigation and questionnaireThe research we live with discussed has described transactional attractor. What is the difference between transactional and transformational leaders? (4)1. Transactional leaders argon leaders who ___________________________________________________________________________________________________________________________________________________________________________2. Transformational leaders be leaders who ___________________________________________________________________________________________________________________________________________________________________________3. Transformational leading is built on top of transactional leadership. You cannot have transformational without transactional leadership.4. The evidence supporting the advantage of transformational leadership everywhere the transactional is staggeringly impressive.5. A Table Comparing Transactional and Transformational LeadershipTransactionalT ransformationalVisionary vs Charismatic LeadershipVisionary leadership is described as with the ability to create and articulate a realistic, credible, attractive vision of the future for an organisation or organisational unit that grows out of and improves on the present.1. If the vision is properly selected and implework forceted, it can be so energising that it incites individuals to expenditure their skills, talents and resources to make it happen.2. The key properties of a vision ar that it has inspirational possibilities that are value centred, are realisable, have better imagery and are well spoken.3. What skills do visionary leaders have? (3)a. ______________________________________________________________________________________________________b. ______________________________________________________________________________________________________c. ______________________________________________________________________________________________________Charismatic leadership theory is an extension of attribution theory and suggests that followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviours.A charismatic leadership ardour can appear similar to a transformational leadership style, in that the leader injects huge doses of extravagance into his or her team, and is very energetic in driving others forward.However, charismatic leaders can tend to believe more in themselves than in their teams.Eight individualised characteristics of charismatic leaders have been identified. (8)________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________2. An increasing amou nt of research shows impressive correlations between charismatic leadership and high process and satisfaction among followers.3. Most experts come back that individuals can be trained to exhibit charismatic behaviours.4. Charismatic leadership whitethorn not always be needed to achieve high levels of employee performance. It may be most appropriate when an employees job has a lot of ideological contentedness.Quiz Charismatic and Transformational Leadership1. Charismatic leadership is go around understood by examininga. leader characteristicsb. leader and subordinate characteristicsc. leader and situational characteristicsd. leader, subordinate, and situational characteristics2. Which statement rough transformational and charismatic leadership is most accurate?a. both types of leadership involve the same rudimentary processesb. both type of leadership are hard-hitting in any situationc. charismatic leaders are less common in short letter organizationsd. charismatic leaders ar e more sound in business organizationsTeam leadershipAs the usage of work teams grows, the role of team leader becomes increasingly important.1. The challenge for most managers is learning how to become an effective team leader.2. Effective team leaders have mastered the difficult balancing act of knowing when to leave their teams al ane and when to get involved.3. How does an effective leader build and support teams? (5)a._________________________________________________________________________________________________________________b._________________________________________________________________________________________________________________c._________________________________________________________________________________________________________________4. There are two priorities for a team leader. (2)a. _________________________________________________________________________________________________________________________________________________________b. __________________ _______________________________________________________________________________________________________________________________________5. These priorities can be broken down into four specific leadership roles.a. ________________________________________________b. ________________________________________________c. ________________________________________________d. ________________________________________________(4)Quiz Leadership in Teams and Decision Groups1. Which of the following is not a patriarchal determinant of performance for a functional team?a. how long the current leader has been in that positionb. trust and cooperation among the team membersc. the organization and coordination of activitiesd. member agreement about objectives and strategies2. The primary responsibility of the leader of a finis mathematical group is toa. suggest good ideas for solving the choreb. ensure that everybody has equal biasc. encourage group members to turn an agreement quicklyd. structure t he discussion in a systematic manner3. Which leader action is most alike(p)ly to improve a group decision?a. ask judgmental questions to stimulate more creative solutionsb. separate solution generation from solution evaluationc. determine who was responsible for causing the problemd. insist that the person who suggests a solution must defend it4. Which of the following is not recommended for leaders of decision groups?a. focus the group discussion on the best two solutionsb. encourage members to look for integrative solutionsc. describe the problem without implying the ca theatrical role or solutiond. allow ample time for systematic evaluation of ideas leadership ISSUES IN THE TWENTY-FIRST CENTURY.Leaders and partLeadership power refers to _____________________________________________________________________________________________________________________________________________________________________________________________What is the difference between power and authority? (2)_ ___________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________Kelman (1958) proposed three different types of influence processes1.______________________________________________________________2.______________________________________________________________3.______________________________________________________________French and pig it (1959) identified five sources or bases of power. Explain them. (10)1. Legitimate power ___________________________________________________________________________________________________________________________________________________________________________2. Coercive power___________________________________________________________________________________________________________________________________________________________________________3. Reward power______ _____________________________________________________________________________________________________________________________________________________________________4. Expert power___________________________________________________________________________________________________________________________________________________________________________5. Referent power___________________________________________________________________________________________________________________________________________________________________________Yukl and Falbe (1991) furnish two more types of power1. Information queen___________________________________________________________________________________________________________________________________________________________________________2. Ecological Power_________________________________________________________________________________________________________________________________________________________________________________________________ ___________________________________Most effective leaders rely on several different bases of power. Power can be personal (referent and expert) or position (legitimate, reward, coercive, culture, ecological).How is power acquired or lost?a. Social Exchange Theory_____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________b. Strategic Contingencies Theory_____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________Quiz Power and Influence1. What kind of power is dependent upon friendship and trust?a. affiliation powerb. dyadic powerc. referen t powerd. expert power2. Which influence process is most likely to result in continued committal to a task objective regardless of the managers subsequent actions?a. instrumental complianceb. personal identificationc. compliance with authorityd. internalization3. Which two kinds of power have been found to be related most strongly to leader effectiveness in motivating subordinates?a. expert and referent powerb. reward and referent powerc. expert and legitimate powerd. reward and expert power4. Control over information is likely to give a manager power overa. subordinatesb. subordinates and peersc. peers and superiorsd. peers, superiors, and subordinates5. Which is not a recommended way to increase ones expert power?a. show others how to mold problems for themselvesb. avoid making rash or careless statementsc. act confident and decisive in a crisisd develop exclusive sources of technical information6. The most likely outcome for an influence attempt based on legitimate power isa. p assive resistanceb. compliancec. active resistanced. committednessLeading done EmpowermentAnother modern leadership bang is leading through empowerment. Managers are increasingly leading by empowering their employees.1. The increased use of empowerment is being driven by two forces. (2)a. _______________________________________________________________________________________________________________________________________________________________________________________b. _______________________________________________________________________________________________________________________________________________________________________________________2. Empowerment should not be considered a universal solution to problems. Instead, it should be used where a custody has the knowledge, skills, and experience to do jobs competently and where employees seek independence and possess an internal source of direct.3. The following conditions should be met for empowerment to be introduc ed (Cautions)____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________Quiz Leading through empowerment1. Leading through empowerment increases _______________ of the workersa. controlb. maturityc. independenced. decision-making maturity2. What is the most likely benefit from using participation in decision making?a. the decision will be made more quicklyb. the quality of the decision will be betterc. there will be more decision acceptance by participantsd. there will be greater agreement among the participantsDeveloping TrustAnother important modern come out for leaders is creating a culture of trust and credibility.1. Credibility is __________________________________________________________________________________________________________________2. Trust is __________________________________________________________________________________________________________________3. Research has identified five dimensions that make up the concept of trust. Explain them. (5)a. Integrity______________________________________________________________________________________________________b. competency______________________________________________________________________________________________________c. Consistency______________________________________________________________________________________________________d. Loyalty__________________________________ ____________________________________________________________________e. Openness______________________________________________________________________________________________________4. Given the fact that many organisations have moved to self-managed work teams, trust is extremely important because many of the traditional control mechanisms have been removed.5. How should leaders build trust? Give eight suggestions. (8)a. ________________________________________________b. ________________________________________________c. ________________________________________________d. ________________________________________________e. ________________________________________________f. ________________________________________________g. ________________________________________________h. ________________________________________________Providing Moral, Ethical and Legal Leadership.Providing moral leadership involves addressing the message that a leader uses in achieving goals. It involves the conten t of the goals as well. Transformational leaders encouraging moral values when they try to change the attitudes and behaviours of followers.Unethical versus ethical leaders and the use of charisma. Recent corporate financial scandals have wedded rise to research that considers the ethical implications in leadership. The importance of ethical behaviour when it comes to trust.Abuse of power as leaders, especially illegal activities.Heroic Leadership.In the last few years there have been questions raised about the integrity of business leaders and there are signs of doubt entering into the publics perceptions of business. canvas in the US show that just 16 per cent of Americans trust business executives.US CEO makes 411 times the average worker.CEO salaries in Australia and freshly Zealand have not been as huge as in the US, but have in the same upward direction.Further resentment when rewards are given to CEOs even when the companys performance declines.Failure of the heroic leader has resulted from arrogance and greed.CEOs role as organisational leader needs to change. CEOs need to get back to the basics of what it means to be a leader. Such asGive people a reason to come to work.Help employees to develop a passion for their work, a commitment to their colleagues and sense of responsibility to the organisations customers.Be loyal to the organisations people.Spend time with people who do the real work of the organisation.Todays CEO needs to be candid about what business practices are acceptable and proper. They should be prepared to take decisive action when something wrong is discovered.Becoming an effective leader.Organisations are in need of effective leaders.Cross-cultural leadership.Do leadership styles vary with national culture? National culture is certainly an important situational variable in determining which leadership style will be most effective because of how followers will respond. Name 7 universal elements of effective leadership. (7)__________ _____________________________________________________________________________________________________________________________________________________________________ sex activity differences and leadership.The next modern leadership issue we want to discuss is grammatical gender and leadership. This topic is one that still creates controversy What, if any, differences exist between male and female leaders and what implications would these differences have?1. The evidence principally has found that males and females do tend to use different leadership styles. This is not sexist, just reality. (3)a. Women tend to adopt a more ____________________style and a less ________________________________style than men do.b. Women are more likely to encourage participation, share power and information, and attempt to enhance followers self-worth.c. Men are more likely to use a directive, command-and-control style.d. Men rely on the formal authority of their position for their influence base.e. Men use___________________________________ leadership, handing out rewards for good work and punishment for bad.2. Is different better? shell out the following statement The best managers (leaders) listen, motivate, and provide support to their people. They inspire and influence rather than control. Generally speaking, women seem to do these things better than men. Do you agree? _____3. However, gender does not mean destiny. Which leadership style is effective depends on the situation. Gender simply provides a behavioural tendency in leadership style.4. Glass detonator An unofficial, invisible barrier that prevents women and minorities from advancing in the businesses. In economics, this term refers to situations where the advancement of a qualified person within the hierarchy of an organization is stopped at a lower level because of some form of discrimination, most commonly sexism or racism, but sometimes, starter ceiling describes the limited advancement of the deaf, blind, di sabled, and aged.Quiz Gender and Cross-cultural Leadership1. Which statement is most accurate according to the research on gender and leadership?a. men are more effective than women as leaders in organizationsb. women are more effective than men as leaders in organizationsc. men and women have an equal opportunity to be effective leadersd. men and women do not differ in their effectiveness as leaders2. Which is least likely to be a reason for the glass ceiling in large organizations like business?a. differences in leadership behavior displayed by men and womenb. implicit theories about the attributes required for effective leadershipc. popular stereotypes about the skills and traits of men and womend. less encouragement and developmental opportunities for womenLeader provisionOrganisations around the globe spend billions of dollars, yen and Euros on leadership training and development.Some people do not have what it takes to be a leader. Evidence indicates that leadership training is more likely to be successful with individuals who are high self-monitors. Also individuals with higher levels of a trait called motivation to lead are more receptive to leadership development opportunities.Skills that can be taught are implementation skills in relation to effective visions, trust building, mentoring and situational analysis.Online leadershipWrite down the three main challenges of online leadership______________________________________________________________________________________________________Leadership Role-Play Handling Confrontation (Mon)In groups (min. 3 max 4 people) think of a scenario in which a manager has to deal with employees about a problem in a oeuvre interview. Prepare a written script that you will hand a copy to your instructor when you do it. Appoint one person as the reporter, one person as the manager, and the rest as employees. The reporter sets the picture for us and the others act out the scenario in about 5 minutes. Then the reporter puts up a slide to summarize the leader-follower dynamics illustrated in the role-play, as reflected by the theory that we have learnt in the workbook. The class will then discuss this abstract and analyze it further, drawing effective conclusions from the theory that we have learnt.Three important questions to askWhat kind of leadership style did the manager use?What is his relationship like with the follower/s?What do you think will be the outcome of the confrontation?