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Evaluate the claim that the U.S. academic perspective on leadership primarily emphasizes social influence and the attainment of shared, ethical objectives.
Answer: True
This statement is true. Certain academic traditions within the U.S. define leadership as a process of social influence directed toward achieving common and ethically grounded tasks.
The term 'leadership' first appeared in the English language in the early 19th century, initially denoting a specific position or office.
Answer: True
This statement is true. The Oxford English Dictionary traces the word 'leadership' in English back to 1821, initially referring to the position or office of a leader, with the abstract notion developing later.
Industrialization and the abolition of chattel slavery are identified as historical factors that spurred the development of leadership theories.
Answer: True
This statement is true. Societal transformations such as industrialization and the end of chattel slavery necessitated new frameworks for understanding leadership in evolving organizational and political structures.
The Chinese doctrine of the Mandate of Heaven suggested that rulers possessed absolute authority, irrespective of their governance quality.
Answer: False
This statement is false. The Mandate of Heaven implied that a ruler's authority was conditional upon just and effective governance; a ruler could lose the mandate if they governed poorly.
Pro-aristocracy thinkers posited that leadership was determined solely by divine right, contrasting with meritocratic viewpoints.
Answer: False
This statement is false. Pro-aristocracy thinkers often linked leadership to inherent qualities or lineage ('blue blood'), while divine right was a separate, though related, concept. Meritocratic views contrasted with both.
Confucianism viewed leadership as intrinsically linked to moral governance and the ideal of a benevolent scholar-leader.
Answer: True
This statement is true. Confucian philosophy emphasized the importance of moral conduct in leadership and promoted the ideal of a virtuous scholar-leader guiding society.
Sun Tzu's commentary identifies only courage and discipline as essential virtues for leadership.
Answer: False
This statement is false. Commentary on Sun Tzu lists five virtues for leadership: intelligence, trustworthiness, humaneness, courage, and discipline.
Machiavelli's *The Prince* primarily focused on ethical considerations for rulers acquiring and maintaining power.
Answer: False
This statement is false. Machiavelli's *The Prince* is renowned for its pragmatic, often amoral, focus on the practical strategies for acquiring and maintaining political power, rather than ethical considerations.
Anarchist thought, emerging in the 19th century, embraced leadership as a necessary form of elitism for societal organization.
Answer: False
This statement is false. Anarchist thought fundamentally challenged leadership, viewing it as a form of elitism and advocating for self-governance and the rejection of hierarchical structures.
Leninism proposed that a broad coalition of workers should lead the socialist revolution.
Answer: False
This statement is false. Leninism advocated for a vanguard party, an elite group of disciplined cadres, to lead the socialist revolution, rather than a broad coalition of workers.
Caesaro-papism is presented as an example of historical thinking that separated secular and religious authority in leadership.
Answer: False
This statement is false. Caesaro-papism is characterized by the merging or close integration of secular and religious authority in leadership, not their separation.
Systematic academic theorizing about leadership began in the 20th century.
Answer: False
This statement is false. Systematic academic theorizing about leadership began to emerge in the 19th century, moving beyond anecdotal observations.
Mark van Vugt and Anjana Ahuja differentiate leadership from dominance, noting testosterone correlates with dominance but not leadership.
Answer: True
This statement is true. Their evolutionary perspective distinguishes leadership from dominance, highlighting that while testosterone is linked to dominance behaviors, it is not directly correlated with leadership itself.
Which of the following best describes the U.S. academic perspective on leadership mentioned in the text?
Answer: It defines leadership as a process of social influence for achieving common and ethical tasks.
Certain academic traditions within the U.S. define leadership as a process of social influence directed toward achieving common and ethically grounded tasks.
What historical event significantly contributed to the development of new leadership paradigms, according to the text?
Answer: The phasing out of chattel slavery.
Societal transformations such as industrialization and the end of chattel slavery necessitated new frameworks for understanding leadership in evolving organizational and political structures.
The Chinese doctrine of the Mandate of Heaven implied what about rulers?
Answer: They needed to govern justly to maintain their right to rule.
The Mandate of Heaven implied that a ruler's authority was conditional upon just and effective governance; a ruler could lose the mandate if they governed poorly.
Which historical thinker provided a manual for rulers on acquiring and maintaining power, focusing on practical strategies?
Answer: Niccolò Machiavelli
Machiavelli's *The Prince* is renowned for its pragmatic focus on the practical strategies for acquiring and maintaining political power.
Anarchist thought challenged leadership by viewing it primarily as:
Answer: A form of elitism.
Anarchist thought fundamentally challenged leadership, viewing it as a form of elitism and advocating for self-governance and the rejection of hierarchical structures.
According to commentary on Sun Tzu, which of the following is NOT one of the five virtues required for effective leadership?
Answer: Patience
Commentary on Sun Tzu lists five virtues for leadership: intelligence, trustworthiness, humaneness, courage, and discipline. Patience is not explicitly listed among these five.
What historical perspective suggested leadership depended on 'blue blood' or inherited qualities?
Answer: Pro-aristocracy thinkers
Pro-aristocracy thinkers often linked leadership to inherent qualities or lineage ('blue blood'), contrasting with meritocratic viewpoints.
Systematic academic theorizing about leadership, moving beyond anecdotes, began around which century?
Answer: 19th century
The systematic academic study and theorizing of leadership, transitioning from anecdotal accounts to more structured approaches, began to emerge significantly in the 19th century.
According to Mark van Vugt and Anjana Ahuja, what is a key difference between leadership and dominance?
Answer: Testosterone correlates with dominance but not leadership.
Their evolutionary perspective distinguishes leadership from dominance, highlighting that while testosterone is linked to dominance behaviors, it is not directly correlated with leadership itself.
Trait theory posits that leadership effectiveness is primarily determined by the specific situational context a leader encounters.
Answer: False
This statement is false. Trait theory asserts that leadership effectiveness is primarily determined by inherent characteristics or qualities of the individual leader, rather than situational factors.
Thomas Carlyle and Francis Galton were key figures in the 19th-century exploration of trait theory.
Answer: True
This statement is true. Carlyle's work on 'Heroes and Hero Worship' and Galton's studies on 'Hereditary Genius' were significant contributions to the early conceptualization of leadership based on inherent traits.
Cecil Rhodes believed leadership could only be nurtured through inherited qualities, not education.
Answer: False
This statement is false. Cecil Rhodes believed that public-spirited leadership could be cultivated through education, as exemplified by his support for institutions like Oxford University and the creation of the Rhodes Scholarships.
New research methodologies, such as meta-analyses, contributed to the decline of trait theory in the mid-20th century.
Answer: False
This statement is false. While trait theory faced criticism, advancements like meta-analyses actually facilitated its re-emergence by allowing researchers to synthesize findings and identify consistent trait-leadership links.
Stephen Zaccaro criticized trait theories for overemphasizing the integration of multiple attributes.
Answer: False
This statement is false. Zaccaro criticized trait theories for often focusing on a narrow set of attributes and neglecting the integration of multiple factors, including cognitive abilities and situational influences.
The leader-attribute-pattern approach views leadership solely as a sum of individual traits.
Answer: False
This statement is false. The leader-attribute-pattern approach suggests that leadership outcomes are better understood by viewing the person as an integrated whole, considering combinations of attributes rather than just their sum.
Steve Jobs and Mother Teresa are cited as examples illustrating the application of key traits associated with effective leadership.
Answer: True
This statement is true. These figures are used as examples to demonstrate how traits such as determination, intelligence, and sociability manifest in effective leadership.
The 'trait theory of leadership' posits that leadership effectiveness is primarily contingent upon:
Answer: Inherent characteristics or qualities of individuals.
Trait theory fundamentally asserts that leadership is rooted in specific, inherent personal attributes or qualities possessed by individuals, distinguishing them as leaders.
Which of the following was a key figure in the 19th-century exploration of trait theory, studying inherited leadership qualities?
Answer: Francis Galton
Francis Galton, through his studies on 'Hereditary Genius,' was a significant figure in the 19th-century exploration of leadership based on inherited qualities.
Stephen Zaccaro criticized trait theories for neglecting which aspect of leadership?
Answer: The integration of multiple attributes and situational influences.
Zaccaro noted that trait theories often fail to adequately consider the integration of multiple attributes and how these interact with situational influences and behavioral diversity.
In the late 1940s and early 1950s, leadership studies experienced a significant shift in focus, moving from trait-based theories towards situational and behavioral approaches.
Answer: True
This statement is true. Critical reviews of leadership research during this period indicated that effectiveness was often situation-dependent, prompting a pivot towards situational and behavioral analyses.
Behavioral and style theories of leadership marked a conceptual shift, redirecting scholarly inquiry from 'who leaders are' to 'what leaders do'.
Answer: True
This statement is true. These theories moved the focus from the inherent characteristics of leaders to the observable actions and behaviors they exhibit in their roles.
Kurt Lewin, Ronald Lippitt, and Ralph White identified only one leadership style: democratic.
Answer: False
This statement is false. Lewin, Lippitt, and White identified three distinct leadership styles: authoritarian, democratic, and laissez-faire.
The Ohio State University studies identified 'initiating structure' and 'consideration' as key dimensions of leadership behavior.
Answer: True
This statement is true. These seminal studies identified 'initiating structure' (task-oriented behaviors) and 'consideration' (relationship-oriented behaviors) as fundamental dimensions of leadership.
The managerial grid model, developed by Blake and Mouton, focuses solely on a leader's concern for task achievement.
Answer: False
This statement is false. The managerial grid assesses leadership styles based on two dimensions: concern for people and concern for task achievement.
Situational theory argues that a single, optimal leadership profile exists for all contexts.
Answer: False
This statement is false. Situational theory posits that leadership effectiveness is contingent upon the specific context, asserting that different situations require different leadership approaches.
Fiedler's contingency model suggests task-oriented leaders are most effective in moderately favorable situations.
Answer: False
This statement is false. Fiedler's model suggests task-oriented leaders are most effective in situations that are either very favorable or very unfavorable for the leader, while relationship-oriented leaders perform best in moderately favorable situations.
Path-goal theory suggests leaders should compensate for deficiencies in subordinates' environments and abilities.
Answer: True
This statement is true. Path-goal theory posits that leaders should engage in behaviors that complement subordinates' environments and abilities, thereby enhancing their motivation and performance.
Task-oriented leadership prioritizes group member well-being over task completion.
Answer: False
This statement is false. Task-oriented leadership primarily focuses on achieving specific production objectives and ensuring tasks are completed efficiently, sometimes potentially at the expense of group member well-being.
What significant shift occurred in leadership studies around the late 1940s and early 1950s?
Answer: A move away from trait theory towards situational and behavioral approaches.
During this period, critical reviews of existing research highlighted the limitations of trait theory, leading to a greater emphasis on situational variables and observable leader behaviors.
Behavioral and style theories of leadership fundamentally shifted the focus of academic inquiry from:
Answer: Who leaders are to what leaders do.
These theories moved the central question of leadership research from identifying inherent leader traits to understanding the specific actions and behaviors leaders employ.
Kurt Lewin, Ronald Lippitt, and Ralph White identified which three leadership styles?
Answer: Authoritarian, Democratic, Laissez-faire
Lewin, Lippitt, and White identified three distinct leadership styles: authoritarian (centralized decision-making), democratic (shared decision-making), and laissez-faire (hands-off approach).
The Managerial Grid model, developed by Blake and Mouton, assesses leadership styles based on concern for:
Answer: People and task achievement.
The managerial grid assesses leadership styles based on two dimensions: concern for people and concern for task achievement.
Situational theory argues that leadership effectiveness is dependent on:
Answer: The specific context or situation.
Situational theory posits that leadership effectiveness is contingent upon the specific context, asserting that different situations require different leadership approaches.
Which contingency theory model connects leadership styles with situational variables to guide managers on the most suitable approach?
Answer: Vroom-Yetton decision model
The Vroom-Yetton decision model provides a normative framework that links leadership styles with situational variables to guide managers on the most appropriate decision-making approach.
According to the path-goal theory, leaders should engage in behaviors that:
Answer: Compensate for subordinates' deficiencies and enhance satisfaction.
Path-goal theory posits that leaders should complement subordinates' environments and abilities by compensating for deficiencies, thereby enhancing their motivation and satisfaction.
Task-oriented leadership primarily focuses on:
Answer: Achieving specific production objectives and task completion.
Task-oriented leadership primarily focuses on achieving specific production objectives and ensuring tasks are completed efficiently, sometimes potentially at the expense of group member well-being.
Functional leadership theory focuses on the inherent traits of leaders that contribute to effectiveness.
Answer: False
This statement is false. Functional leadership theory concentrates on the specific behaviors and functions leaders perform to ensure group effectiveness, rather than solely on inherent traits.
James Scouller's model proposes three levels of leadership: public, private, and personal.
Answer: True
This statement is true. Scouller's model delineates leadership into public (influencing many), private (influencing individuals), and personal (inner development) levels.
Transformational leadership involves rewarding followers strictly based on performance metrics.
Answer: False
This statement is false. Rewarding followers based on performance metrics is characteristic of transactional leadership. Transformational leadership focuses on inspiration, vision, and follower development.
Bass identified idealized influence (charisma) as one of the four components of transformational leadership.
Answer: True
This statement is true. Bernard Bass's model of transformational leadership includes idealized influence (charisma), inspirational motivation, intellectual stimulation, and individualized consideration.
Leader-Member Exchange (LMX) theory posits that leaders develop uniform, standardized relationships with all their followers.
Answer: False
This statement is false. LMX theory emphasizes that leaders develop differentiated relationships with followers, categorizing them into 'in-groups' and 'out-groups' based on the quality of exchange.
In LMX theory, 'out-group' members typically receive more attention and developmental opportunities from leaders.
Answer: False
This statement is false. 'Out-group' members generally receive less attention and fewer developmental opportunities compared to 'in-group' members in LMX theory.
Paternalistic leadership is characterized by a democratic approach with shared decision-making.
Answer: False
This statement is false. Paternalistic leadership is typically hierarchical, characterized by a leader acting as a father figure who provides direction and guidance, rather than a democratic approach with shared decision-making.
According to Bennis and Nanus, leaders are people who do things right, while managers do the right thing.
Answer: False
This statement is false. Bennis and Nanus differentiated management and leadership by stating that managers excel at execution ('doing things right'), while leaders focus on strategic direction and purpose ('doing the right thing').
John Kotter defines management as inspiring change and leadership as ensuring consistent quality.
Answer: False
This statement is false. John Kotter defines management as ensuring consistent quality and efficiency, while leadership is associated with inspiring change and seizing opportunities.
Integrated psychological theory suggests leadership presence is developed through external validation rather than internal mastery.
Answer: False
This statement is false. Integrated psychological theory emphasizes the development of leadership presence through internal mastery, including psychological self-mastery, rather than solely external validation.
Reward power and coercive power are two of the five bases of social power identified by French and Raven.
Answer: True
This statement is true. French and Raven identified reward power and coercive power as two of the five bases of social power, alongside legitimate, referent, and expert power.
Global leaders are characterized by cognitive complexity and openness to new ideas.
Answer: True
This statement is true. Global leaders are described as embodying competencies such as cognitive complexity, openness to diverse perspectives, and adaptability to uncertainty.
Functional leadership theory emphasizes the leader's role in:
Answer: Ensuring necessary group needs are addressed for effectiveness.
Functional leadership theory concentrates on the specific behaviors and functions leaders perform to ensure that essential group needs are met, thereby contributing to overall effectiveness.
James Scouller's model includes 'personal leadership,' which involves:
Answer: The inner development of presence, know-how, and skill.
Personal leadership, in Scouller's model, refers to the internal development of a leader's presence, technical skills, and psychological self-mastery.
What distinguishes transformational leadership from transactional leadership?
Answer: Transformational leadership inspires followers, while transactional leadership involves an exchange relationship.
Transformational leadership focuses on inspiring followers through vision and motivation, whereas transactional leadership is based on an exchange relationship involving rewards and recognition for performance.
According to Bass, which of the following is NOT one of the four components of transformational leadership?
Answer: Task-oriented structure
Bass's four components of transformational leadership are idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. Task-oriented structure is not part of this model.
Leader-Member Exchange (LMX) theory primarily focuses on:
Answer: The interaction and exchange relationship between leaders and individual followers.
LMX theory centers on the dyadic relationship between leaders and individual followers, examining the quality of their exchanges and mutual influence.
In LMX theory, 'in-group' members are typically characterized by:
Answer: High-quality exchanges, trust, and mutual support.
In-group members in LMX theory typically experience high-quality relationships with their leaders, characterized by trust, mutual respect, and greater opportunities for influence and development.
Paternalistic leadership is often described as:
Answer: A father-figure approach with professional and personal direction.
Paternalistic leadership is typically hierarchical, characterized by a leader acting as a father figure who provides both professional and personal direction and guidance.
Which distinction between management and leadership is attributed to Bennis and Nanus?
Answer: Managers do things right; leaders do the right thing.
Bennis and Nanus differentiated management and leadership by stating that managers excel at execution ('doing things right'), while leaders focus on strategic direction and purpose ('doing the right thing').
John Kotter differentiates management from leadership by associating leadership with:
Answer: Inspiring change and seizing opportunities.
John Kotter defines management as ensuring consistent quality and efficiency, while leadership is associated with inspiring change and seizing opportunities.
Which of the following is NOT listed as one of the five bases of social power according to French and Raven?
Answer: Political power
French and Raven identified reward, coercive, legitimate, referent, and expert power as the five bases of social power. Political power is not explicitly listed among these five.
Global leaders are described as embodying global competencies, including:
Answer: Cognitive complexity and openness to new ideas.
Global leaders are described as embodying competencies such as cognitive complexity, openness to diverse perspectives, and adaptability to uncertainty.
Intelligence, adjustment, and extraversion are identified as traits significantly related to leadership emergence.
Answer: True
This statement is true. Research has consistently found correlations between these personality traits and an individual's likelihood of emerging as a leader within a group.
A leader's positive mood can negatively impact the group's affective tone through emotional contagion.
Answer: False
This statement is false. A leader's positive mood typically has a positive effect on the group's affective tone via emotional contagion, fostering better group processes.
Emotional intelligence is considered a critical competency for leaders, enabling them to effectively navigate interpersonal dynamics and manage emotions.
Answer: True
Emotional intelligence is vital for leaders to understand and manage their own emotions and those of others, facilitating better communication and decision-making.
Neo-emergent leadership theory emphasizes the leader's inherent traits as the sole determinant of leadership perception.
Answer: False
This statement is false. Neo-emergent leadership theory suggests leadership perception is formed through communication and information conveyed by the leader or stakeholders, rather than solely inherent traits.
Leadership emergence is primarily linked to formal organizational structures and appointed positions.
Answer: False
This statement is false. While formal structures appoint leaders, leadership emergence often occurs organically within groups based on perceived qualities and behaviors, independent of formal designation.
Assertiveness exhibits a linear relationship with leadership emergence; higher assertiveness invariably leads to greater emergence.
Answer: False
This statement is false. The relationship between assertiveness and leadership emergence is curvilinear; both excessively low and excessively high levels of assertiveness can hinder emergence, with moderate levels often being most effective.
Extraversion is considered the most influential personality quality for leadership emergence due to its visibility.
Answer: True
This statement is true. Research indicates that extraversion is frequently linked to leadership emergence, likely because its outward manifestations are easily observed and often align with societal perceptions of leadership.
Which of these traits is NOT listed as being significantly related to leadership emergence in the text?
Answer: Agreeableness
The text lists intelligence, adjustment, extraversion, conscientiousness, and openness to experience as traits significantly related to leadership emergence. Agreeableness is not explicitly mentioned in this context.
How can a leader's emotions impact their group, according to the text?
Answer: Through emotional contagion, affecting the group's affective tone.
A leader's mood can influence the group's overall emotional climate through emotional contagion, impacting group dynamics and member interactions.
Emotional intelligence is vital for leaders because it helps them:
Answer: Understand and manage their own and others' emotions.
Emotional intelligence enables leaders to effectively perceive, understand, and manage their own emotions and those of others, which is crucial for interpersonal effectiveness.
Neo-emergent leadership theory suggests that leadership is perceived based on:
Answer: The communication of information by the leader or stakeholders.
Neo-emergent leadership theory posits that leadership perception is shaped by the communication of information by the leader or relevant stakeholders, highlighting the role of narrative and interpretation.
Which personality factor is highlighted as particularly influential for leadership emergence due to its visibility and association with leadership roles?
Answer: Extraversion
Research indicates that extraversion is frequently linked to leadership emergence, likely because its outward manifestations are easily observed and often align with societal perceptions of leadership.
The assertion that leadership is exclusively defined as an individual's capacity to guide other individuals is presented for evaluation.
Answer: False
This statement is false. Leadership encompasses a broader scope than merely individual guidance, involving influence, shared goals, and various theoretical perspectives that extend beyond a singular, exclusive definition.
Consider the proposition that leadership is fundamentally a power dynamic focused on preserving the existing order among followers.
Answer: False
This statement is false. While leadership involves power dynamics, its aim is typically to influence change and achieve common goals, rather than solely maintaining the status quo. Leadership theories often emphasize transformation and progress.
The assertion that the concept of leadership is uncontested, with universal agreement on its definition and application across cultures, is presented for evaluation.
Answer: False
This statement is false. The concept of leadership is widely considered contested, with significant debate and varying perspectives across different cultures and academic disciplines.
Constructivist analysis suggests that leadership is a clearly defined phenomenon with an objective, universally recognized existence.
Answer: False
This statement is false. Constructivist perspectives often question the objective existence of leadership, viewing it as a socially constructed concept or even a myth, influenced by interpretation and context.
The ontological-phenomenological model defines leadership as an exercise in language that actualizes a future state not otherwise destined to occur.
Answer: True
This statement is true. This model conceptualizes leadership as a linguistic act that brings about a specific future, responsive to the concerns of relevant stakeholders.
The 'babble hypothesis' suggests that the quality of a person's contributions is the main factor in leadership emergence.
Answer: False
This statement is false. The 'babble hypothesis' posits that the sheer quantity of speaking time, rather than the quality of contributions, is significantly correlated with leadership emergence.
Gender diversity in teams is consistently shown to hinder team performance.
Answer: False
This statement is false. Research indicates that gender diversity can have varied effects on team performance, potentially helping, hindering, or having neutral impacts, often moderated by factors like leader communication.
The influence of leaders on organizational outcomes is widely recognized as significant, despite some arguments of overestimation.
Answer: True
This statement is true. While some scholars argue that the impact of leaders is often romanticized and overestimated, their significant contribution to organizational outcomes is generally acknowledged.
Measuring leadership performance is straightforward due to a consistent definition and lack of confounding factors.
Answer: False
This statement is false. Measuring leadership performance is complex due to the lack of a universally consistent definition and the multitude of factors beyond the leader that influence group outcomes.
A 'toxic leader' is defined by their capacity to inspire followers through vision and charisma.
Answer: False
A toxic leader is characterized by the abuse of the leader-follower relationship, negatively impacting the group or organization, rather than by inspirational qualities.
Formal organizations rely on leaders who gain influence primarily through personal qualities rather than appointed positions.
Answer: False
This statement is false. In formal organizations, leaders typically gain influence through appointed positions and formal authority. Personal qualities are more characteristic of leadership emergence in informal organizations.
Influence in leadership relies on the control of punishment, while power relies on persuasion.
Answer: False
This statement is false. Influence often involves persuasion and attraction (referent power), while power can be exerted through various means, including coercion (punishment) and legitimate authority.
Shared leadership involves a single individual providing direction to a group.
Answer: False
This statement is false. Shared leadership is characterized by distributed responsibility and mutual influence among multiple team members, rather than direction from a single individual.
A common myth about leadership is that it solely involves power over others.
Answer: True
This statement is true. The idea that leadership is exclusively about exerting power over subordinates is identified as a common misconception.
The 'romance of leadership' theory suggests that Western cultures tend to underestimate the control leaders have over outcomes.
Answer: False
This statement is false. The 'romance of leadership' theory posits that Western cultures tend to *overestimate* the control leaders have over organizational outcomes, attributing too much influence to them.
Over-reliance on leadership can lead to diffusion of responsibility within groups.
Answer: True
This statement is true. When leadership responsibilities are overly concentrated or implicitly delegated without clear accountability, it can result in a diffusion of responsibility among group members.
The 'babble effect' suggests that the quality of speaking time is the primary factor in leadership emergence.
Answer: False
This statement is false. The 'babble effect' posits that the sheer quantity of speaking time, rather than the quality of contributions, is significantly correlated with leadership emergence.
In informal organizations, leaders gain influence primarily through their appointed position.
Answer: False
This statement is false. In informal organizations, leaders typically emerge based on personal qualities and attract followers, wielding influence rather than formal power derived from an appointed position.
According to the provided text, leadership is fundamentally about:
Answer: Influencing others towards achieving a common goal.
The text defines leadership fundamentally as the process of influencing others to achieve a common goal, extending beyond mere guidance or formal authority.
Constructivist analysis questions the existence of leadership, suggesting it might be:
Answer: A myth or a socially constructed concept.
Constructivist perspectives often question the objective existence of leadership, viewing it as a socially constructed concept or even a myth, influenced by interpretation and context.
What is the 'babble hypothesis' regarding leadership emergence?
Answer: Leader emergence is correlated with the quantity of speaking time in a group.
The 'babble hypothesis' posits that the sheer quantity of speaking time, rather than the quality of contributions, is significantly correlated with leadership emergence.
What is a significant challenge in measuring leadership performance?
Answer: Group performance being influenced by many factors beyond the leader.
Measuring leadership performance is complex because group performance is influenced by multifarious factors beyond the leader, making it difficult to isolate the leader's specific impact.
A 'toxic leader' is characterized by:
Answer: Abusing the leader-follower relationship and negatively impacting the group.
A toxic leader is characterized by the abuse of the leader-follower relationship, negatively impacting the group or organization, rather than by inspirational qualities.
Shared leadership is characterized by:
Answer: Shared responsibility and mutual influence among team members.
Shared leadership involves distributed responsibility and mutual influence among multiple team members, rather than direction from a single individual.
The 'romance of leadership' theory suggests that in Western cultures, individuals tend to:
Answer: Overestimate the control leaders have over outcomes.
This theory posits a cultural tendency, particularly in Western societies, to attribute organizational outcomes disproportionately to the actions of leaders, often overlooking other contributing factors.
What is a potential downside of over-reliance on leadership mentioned in the text?
Answer: Diffusion of responsibility within groups.
When leadership responsibilities are overly concentrated or implicitly delegated without clear accountability, it can result in a diffusion of responsibility among group members.
In the context of leadership, how do formal and informal organizations differ regarding leadership acquisition?
Answer: Formal organizations have appointed heads; informal organizations have leaders who emerge based on personal qualities.
In formal organizations, leaders are typically appointed based on position and authority. In informal organizations, leaders emerge based on personal qualities and attract followers.