CHAPTER 12: LEADERSHIP
Learning Objectives
Module 12.1
Distinguish between the concepts of leader emergence and leader effectiveness.
Understand the connections between managerial and leadership roles.
Module 12.2
Understand traditional theories of leadership including the trait and power approaches.
Describe the results of the OhioState and Michigan Studies of leadership behavior.
Explain the contingency approach to leadership.
Module 12.3
Explain Leader-Member Exchange theory and the distinctions between in-group and out-group members.
Distinguish between transactional, transformational, and charismatic leadership.
Module 12.4
Explain the challenges of leadership in the changing workplace.
Describe the results of research examining gender differences in leadership.
Describe recent developments in the role that personality plays in leadership.
Explain the role that culture plays in the effectiveness of various leadership strategies.
Chapter Outline
Module 12.1 The Concept of Leadership
Some Conceptual Distinctions
Leader Emergence versus Leadership Effectiveness
Leader Emergence
The Problem of Defining Leadership Outcomes
Negative Leadership Outcomes: The Destructive Leader
Leader versus Manager or Supervisor
The Blending of Managerial and Leadership Roles
Leader Development versus Leadership Development
The Motivation to Lead
Module 12.2 Traditional Theories of Leadership
The “Great Man” Theories
The Trait Approach
The Power Approach to Leadership
The Behavioral Approach
The OhioStateUniversity Studies
The University of Michigan Studies
The Contingency Approach
The Consequences of Participation: The Vroom–Yetton Model
Module 12.3 New Approaches to Leadership
Leader–Member Exchange (LMX)
Transformational Leadership
Authentic Leadership
The Charismatic Leader
Module 12.4 Emerging Topics and Challenges in Leadership Research
Leadership in a Changing Workplace
Male and Female Leaders: Are They Different?
The Demographics of Leadership
The Leadership Styles of Men and Women
Personality and Leadership
Cross-Cultural Studies of Leadership
Leadership in a Diverse Environment
Guidelines for Effective Leadership
Glossary Terms for Chapter 12
This list of key terms and important concepts from Chapter 12 can be used in conjunction with reviewing the material in the textbook. After reviewing Chapter 12 in the textbook, define each of the following key terms and important concepts fully. Check your answers with the textbook, and review terms with which you have difficulty. Good luck!
Module 12.1
leader emergence
leadership effectiveness
leader
attempted leadership
successful leadership
effective leadership
leader development
leadership development
interpersonal competence
power motive
activity inhibition
affiliation need
Module 12.2
“great man” theories
trait approach
power approach
behavioral approach
consideration
initiating structure
task-oriented behavior
relations-oriented behavior
participative behavior
contingency approach
job maturity
psychological maturity
Module 12.3
leader-member exchange (LMX) theory
in-group members
out-group members
life-cycle of a leader-follower relationship
transformational leadership
transactional leadership
idealized influence
inspirational motivation
intellectual stimulation
individualized consideration
laissez-faire leadership
full-range theory of leadership
Multifactor Leadership Questionnaire (MLQ)
charisma
charismatic leader
charismatic leadership theory
Module 12.4
virtual team
Global Leadership and Organizational Behavior Effectiveness (GLOBE)
culture-specific characteristics
Practice Questions for Chapter 12
Multiple Choice Items: Please choose the correct answer to the following questions. Answers are shown at the end of the chapter in this Study Guide.
1. If a researcher is studying the characteristics of individuals who become leaders, he or she would particularly be interested in ______.
a. leader treatment
b. leadership effectiveness
c. leader emergence
d. leadership ability
2. All of the following are personality characteristics that are associated with individuals who emerge as leaders except:
a. Emotional stability
b. Agreeableness
c. Extraversion
d. Openness to experience
3. All of the following are descriptive of the more modern approach to trait theory except:
a. It defines personality traits behaviorally.
b. It considers traits in the context of organizational/situational variables.
c. It has not had the success of traditional trait theory.
d. It includes a general consensus on the meaning of personality traits.
4. Most leadership training programs concentrate on developing, maintaining, or enhancing individual attributes. This is most accurately described as an example of:
a. behavior development
b. personality development
c. leadership development
d. leader development
5. The researchers at OhioStateUniversity pursued an approach that dealt with two dimensions: consideration and initiating structure. Which general leadership approach did they utilize?
a. Maturity approach
b. Contingency approach
c. New trait theory
d. Behavioral approach
6. What is the general notion behind the contingency approach?
a. Any tactic should be backed up by an alternate course of action.
b. The success of any given tactic depends upon multiple factors or situations.
c. The ability of one factor to influence another factor is inherently ambiguous.
d. Multiple factors must be considered in developing a course of action.
7. ______leadership is best when the job is boring or the subordinate lacks self-confidence, whereas ______leadership is most effective when the job is not clearly defined.
a. Supportive; directive
b. Directive; supportive
c. Participative; directive
d. Directive; participative
8. Which of the following is characteristically true of out-group members?
a. They are more likely to stay in an organization.
b. They view exchanges with their leaders as simply contractual.
c. They see themselves as involved in valuable knowledge exchange.
d. Their leaders initiate discussions about personal matters with them.
9. Which of the following is a criticism of the Multifactor Leadership Questionnaire?
a. It is based on only one theory, that of transactional leadership theory.
b. It is unclear how many transactional and transformational strategies there are.
c. It is overly long and often frustrates the test takers.
d. It tends to be imprecise in measuring what it says it is measuring.
10. According to a study described in the textbook, the mental health of female managers was ______if they adopted a(n) ______style in a male dominated industry.
a. worse; autocratic
b. worse; interpersonal
c. better; interpersonal
d. better; nurturing
Chapter 12 Exercises
Exercise 12.1. Identify which leadership theory is referenced in each of the following quotes. Explain why you choose the particular leadership theory for each quote.
“A true leader is always led” -- C. G. Jung, Swiss Psychologist (1875-1961)
______
“The key to successful leadership today is influence, not authority” - Kenneth Blanchard, business consultant and author
______
“A leader takes people where they want to go. A great leader takes people where they don’t necessarily want to go but ought to be” -- Rosalynn Carter, former First Lady, (1927- )
______
“A good leader is a person who takes a little more than his share of the blame and a little less than his share of the credit” - John C. Maxwell, founder of INJOY Leadership Group
______
“To measure a man is to measure what he does with power” – Pittacus, Greek statesman and military leader (650–570 B.C.)
______
“Power is not revealed by striking hard or often, but by striking true” -- Honore de Balzac, French journalist and writer (1799-1850)
______
Exercise 12.2. Choose a recent U.S. President. Discuss the extent to which the President used transformational or charismatic leadership in developing his agenda and vision in terms of 2 issues that are important to you (e.g., economy, taxes, environment, national security, international affairs).
Answer Key for Multiple Choice Questions for Chapter 12
1. c
2. b
3. c
4. d
5. d
6. b
7. a
8. b
9. b
10. b