study guide part 2

Leadership: Styles and Behaviors

1. How is leader trait related to leadership effectiveness and leader emergence?

   • Traits like extraversion predict leader emergence.

   • Traits alone do not guarantee effectiveness; behavior and context matter.

2. What two dimensions capture most of the leadership behaviors in which leaders engage (according to the Ohio State University study)?

   • Initiating structure: Task-focused.

   • Consideration: Relationship-focused.

3. How would the two dimensions impact outcomes?

   • Initiating structure: Improves productivity and clarity.

   • Consideration: Increases satisfaction and loyalty.

4. When would the two dimensions be more or less effective, according to the Situational Theory of Leadership?

   • High initiating structure: Best for low-skilled or new employees.

   • High consideration: Best for experienced and motivated employees.

5. What is the main idea of Leader-Member Exchange (LMX) theory?

   • Leaders develop different quality relationships with each subordinate (in-group vs. out-group).

   • High-quality exchanges lead to better performance and satisfaction.

6. What is transactional leadership? What are the different ways of exerting transactional leadership? What is laissez-faire leadership?

   • Transactional: Focus on rewards and punishments.

     • Methods: Contingent rewards, active or passive management-by-exception.

   • Laissez-faire: Avoidance of leadership responsibilities.

7. What are the four components of transformational leadership? How does transformational leadership differ from transactional leadership and laissez-faire leadership?

   • Four components:

     • Idealized influence: Role modeling.

     • Inspirational motivation: Vision and enthusiasm.

     • Intellectual stimulation: Encouraging creativity.

     • Individualized consideration: Personal attention to followers.

   • Difference: Transformational focuses on intrinsic motivation; transactional relies on extrinsic rewards; laissez-faire avoids involvement.

Organizational Culture

1. What are the components/layers of organizational culture?

   • Artifacts: Visible aspects (logos, rituals).

   • Espoused values: Stated principles.

   • Underlying assumptions: Deep-seated beliefs.

2. What can be considered as observable artifacts of culture?

   • Symbols, rituals, language, stories, physical structures.

3. What general types can be used to describe an organization’s culture? How would the four general types of culture differ by solidarity and sociability?

   • Types: Networked, communal, fragmented, mercenary.

   • Differences:

     • High sociability + low solidarity: Friendly but uncoordinated.

     • High sociability + high solidarity: Cooperative and aligned.

4. Why is it difficult to change an organization’s culture? What are the common ways to change culture?

   • Difficulties: Resistance, entrenched beliefs, and strong culture.

   • Ways to change: Leadership changes, mergers, training, and setting new norms.

5. What is culture strength? What are the advantages and disadvantages of having a strong culture?

   • Culture strength: Level of agreement on values.

   • Advantages: Consistency, loyalty, and identity.

   • Disadvantages: Resistance to change, exclusion of dissent.

6. Why does organizational culture matter?

   • Guides behavior, improves cohesion, attracts like-minded employees.

7. What is the ASA framework? What is person-organization fit? How does person-organization fit affect job performance and organizational commitment?

   • ASA framework: Attraction, Selection, Attrition.

   • Person-organization fit: Alignment between individual values and organizational culture.

   • Impact: Increases job satisfaction and commitment.

Organizational Structure

1. What are some of the more common organizational forms that an organization might adopt for its structure?

   • Functional, divisional (by product/geography), and matrix structures.

2. What are the advantages and disadvantages associated with different forms of organizational structure?

   • Functional: Efficient but siloed.

   • Divisional: Flexible but duplicative.

   • Matrix: Combines strengths but complex.

3. What are the key elements of an organization’s structure?

   • Work specialization, chain of command, span of control, centralization, formalization.

4. What factors does an organizational design process depend on?

   • Size, strategy, environment, technology, and culture.

5. How to differentiate a mechanistic structure from an organic structure, and when are they more or less effective?

   • Mechanistic: Rigid, hierarchical, suited for stable environments.

   • Organic: Flexible, decentralized, ideal for dynamic environments.