Leadership

What is leadership?

Inspiring others to work hard to accomplish important tasks; leaders thrive through others’ successes.

How does leading fit into the management functions?

Planning sets direction, organising assembles resources, controlling keeps results on track, and leading builds commitment and enthusiasm to achieve goals.

What is power in leadership?

The ability to get others to do what you want done and make things happen.

What is the managerial power equation?

Managerial power = Position power × Personal power.

What are the three types of position power?

Reward, coercive, and legitimate power.

What is reward power?

Influencing by offering something of value (pay, promotion, recognition).

What is coercive power?

Influencing by punishing or withholding positive outcomes.

What is legitimate power?

Influencing through formal authority (“I am the boss”).

What are the three types of personal power?

Expert, referent, and relationship power.

What is expert power?

Influencing through special knowledge, skills, or access to key information.

What is referent power?

Influencing because others respect, admire, and want a positive association with you.

What is relationship power?

Influencing through networks and social capital built on trust and reciprocity.

What is visionary leadership?

Providing a clear, compelling future and the path to reach it, communicating it well, and inspiring commitment.

Why does vision matter to followers?

It gives meaning and makes work feel worthwhile and valuable.

Name key leadership traits admired by followers.

Honesty, competence, forward-looking, inspiring, credible.

List core trait strengths of successful leaders.

Drive, self-confidence, creativity, cognitive ability, business knowledge, motivation, flexibility, honesty, integrity.

What are task-oriented leader behaviours?

Define goals, assign responsibilities, set standards, push for completion, monitor results.

What are people-oriented leader behaviours?

Show warmth and support, maintain good relations, respect feelings, show sensitivity and trust.

What is a laissez-faire leadership style?

Low concern for task and people; very ineffective.

What is an autocratic leadership style?

High task, low people; command-and-control, expects obedience, shares little information.

What is a human relations leadership style?

High people, low task; focuses on relationships and harmony.

What is a democratic leadership style?

High task, high people; engages participation and teamwork to achieve goals.

Which style was most effective in classic studies?

“High–high” leaders strong in both task and people (democratic).

What do contingency theories of leadership propose?

Leader effectiveness depends on fit between style and situational demands.

What does Fiedler’s contingency model say about style?

Leaders are predominantly task-motivated or relationship-motivated and should seek situations that fit their style.

What three situational variables did Fiedler identify?

Leader–member relations, task structure, and position power.

When is a task-motivated leader most successful (Fiedler)?

In very favourable or very unfavourable situations.

When is a relationship-motivated leader most successful (Fiedler)?

In moderately favourable situations.

What does the Hersey–Blanchard model emphasise?

Leaders should adjust style to follower readiness (ability, willingness, confidence).

How does follower readiness guide leader behaviour (Hersey–Blanchard)

Use more direction with low readiness; reduce direction and increase support as readiness grows.

What is the core idea of House’s path–goal theory?

Leaders help followers reach work and personal goals by clarifying paths, removing barriers, and rewarding progress.

Name the four path–goal leader styles.

Directive, supportive, achievement-oriented, and participative.

When should leaders switch styles in path–goal theory?

When a different style adds value to the situation and fills what’s missing.

What does the Vroom–Jago model focus on?

Choosing authority, consultative, or group decision methods based on problem characteristics.

What three criteria guide Vroom–Jago choices?

Decision quality, decision acceptance, and decision time.

When are authority decisions appropriate (Vroom–Jago)?

Leader has expertise, time is short, and acceptance is likely.

Why use consultative or group decisions (Vroom–Jago)?

They can improve decision quality and acceptance by involving more information and buy-in.

What are substitutes for leadership?

Work or people factors that reduce the need for external leader influence because guidance comes from within the situation.

What does Leader–Member Exchange (LMX) theory highlight?

Leaders form “in-group” and “out-group” relationships that shape access to information, opportunities, and satisfaction.

How do in-group members typically fare (LMX)?

They enjoy high trust, special assignments, more rewards, and higher satisfaction.

What is transformational leadership?

Using personal power, vision, and emotional connection to inspire exceptional effort and performance.

How does transactional leadership differ?

It relies on position power and exchanges to get tasks done, lacking inspiration and emotional connection.

List hallmarks of transformational leadership.

Vision, charisma, symbolism, empowerment, intellectual stimulation, integrity.

What is emotional intelligence (EI) in leadership?

Understanding your own and others’ emotions and using this to manage relationships effectively.

Name key emotional competencies for leadership success.

Motivation/persistence, self-awareness, social awareness (empathy), self-management, relationship management.

What is interactive leadership often associated with?

Democratic, participative, inclusive approaches; strong in motivating, persuading, communicating, listening, mentoring.

What is the leadership double bind?

Women can be criticised for showing either stereotypically “male” or “female” traits, creating a no-win perception trap.

What is moral leadership?

Leading by ethical standards with integrity, consistency, and values in action to earn trust.

What is moral overconfidence?

Overestimating one’s integrity, risking unethical actions or dismissing informed advice.

Name three dark-side risks linked to moral overconfidence.

Narcissistic, Machiavellian, and psychopathic leadership tendencies.

What is servant leadership?

Other-centred leadership that serves, coaches, and empowers people to use their talents for customers, society, and the organisation.

How does servant leadership connect to authentic leadership?

It is honest, transparent, self-aware, and aligned with personal values.

What is virtual leadership?

Leading remote teams by giving clear direction, maintaining connections, resolving problems, and keeping projects on schedule.

What do virtual teams need from leaders?

Goal clarity, task coordination, tech-enabled connection, deadline focus, problem solving, and dependable support.

What classic advice did Peter Drucker give leaders?

Define mission, set clear goals and standards, accept leadership as responsibility, develop strong followers, don’t blame others, and be consistent.