Test bank Leadership Research Findings Practice and Skills 8th Edition

Leadership can also be defined as “the influential increment over and above mechanical compliance with directions and ; See “The Meaning of ;

Leadership is often regarded as a partnership or collaboration between leaders and group members. It concerns with several individuals within a team serving as leaders, both by formal and informal assignment. See “The Meaning of ;

A major contributor to leader burnout is being responsible for an action that hurts so many people, such as laying off workers. See “The Satisfactions and Frustrations of Being a ;

Effective leaders have to be good managers themselves or be supported by effective managers. See “The Meaning of ;

An overview of research on managerial succession over a recent twenty year period provides more support for the idea that leadership has an impact on organizational performance. Using different methodologies, these studies arrived at the same conclusion that changes in leadership are followed by changes in company performance. See “The Impact of Leadership on Organizational ;

According to the substitutes for leadership viewpoint, factors in the work environment that provide guidance and incentives to perform, make the leader’s role almost superfluous. See “The Impact of Leadership on Organizational ;

An effective leader takes the time to coach and motivate team members, and sometimes to inspire large groups of people inside the organization. Providing team members with feedback concerning ineffective performance is part of the coach and motivator role of a leader. See “Leadership ;

Performing individual contributor tasks on a regular basis, such as making sale calls or repairing machinery is part of the technical problem solver role of a leader. See “Leadership ;

Carrying out the strategic-planner role enables the manager to practice strategic leadership. One of the activities included under this category is helping the firm deal with the external environment. See “Leadership ;

A leader works directly with people, often teaching them job skills, serving as a mentor, and listening to personal problems. Part of a leader’s job is to help other people become managers and leaders. See “The Satisfactions and Frustrations of Being a ;

The higher you rise as a leader, the lonelier you will be in a certain sense. Leadership limits the number of people in whom you can confide. See “The Satisfactions and Frustrations of Being a ;

People at all levels of an organization, from the office assistant to the chairperson of the board, must be aware of political factors. Yet you can avoid politics more easily as an individual contributor than you can as a leader. As a leader you have to engage in political byplay from three directions: below, sideways, and upward. See “The Satisfactions and Frustrations of Being a ;

The formula, L = f (l, gm, s) implies that the leadership process is a function of the leader, group members (or followers), and other situational variables. See “A Framework for Understanding ;

According to the basic framework for understanding leadership, leadership is a function of both the leader and the led and the complexity of the context (setting and environment). See “A Framework for Understanding ;

Leader behavior and style refers to the activities engaged in by the leader, including characteristic approach, that relate to his or her effectiveness. See “A Framework for Understanding ;

A component of the general learning model applied to leadership skills is to obtain feedback on skill utilization from others. See “Skill Development in ;

Effective followers build their competence and focus their efforts for maximum impact. Competence centers on mastering skills that will be useful to the organization. Less effective group members rarely take the initiative to engage in training and development. See “A Framework for Understanding ;

communicate with people.

delegate responsibility to others.

maintain equilibrium in the organization.

inspire people’s confidence and gain their support.

The common characteristic of leaders is their ability to inspire and stimulate others to achieve worthwhile goals. Therefore, leadership can be defined as the ability to inspire confidence and support among the people who are needed to achieve organizational goals. See “The Meaning of ;

having other people tell you what is right.

explaining what is right.

doing what is right.

duplicating what is right.

According to Rudy Giuliani, leadership involves first figuring out what’s right, and then explaining it to people, as opposed to first having people explain to you what’s right, and then just saying what they want to hear. See “The Meaning of ;

only in the executive suite.

at any level in the organization.

only by people whose job title includes “manager.”

only when employees are performing below standard.

Leadership is not only found among people in high-level positions. Leadership is needed at all levels in an organization and can be practiced to some extent even by a person not assigned to a formal leadership position. See “The Meaning of ;

building in which the company headquarters is located.

decision to list a company on the stock exchange.

industry in which the company operated.

price of the stock.

A group of researchers analyzed 200 management techniques as employed by 150 companies over ten years. The study found that the choice of a CEO leader is as important as the choice of whether to remain in the same industry or enter a different one. See “The Impact of Leadership on Organizational ;

financial incentives that encourage people to work independently.

group members who are in charge when the leader is absent.

factors in the work setting that make leadership superfluous.

extra compensation given to employees who are asked to supervise their own work.

Substitutes for leadership refers to factors in the work environment that provide guidance and incentives to perform, making the leader’s role almost superfluous. See “The Impact of Leadership on Organizational ;

is so self-motivating that the worker requires very little leadership.

usually involves computer technology.

is usually performed when the leader is away.

lies outside the jurisdiction of leaders.

Employees who are engaged in work they find strongly self-motivating, or intrinsically satisfying, require a minimum of leadership. Part of the reason is that the task itself grabs the worker’s attention and energy. See “The Impact of Leadership on Organizational ;

work at cross purposes against the leader.

have a larger impact on business outcomes than does the leader.

are more relevant to group members than is the leader.

point leaders in an unethical direction.

Pfeffer, in his leadership irrelevance theory, argues that factors outside the leader’s control have a larger impact on business outcomes than do leadership actions. See “The Impact of Leadership on Organizational ;

personality of the organization.

personality of the leader.

product mix offered to the public.

efficiency of operations.

According to the findings of Jim Collins’ research, corporate leaders are slaves of much larger organizational forces. It is not the leader’s personality that makes a difference; more important is the organization’s personality. See “The Impact of Leadership on Organizational ;

“Under what conditions do leaders make a difference?”

“How well liked is the leader?”

“What is the history of the firm?”

“What company policies regulate leadership?”

A useful perspective on whether leadership makes a difference is to ask the right question as framed by J. Richard Hackman and Ruth Wageman. Instead of asking if leaders make a difference, we should be asking under what conditions leaders make a difference. See “The Impact of Leadership on Organizational ;

figurehead.

coach.

team leader.

spokesperson.

Four specific behaviors fit the figurehead role of a leader: entertaining clients or customers as an official representative of the organization, making oneself available to outsiders as a representative of the organization, serving as an official representative of the organization at gatherings outside the organization, and escorting official visitors. See “Leadership ;

deal with outside groups.

display loyalty to superiors.

informally recognize team member achievements.

bargain with superiors for funds, facilities, and equipment.

An effective leader takes the time to coach and motivate team members, and sometimes to inspire large groups of people inside the organization. This role includes five specific behaviors. One of them includes informally recognizing team members’ achievements. See “Leadership ;

negotiates for a larger budget for her team.

represents her group at a company meeting.

holds a meeting to talk about team accomplishments.

helps the group solve a technical problem.

A key aspect of a leader’s role is to build an effective team. Activities contributing to team builder role include ensuring that team members are recognized for their accomplishments, initiating activities that contribute to group morale, and holding periodic staff meetings to encourage team members to talk about their accomplishments, problems, and concerns. See “Leadership ;

takes a key customer to lunch.

coaches an account executive on how to close a major sale.

makes plan for enlarging the office.

looks for ideas in the outside world that could help the company.

Top-level managers engage in strategic planning, usually assisted by input from others throughout the organization. Carrying out the strategic-planner role enables the manager to practice strategic leadership. The strategist role is concerned with shaping the future of the organization, or a unit within the larger organization. See “Leadership ;

being able to avoid the long hours typically worked by team members.

loads of overtime pay.

the opportunity to sidestep organizational politics.

a chance to help others grow and develop.

A leader works directly with people, often teaching them job skills, serving as a mentor, and listening to personal problems. Part of a leader’s job is to help other people become managers and leaders. A leader often feels as much of a people helper as does a human resource manager or a counselor. See “The Satisfactions and Frustrations of Being a ;

losing contact with paperwork and email.

isolation from problems involving people.

having fewer people to confide in about work-related issues.

being out of the loop in terms of company policies.

The higher you rise as a leader, the lonelier you will be in a certain sense. Leadership limits the number of people in whom you can confide. See “The Satisfactions and Frustrations of Being a ;

controlling costs versus spending money.

granting people the authority to act independently yet getting them aligned.

built-in conflicts between labor and management.

motivating versus satisfying employees.

A major challenge facing leaders is to navigate among conflicting goals. The central theme of these dilemmas is attempting to grant others the authority to act independently, yet still getting them aligned or pulling together for a common purpose. See “The Satisfactions and Frustrations of Being a ;

gross marketing share.

group members.

gross national product.

satisfactions of the leader’s boss.

The basic assumption underlying the leadership framework can be expressed in terms of a simple formula with a profound meaning: L = f ( l,gm,s). The formula means that the leadership process is a function of the leader, group members (or followers), and other situational variables. See “A Framework for Understanding ;

being impressive enough to get promoted.

attaining desirable outcomes such as productivity and satisfaction.

creating an attractive vision.

turning over decision-making responsibility to group members.

Leadership effectiveness refers to attaining desirable outcomes such as productivity, quality, and satisfaction in a given situation. See “A Framework for Understanding ;

personality traits of leaders.

various forces in the environment.

personal characteristics of group members.

forces beyond the control of the leader.

Leadership does not exist in the abstract but takes into account factors related to the leader, the person or persons being led, and a variety of forces in the environment. See “A Framework for Understanding ;

memorizing lists of great business leaders.

making cross-comparisons of leadership theories.

reading vision statements in annual reports.

conceptual information supported by examples of leaders in action.

Developing leadership skills is more complex and ambiguous than developing a structured skill. A general learning model of skill development in leadership will include conceptual information demonstrated by examples and brief descriptions of leaders in action. See “Skill Development in ;

intelligence and emotional maturity.

engagement with the leader and the group.

relevant job experience.

job relevant skills.

Barbara Kellerman offers a typology that helps explain how followers differ from one another. She focuses on the defining factor of the level of engagement with the leader or group to arrive at five types of follower such as isolates, bystanders, participants, activists, and diehards. See “Followership: Being an Effective Group ;

Reliance on being managed or led by another person

Commitment to something beyond oneself

Building competence

Independent and critical thinking

As observed by Robert E. Kelley, effective followers share four essential qualities: self-management, commitment, competence, and courage. Hence, reliance on being managed by another person is the least essential characteristic of an effective follower. See “Followership: Being an Effective Group ;

make sure the group members get their yearly salary increases.

make all the major decisions himself or herself.

solicit input from the right group members.

make the hierarchy as steep as possible.

A key role for followers is to collaborate with leaders in achieving organizational goals. When high-level leaders do not make all of the decisions but solicit input from knowledgeable group members, leaders and followers work together more closely. See “Followership: Being an Effective Group ;

a reversal of roles between leaders and followers.

an overthrow of authority by leaders.

competition between leaders and followers.

collaboration between leaders and followers.

An argument for leadership irrelevance is that in the modern organization effective leadership means widespread collaboration in obtaining ideas, rather than the heroic leader doing all the innovating. See “The Impact of Leadership on Organizational ;

​transparency

​skill utilization

​commitment

​charisma

As observed by Robert E. Kelley, effective followers share four essential qualities: self-management, commitment, competence and focus, and courage. See “Followership: Being an Effective Group ;

​isolate

​diehard

​participant

​emergent

Emergent leaders are group members who significantly influence other group members even though they have not been assigned formal authority. See “The Meaning of ;

​Leadership is pro-active.

​Leadership resides in a single person or role.

​Leadership continually evolves.

​Leadership is a collective process.

According to Nick Petrie “There is a transition occurring from the old paradigm in which leadership resided in a person or role, to a new one in which leadership is a collective process that is spread throughout networks of ; See “The Meaning of ;

​a consistent relationship is found between who is in charge and how well an organization performed.

​incompetent leadership can be counterbalanced by certain factors in the work situation.

​workers who incorporate strong professional norms often require a minimum of supervision and leadership.

​leadership roles are a subset of the managerial roles.

An overview of research on managerial succession over a recent twenty year period provides more support for the idea that leadership has an impact on organizational performance. A consistent relationship was found between who is in charge and how well an organization performed as measured by a variety of indicators. See “The Impact of Leadership on Organizational ;

​Leaders have plenty of room to influence others despite several ;

​Factors within a leader’s control have a larger impact on business outcomes than do leadership actions.

​Centralized leadership is the most efficient form of running an organization.

​High-level leaders have unilateral control over only a few resources.

Jeffrey Pfeffer, a professor of organizational behaviour at Stanford University, theorizes that leadership is irrelevant to most organizational outcomes. He argues that factors outside the leader’s control have a larger impact on business outcomes than do leadership actions. One of the arguments is that high-level leaders have unilateral control over only a few resources. See “The Impact of Leadership on Organizational ;

​focus

​self-management

​competence

​courage

The key to being a good follower is to think for oneself and to work well without close supervision. Effective group members see themselves as being as capable as their leaders. This quality is known as self-management. See “Followership: Being an Effective Group ;

​isolates

​participants

​activists

​diehards

​participants

​diehards

​isolates

​bystanders

​diehard

​activist

​bystander

​isolate

​participant

​bystander

​activist

​diehard

​coach and motivator

​team builder

​entrepreneur

​team player

​strategic planner

executor

​spokesperson

​figurehead

​executor

​figurehead

​team builder

​technical problem solver

​the new CEO will act in a way similar to the previous CEOs.

​the new CEO has unilateral control over only a few resources.

​Edmonton Bank uses information technology for many of its supervisory functions.

​the new CEO is limited by obligations to Edmonton Bank’s shareholders.

​Practice in natural settings

​Feedback on skill utilization, or performance, from others

Conceptual information demonstrated by examples and brief descriptions of leaders in action

​Experiential exercises

​Courage

​Competence

​Committment

​Self-management

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The anti-leadership argument holds that the impact of the leader on organizational outcomes is smaller than the impact of forces within the situation.

At times, as Samuel feel, competent leadership is not necessary, and incompetent leadership can be counterbalanced by certain factors in the work situation. Under these circumstances, leadership itself is of little consequence to the performance and satisfaction of team members. According to this viewpoint, many organizations have substitutes for leadership. Such substitutes are factors in the work environment that provide guidance and incentives to perform, making the leader’s role almost superfluous.

1. Closely knit teams of highly trained individuals: When members of a cohesive, highly trained group are focused on a goal, they may require almost no leadership to accomplish their task.

2. Intrinsic satisfaction: Employees who are engaged in work they find strongly self-motivating, or intrinsically satisfying, require a minimum of leadership. Part of the reason is that the task itself grabs the worker’s attention and energy. The worker may require little leadership as long as the task is proceeding smoothly.

;Professional norms: Workers who incorporate strong professional norms often require a minimum of supervision and leadership. A group of certified professional accountants may not need visionary leadership to inspire them to do an honest job of auditing the books of a client or advising against tax fraud.

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As a manager and a leader, Sally carries out many ;Mintzberg and other researchers identified ten roles that can be classified as part of the leadership function of management.

1. Figurehead

2. Spokesperson

3. Negotiator

4. Coach and motivator

5. Team builder

6. Team player

7. Technical problem solver

8. Entrepreneur

9. Strategic planner

10. Executor

Even as the manager of highly skilled and motivated workers like Samuel, Sally demonstrates leadership in her roles as a negotiator, strategic planner, problem solver, executor, figurehead, and a spokesperson. She can choose any of these roles to demonstrate the relevance of leadership in organizational performance.

Brent appears to be experiencing the frustrations of being a leader. These include too much uncompensated overtime, facing a perform-or-perish mentality, and not having enough authority to carry out responsibility.

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Brent’s supervisor should talk to him about the satisfactions of being a leader, such as respect from group members and increased status, increased opportunities for advancement, and a chance to help others grow and develop. Other satisfactions include a feeling of power and prestige, higher incomes, receiving more inside information, and an opportunity to control money and other resources.​

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Brent’s supervisor should also talk to him about the various roles he can play as a team leader. These include being a spokesperson and negotiator on behalf of the team as well as upper management,  being a coach and motivator to his team members, and helping his team solve technical problems.

Barbara Kellerman offers a typology that helps explain how followers differ from one another. She focuses on the defining factor of the level of engagement with the leader or group to arrive at five types of followers. Three types of followers are described in the scenario:

1. Isolates are completely detached and passively support the status quo by not taking action to bring about changes. In this case, the people who played along with the new plans are most likely classified as isolates. They do not care much about their leaders and just do their job without taking an interest in the overall organization. If Adam wants these team members to be more involved, he must carefully coach them. However, sometimes, firing isolates is the only option.

2. Bystanders are free riders who are typically detached when it fits their self-interests. In this case, those who support Adam’s measures as long as they receive rewards can be classified as bystanders. Bystanders have low internal motivation, so Adam has to work hard to find the right motivators to spark them into action.

3. Participants show enough engagement to invest some of their own time and money to make a difference, such as taking the initiative to learn new technology that would help the group. Those team members who offered new ideas to improve productivity are likely to be considered participants. Participants are sometimes for, and sometimes against, the leader and the company. The leader has to review their work and attitudes carefully to determine whether or not the participant is being constructive. Participants have also been regarded as active followers, or those who make a major contribution to the mission of the group.