1
Q
What is Leadership?
A
-A process
-Occurs through influence, interaction, and guiding
-Occur at any level, no formal authority required
2
Q
Leadershup vs Management
A
Management
-Focuses on planning, organizing, coordinating
-Maintains order, structure, efficiency
-Relies on authority, rules, and formal roles
Leadership
-Focuses on vision, influence, motivation
-Encourages innovation and long-term growth
-Relies on inspiration and relationships rather than authority
3
Q
Connection between leadership and management
A
-Organizations need both for success
-Strong leaders use management skills
-Strong managers use leadership behaviours
4
Q
Legitimate Power
A
-Power gained from formal position or authority (e.g., manager, supervisor).
-People comply because they recognize the role’s right to make decisions.
5
Q
Reward Power
A
-Power from the ability to provide rewards (pay raises, recognition, opportunities).
-People comply because they want positive outcomes.
6
Q
Coercive Power
A
-Power based on the ability to punish or impose consequences (reprimands, reduced hours).
-Creates fear and often lowers motivation if overused.
7
Q
Expert Power
A
-Power from knowledge, skills, or expertise.
-People follow because they trust the leader’s competence.
8
Q
Referent Power
A
Power from being liked, respected, or admired.
People follow because they identify with the leader.
9
Q
Informational Power
A
-Power from having access to valuable information or the ability to share it effectively.
-Influence comes from controlling what others need to know.
10
Q
What does poor use of power (coercive) lead to?
A
Fear and low trust
11
Q
What does effective use of power lead to?
A
Motivation and engagement
12
Q
What are toxic behaviours for the dark side of leadership?
A
manipulation, coercion, favouritism, unethical decisions
13
Q
What are the dark triad traits?
A
narcissism, Machiavellianism, psychopathy
14
Q
What is the context of leadership?
A
-External conditions that influence decisions, communication, and leadership effectiveness.
-Includes organizational culture, industry pressures, stakeholder expectations, and environmental challenges.
15
Q
Why does no single leadership style work?
A
-Leaders must adapt to the situation.
-Effective leaders read the environment, understand people involved, and adjust their approach.
16
Q
The role of culture in leadership
A
-Culture = shared beliefs, values, norms, and practices shaping behavior and expectations.
-Strong cultural awareness improves communication, decision-making, and trust.
17
Q
What does ignoring culture in leadership lead to?
A
miscommunication, resistance, damaged relationships.
18
Q
What is cultural competency?
A
-Involves respecting differences and adapting leadership behaviour.
-Benefits: stronger cohesion, innovation, and inclusion.
19
Q
What does global leadership require?
A
-Navigating different cultures, systems, and communication norms.
-Leaders must be flexible, culturally aware, and strong communicators.
-Manage virtual teams, time zone barriers, and diverse backgrounds
-Consider global issues when making decisions
20
Q
What is Cultural Inteligence (CQ)
A
The ability to adapt to different cultural expectations
21
Q
What are teams?
A
Interdependent individuals working toward shared goals.
Develop over time, cannot be formed instantly.
22
Q
What do teams require?
A
Clear roles, communication, trust, and common objectives.
23
Q
What are team dynamics?
A
Interactions, behaviours, relationships affecting performance.
24
Q
What are positive team dynamics?
A
Collaboration, trust, innovation
25
What are negative team dynamics?
Confict, poor communication, disengagement
26
What is team leadership?
-Guiding, motivating, and coordinating a group toward shared goals.
-Focuses on collaboration, communication, and shared problem-solving.
-Requires interpersonal and strategic skills.
-Effective leaders balance support with accountability and clarity of roles.
27
Why is psychological safety essential for team leadership?
Members feel safe to speak up, take risks, and admit mistakes.
28
What does strong team leadership lead to?
High productivity, innovation, cohesion.
29
What is collective leadership?
-Leadership distributed across individuals, not leader-centric.
-Emphasizes networks, collaboration, and shared influence.
-Multiple leaders may emerge in different contexts and levels of the organization.
-Often more effective and flexible than traditional models.
30
What is effective motivation?
-Understanding individual needs, goals, and strengths.
-Leaders foster intrinsic motivation through meaningful tasks, recognition, and growth opportunities.
31
Path-Goal Theory
-Leaders motivate by clarifying paths to goals.
-Leader behaviour adapts to follower needs and task demands:
-Directive
-Supportive
-Participative
-Achievement-oriented
-Leaders remove obstacles, provide guidance, align rewards with goals.
32
What are the 6 bases of power?
Legitimate, reward, coercive, expert, referent, informational
33
What are the 6 cultural dimensions of Hofstede Cultural Framework?
-Power Distance
-Individualism vs. Collectivism
-Masculinity vs. Femininity
-Uncertainty Avoidance
-Long-Term vs. Short-Term Orientation
-Indulgence vs. Restraint
34
What leadership is required for a high power distance?
Autocratic
35
What leadership is required for a low power distance?
Participative
36
What is ethical leadership?
-Guiding others using principles of integrity, fairness, transparency, and responsibility.
-Ethical leaders model ethical behaviour and consider moral implications of decisions.
37
What does unethical leadership achieve?
Short-term gains but destroys trust, respect, and legitimacy.
38
What are the ethical theory frameworks?
Utilitarianism, Deontology, and Virtue ethics
39
What is Utilitarianism?
Maximize overall good
40
What is Deontology?
Follow duties/rules
41
What is virtue ethics?
Act according to moral virtues
42
What is inclusion?
Creating environments where people feel valued, respected, and able to contribute fully.
43
What does exclusion cause?
Anxiety, insecurity, and reduced engagement
44
Inclusion is a _____ and leaders must understand its ______?
-Basic human need
-emotional and social impact
45
Inclusion in the Workplace
-Inclusive workplaces encourage diverse perspectives and psychological safety.
-Leaders use empathy, active listening, and continuous reflection to support inclusion.
46
What is belonging?
Deeper feeling of acceptance; ability to be ones authentic self
47
What is the effect of belonging in the workplace?
Increases collaboration, creativity, and commitment
48
What does rapid change (technology, systems, processes) in the workplace lead to?
Can make people feel left behind
49
What do inclusive leaders do?
-Involve employees in change processes
-Provide training, support, and explanations
-Allow open dialogue and feedback
-Goal: ensure no one feels excluded during transitions.
50
Why is inclusion a no one-size-fits-all approach?
-Inclusion varies between individuals
-Leaders must reflect on preferences, behaviours and assumptions
51
How to leaders create inclusion?
-Offering multiple ways to contribute
-Making meetings accessible
-Amplifying quieter voices
-Adapting communication formats
52
What do barriers to inclusion come from?
Systemic oppression (race, gender, disability, socioeconomic status, etc)
53
What is the labyrinth metaphor?
-Many complex obstacles women navigate throughout their careers.
-Unlike “glass ceiling,” labyrinth has multiple barriers, not just one.
54
Recognizing ____ is the first step; addressing ____ is the responsibility.
-Bias
-Systemic impact
55
What are the inclusive leadership responsibilities?
-Create equitable policies and practices.
-Advocate for marginalized voices.
-Ensure diverse input shapes decisions and structures.
-Promote fairness and challenge exclusionary norms.
56
What is the trait approach?
-Focuses on identifying personal characteristics associated with effective leaders.
-Early views (Great Man Theory): leaders are born, not made.
-Common traits linked to leadership: intelligence, confidence, integrity, charisma.
57
What are the 5 traits often associated with leadership?
Extraversion
Conscientiousness
Openness
Emotional stability
Agreeableness
58
What are the strengths of the trait approach?
Straightforward—helps identify potential leaders.
Encourages self-reflection about personal strengths and weaknesses.
59
What are the limitations of the trait approach?
Ignores situational/contextual factors.
Suggests leadership ability is fixed rather than developable.
Historically biased toward male, dominant, Western leadership stereotypes.
May overlook relational or introverted leadership styles.
60
What is the Skill Approach?
Emphasizes that leadership is based on teachable skills, not innate traits.
61
What is Katz's (1955) 3 skills model?
Technical
Human
Conceptual
62
What are technical skills?
Specialized knowledge, hands-on-expertise
63
What are human skills?
Communication, collaboration, interpersonal ability
64
What are conceptual skills?
Strategic thinking, problem-solving, vision-setting.
65
What is the most important skill for lower-level leaders?
Technical
66
What is the most important skill for middle level leaders?
Balance across all 3 (tech, human, conceptual)
67
What is the most important skill for upper level leaders?
Conceptual
68
What is the Mumford's Skill Model (2000)?
-Leadership skills grow through experience and learning.
-Includes attributes (cognitive ability, motivation, personality), competencies (problem-solving, social judgment, knowledge), and outcomes (performance).
69
What are the strengths of the skill approach?
Leadership is accessible—skills can be learned and developed.
Encourages continuous growth and training.
70
What are the limitations of the skills approach?
Does not fully address how personality or motivation affect skill use.
Less focus on how context shapes skill demands.
71
What is the Behavioural Approach?
Focuses on what leaders *do*—observable actions rather than traits or skills.
72
What are the types of leadership behaviours?
Task-oriented and Relationship-oriented
73
What is Task-oriented behaviours?
Setting goals, organizing work, and productivity.
74
What is Relationship-oriented behaviours?
Support, motivation, communication, and development.
75
What is the Blake & Mouton Leadership Grid?
Plots concern for people vs. concern for production.
Highlights leadership styles such as:
Authority-Compliance
Country Club
Team Management
Impoverished
Middle-of-the-road
76
What is the Authority-Compliance leadership style?
High task, low people
77
What is the Country club leadership style?
Low task, high people
78
What is the Team Management leadership style?
High task, high people
79
What is the Impoverished leadership style?
Low task, low people
80
What is the Middle-of-the-road leadership style?
Moderate focus on both task and people
81
What are the strengths of the Behavioural Approach?
Practical—behaviours can be observed, practiced, improved.
Highlights importance of balancing task and relationship behaviours.
82
What are the limitations of the Behavioural approach?
Does not account for situational demands—behaviours may not work in all contexts.
Does not fully explain why some behaviours succeed in one setting but fail in another.
83
What is the Situational Approach?
-Leadership style should adjust based on follower readiness and the situation.
-Leaders assess followers’ competence and commitment, then adapt accordingly.
84
What is the Hersey & Blanchard's Situational Leadership Theory?
Directing, Coaching, Supporting, Delegating
85
What is Directing?
high directive, low supportive (followers lack competence)
86
What is Coaching?
high directive, high supportive (followers need guidance + motivation)
87
What is Supporting?
low directive, high supportive (followers competent but need confidence)
88
What is Delegating?
low directive, low supportive (followers highly competent & committed)
89
What are the strengths on the Situational Approach?
Highly flexible and adaptive—fits many contexts.
Focuses on follower needs and development.
90
What are the limitiations of the Situational Approach?
Hard to apply consistently—leaders may misjudge follower readiness.
Limited research support for specific style-effectiveness claims.
91
What is Followership?
-Actively supporting, engaging with, and contributing to a leader’s vision.
-Not passive obedience—requires independent thinking, accountability, and collaboration.
-Leadership is a relationship; leaders and followers influence one another.
-Everyone plays both leader and follower roles depending on context.
92
What does effective followership do?
-Helps teams succeed and improves decision-making.
-Strong followership builds humility, teamwork, and influence from any position.
93
What is Servant Leadership?
-Servant leaders put the needs and growth of others first.
-Focus on empowerment rather than control.
-Emphasize empathy, listening, support, and shared success.
-Leaders serve first, lead second
94
What do teams led by servant leaders show?
Higher engagement, creativity, and trust.
95
What are the strengths of Servant leadership?
Builds strong relationships, morale, and inclusive cultures.
96
What can too little direction in leadership cause?
Risks becoming laissez-faire (policy or attitude of letting things take their own course, without interfering) and creating uncertainty.
97
What is Transformational Leadership?
-Inspires and motivates followers to exceed expectations and pursue meaningful change.
-Focuses on vision, innovation, and challenging the status quo.
-Creates cultures of trust, excitement, growth, and purpose.
98
Where is Transformational leadership highly effective?
In fast-changing or mission-driven environments
99
Why is balance in Transformational leadership crucial?
Constant transformation can overwhelm or exhaust teams.
Effective leaders know when to push for change and when to provide stability.
100
What is Adaptive Leadership?
-Helps people navigate uncertainty, complex problems, and rapid change.
-Leaders encourage critical thinking, flexibility, and continuous learning.
-Leadership involves asking the right questions, not having all the answers.
-Focuses on identifying outdated practices and guiding teams through transitions.
101
Why is balance crucial for Adaptive leadership?
Too much change leads to resistance, too little leads to stagnation
102
What is Emotional Intelligence (EQ)?
The ability to understand, regulate, and respond to emotions in yourself and others.
Core components include self-awareness, self-regulation, empathy, motivation, and social skills.
103
What do leaders with high emotional intelligence do?
Communicate well, build relationships, and manage conflict constructively
104
What does emotional intelligence enable?
Trust, psychological safety, and effective team collaboration.
105
What is emotional intelligence essential for?
Influence, motivation, and relationship-building
106
Self-awareness in leadership
Self-awareness reveals patterns (e.g., avoiding conflict, over-controlling, seeking validation).
The more self-aware leaders are, the more grounded, intentional, and adaptable they become.
107
Reflection as a leadership skill
-Growth requires stepping back, asking what happened, why it happened, and what to learn.
-Reflection builds emotional intelligence, empathy, and adaptability.
-Leaders must notice their actions before they can improve—“You can’t change what you don’t know about.”
108
What is the Gibbs Reflective Cycle?
-Description → Feelings → Evaluation → Analysis → Conclusion → Action Plan
-Best for structured deep reflection
-Leadership focus: broad applications
109
What is the Kolb's Experiential Learning Cycle?
-Concrete Experience → Reflective Observation → Abstract Conceptualization → Active Experimentation
-Best for learning through action and adaptation
-Leadership focus: growth through experience
110
What is Rolfe's "What? So What? Now What?" ?
-Simple, fast model → good for debriefs and accessible analysis
-Leadership focus: general, not leadership-specific
111
What is the Leadership Learning Cycle (LLC)?
-Experience → Reflection → Insight → Application
-Best for leadership development specifically
-Leadership focus: turning insight into future leadership practice
112
Vulnerability in Leadership
-Builds trust, authenticity, and psychological safety.
-Leaders show vulnerability by: Admitting mistakes, Asking for help, Sharing lessons learned, Acknowledging limits
-Does NOT mean oversharing or lacking confidence.
-When leaders model honesty, teams feel safe to speak up, grow, and be human.
-Creates stronger relationships, resilience, and connection.
113
What is the Leader-Member Exchange (LMX) Theory?
-Leadership is defined through relationships between leaders and individual followers.
-Leaders naturally form different-quality relationships with different team members.
114
What is the In-group of LMX?
high trust, strong communication, more autonomy and opportunities.
115
What is the Out-group of LMX?
more formal, transactional, fewer opportunities or support.
116
What does the LMX theory encourage leaders to examine?
-Who gets more access, support, or opportunities
-Whether some team members feel excluded
-How to create more balanced, intentional relationships
-Goal: build trust and openness across the team—not identical relationships, but equitable ones.
117
Haley manages a small team at her company. One of her employees, Ian, has been struggling to meet deadlines. When Haley meets with Ian to discuss the performance issue, she first starts by checking on him personally. Which leadership trait is Haley demonstrating?
Sociability
117
If a researcher studies how leadership might be different based on the size of the work team, which of the following aspects of leadership are they most concerned with?
Groups
118
Giuse wrote a report laying out all possible benefits and problems that could stem from enacting the new plan being developed by corporate management. Which of the following problem-solving skills is he using?
Forecasting
F25
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