Leadership Quest Answers

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Response Title: Re: Please post your responses to chap 12 here

Author:Ashley Lynn White

Date: Wednesday, 10/27/2010 15:06 EDT

Body:

#1. What is leadership? How does it differ from management?Leadership is the role given to a person that is responsible for directing and coordinatingtask relevant group activities. A leader is someone who influences other people.

Management is a type of job title that implies tasks and duties to be utilized.

#2. How has trait theory evolved over the past half century and where does it stand now?

Early in the 1930’s the trait theory was highly utilized, however, today there has been

demonstrated to be no relationship between traits and leadership effectiveness.

#3. What duties (dimensions) distinguish leadership duties from those of a manager (Borman & Brush, '93)?

Leadership describes “how” tasks and duties should be carried out with respect to the

members of the group. On the other hand, manager dimensions describes “what” to bedone.

#4. In what way does House/Mitchell's Path-Goal Theory rely on Expectancy theory

notions?

This type of path-goal theory is the idea that the leader is to direct the subordinatetowards valued subordinate goals. This relates to expectancy theories, in that, it is

assumed that subordinates are capable of making decisions. Subordinates will act in

certain ways and expect certain outcomes.#5. How are LMX (Dansereau, Graen, & Haga, '75) and Path -Goal (House, '71) similar

and dissimilar?

Both involve a leader/subordinate relationship. However, the LMX involves the leaders

adopting different behaviors from individual subordinates, whereas Path-Goal theory,only the subordinates adopt attributes of the leader.

#6. What is the difference between transactional and transformational leadership style?

Transactional leadership shows subordinates certain behaviors they can adopt in order toobtain their goals. Transformational leadership uses noble motives to transform their

workers into better workers. Both feed off of one another to create a better whole.

#7. What are the relationships between the transformational characteristics and Frenchand Raven's Bases of Power?

Transformational characteristics involve the leader persuading followers that they can

make a difference. It allows them to feel as though they are better then they are, thus very

similar to the French and Raven’s bases of power. #8. How are transformational leadership characteristics related to intrinsic motivation

constructs?

Transformational leadership has been demonstrated to highly associated with satisfaction,

motivation, and performance, all of which are related to intrinsic motivation.

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Author:Tanya M. Jackson

Date: Saturday, 11/06/2010 15:48 EDT

Body:

#1. What is leadership? How does it differ from management? Leadership involves“how” things ought to be accomplished. Leaders need followers. The manager or management involves the “what” needs to be accomplished. Leadership takes on three

faces a) attempted leadership b) successful leadership and c)effective leadership.

Leadership involves the ability of the person identified as the leader changing the behaviors of those who chose to follow. The manager/supervisor is dependant on workers

completing duties and assignments.

#2. How has trait theory evolved over the past half century and where does it stand now?In the 1920-30’s trait theory approaches tired to demonstrate that leaders possessed

certain characteristics that non leaders did not possess (e.g. height, age ambition, esteem,

motivation, neuroticisms and verbal facility). The text noted three (3) reasons why thetrait theory failed. 1) There was no consistent relationship between traits and effective

leadership because researchers could not agree on the each of the defined traits or how to

measure those traits. Researchers defined and measured the traits differently. 2)

Researchers were reluctant to accept that leadership involved more than traits; that itincluded the organization, situation and the followers 3) Researchers attempted to

demonstrate a positive correlation between a leader’s traits and the productivity of

subordinates.#3. What duties (dimensions) distinguish leadership duties from those of a manager

(Borman & Brush, '93)? Borman and Brush condensed 246 managerial dimensions into a

list of 187 and then statistically analyzed those categories until they identified 18 areas of

managerial responsibilities. At least 6 of the 18 were closely identified as leadership behavior, which include guiding, motivating and directing staff, coaching, training and

developing staff, establishing and maintaining good working relationships, coordinating

resources and staff to get the job done, delegating, and selling/influencing. Their 6 areasaccounted for a third of the duties of a manager.


notions? Vroom’s VIE theory of motivation suggests that individual weigh their options before deciding on steps they need to take to reach their goal. The individual will

consider what steps he/she must take that will lead to the outcome the desired

(expectancy). Expectancy translates to “confidence”. House and Mitchell’s interpretation

of the contingency approach follows the notion that it is the leader’s job to demonstratethe behaviors of mutual trust and respect to the subordinate to allow him/her to determine

that steps necessary to reach their goal(s). The employee possesses the psychological

maturity to demonstrate the self confidence in their KSA.

#5. How are LMX (Dansereau, Graen, & Haga, '75) and Path -Goal (House, '71) similar

and dissimilar? Both point of the significance of the relationship between the leader and

subordinate. LMX focuses on the different behaviors of the leader develops over timeWhat seems different to me is that once the low-quality relationship is established (out-

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group) the employee does not have the ability to change that status. If the employee’s

goal is to move from a low-quality relationship to a high-quality relationship he/she does

not have the (communications) avenue to influence the change. In path-goal approach,the leader will demonstrate the behaviors the employee needs to achieve their goals.


Transformational leadership is the interaction between leaders and subordinates whereeach stimulates the other to achieve honorable aspirations. The leader possesses theability to convince individuals to surrender his/her own self centered goals, to take on the

greater good and that they can make a difference. Because of the leader, the subordinate

wants to do and be better. Transactional leadership is the more traditional process whereleaders demonstrate to their subordinates how they can meet their goals by assuming

certain patterns of behaviors.

#7. What are the relationships between the transformational characteristics and French

and Raven's Bases of Power? Transformational characteristics is less about behaviors andmore about intrinsic worth and morals. French and Raven identified five different types

of power; reward, coercive, legitimate, referent and expert power. French and Raven also

explained how leaders use their authority over subordinates. Referent power (theidentification of the subordinate with the leader and the subordinate’s desire to be like the

leader ) is the most closely related to the characteristics of transformational leadership.

#8. How are transformational leadership characteristics related to intrinsic motivation

constructs? Transformational characteristics is less about behaviors and more aboutintrinsic worth; more moral and spiritual purpose. The motivation is internal and not

external.



Author:Hanna Pillion

Date: Monday, 11/08/2010 8:00 EST

Body:

Chapter 12: Leadership

#1. Leadership is guiding how the work is done, and management delegating what work

is done.

#2. Trait theory was once the predominate theory in leadership, but now it widely

accepted that traits are not related to leadership.

#3. Managers’ duties include delegating work, administrative paper work, and monitoring

resources, as well as some other task related duties. Leaders perform all of the duties of a

manager as well as guiding, directing, and motivating subordinates.

#4. In House/Mitchell’s Path-Goal theory leaders show subordinates the right behaviors

to get the reward, this relies on the Expectancy theory motion that subordinates like and

think they are capable of obtaining the reward.

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#5. LMX and Path-Goal Theory are similar in the fact that the leader has to be authentic

and personable for either of these approaches to work. However, LMX is based on the

relationship between the leader and subordinates, and Path-Goal Theory is based on the behaviors.

#6. Transactional leadership is and exchange relationship between leaders andsubordinates. Transformational leadership is working to transform the followers througha higher level of motivation.

#7. Transformational leadership uses referent and expert power, while trying to avoidcoercive and legitimate power.

#8. Transformational leadership is related to intrinsic motivation because

Transformational leadership is working for a higher level of motivation, so it is workingtowards intrinsic motivation.



Author:Ciara Jane Mccaffrey

Date: Tuesday, 11/09/2010 12:52 EST

Body:

#1. What is leadership? How does it differ from management?

A leader can be defined in terms of the social-psychological dynamics of the role. This

individual is responsible for guiding a group towards the completion of specific goals. A

leader is primarily concerned with “how” the allotted tasks can best be accomplished. Amanager is more concerned with “what” the actual tasks are on the agenda (Landy &

Conte, 2007).


Trait theory began with a strict focus on individual differences. It was an approachemphasizing that leaders boast certain characteristics that non-leaders simply do not

(Landy & Conte, 2007). These theories were also based on the assumption that there was

a positive correlation between leadership and productivity (Landy & Conte, 2007). More

recent theoretical development focuses on additional elements such as – commitment,motivation, and satisfaction (Landy & Conte, 2007).

#3. What duties (dimensions) distinguish leadership duties from those of a manager

(Borman & Brush, '93)?

Borman and Brush identified the following duties relating primarily to leadership:

guiding, directing, training, coaching, motivating, and developing subordinates (Landy &Conte, 2007). Managers would be more concerned with issues of planning,

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communication, and administration (Landy & Conte, 2007).

#4. In what way does House/Mitchell's Path-Goal Theory rely on Expectancy theorynotions?

The Path-Goal theory relates to Expectancy theory with particular regard to choice andobservation. Expectancy theory is based on the notion that observing an outcome caninfluence behavior choices (Landy & Conte, 2007). In the Path-Goal theory, subordinates

view the behavior of the leaders as instrumental in the attainment of a particular goal or

source of satisfaction (Landy & Conte, 2007). These subordinates understand that their behavior choices are directly relevant to the outcome.

#5. How are LMX (Dansereau, Graen, & Haga, '75) and Path-Goal (House, '71) similar

and dissimilar?

Leader-Member Exchange theory relates to the Path-Goal theory in terms of

participation. Path-Goal theory suggests that inviting subordinates into the decision-making process will lead to greater end-results of satisfaction (Landy & Conte, 2007).

LMX discusses issues of “in-group” and “out-group” which proposes that subordinates in

an “in-group” situation would feel a greater sense of belonging based on a higher level of

participation in decision-making (Landy & Conte, 2007). LMX examines relationshipdynamics whereas Path-Goal theory focuses on how goals are obtained through

emulating leadership behavior (Landy & Conte, 2007).


Transactional leadership style is a process where a leader creates a social contract or

behavior pattern that the subordinates can follow. There are elements of behaviorismtheory present as the actions of the followers can be rewarded with particular incentives

(Landy & Conte, 2007). Transformational leadership style is a much more internal

process than transactional leadership style. The leaders are more concerned withactivating their subordinates through greater causes of morality or motivation (Landy &

Conte, 2007).


and Raven's Bases of Power?

French and Raven’s Bases of Power include five different practices of power in aleadership role. Referent power was suggested as a practice involving the power of

example (Landy & Conte, 2007). In this scenario, a subordinate would choose to emulate

the characteristics of the leader. Transformational characteristics of leadership involve

leaders encouraging subordinates to follow their example for the betterment of society.“You make me want to be a better man” as Jack Nicholson’s character declared in As

Good as It Gets (example in Landy & Conte text).




constructs?

As previously noted, transformational leadership involves a more internal procedure.Leaders of this persuasion do not act simply to obtain an extrinsic reward or avoid a

negative consequence. These types of leaders believe change needs to be a genuine

process based on elements of morality and justice (Landy & Conte, 2007).



Author:Kaitlyn Grace Mikush


Body:

Kaitlyn Mikush Chapter 12 Leadership Questions

#1. What is leadership? How does it differ from management?Leadership is defined as an individual in a group given the task of directing task-relevant

group activities or in the absence of a designated leader, carrying the primary

responsibility for performing these functions in a garoup.

Management deals with what is to be done where as leadership deals with the how these

tasks are going to get done. Leaders are a part of the group.


Trait theory was developed in the 1930’s and was heavily used. It explained that people

were born with the traits to be a leader. They selected managers on these certain traits.The modern approach defines personality traits behaviorally and considers them in the

context of organizational and situational variables. The modern approach is working

much better than the traditional approach.



Leaders tell people how to get things done. They help them and are involved with the

process. Where as, managers usually tell them what needs to be done. There is no

guidance.


notions?

It suggests that the leader’s responsibility is to show the subordinate the path to valued

subordinate goals. This is based off of expectancy theory because its assuming that the

workers are capable of making those goals. In return, expecting the results to be a valuedgoal.

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and dissimilar?

Path goal and LMX both are involved with leader and subordinate relationships. They

both touch base on leadership, subordinates, and goals. The only difference is that LMXadapts to different individual workers where as PGT, subordinates adapt to their leaders behavior.


Transactional is a leader who shows followers how they can meet their personal goals by

adapting different behaviors and having social contracts with employees to get those

behaviors to be adapted. Where as transformational leadership describes a leader thattransforms followers by appealing to nobler motives such as justice, mortality, and peace.


They are similar in sense because you ultimately transform behavior through each of

these. For example: referent power. This is when the subordinate identifies himself withthe supervisor and has a desire to be like that supervisor.

#8. How are transformational leadership characteristics related to intrinsic motivationconstructs?

In transformational leadership, the leader uses motives such as justice, mortality, and

peace to get subordinates to obtain a certain behavior. These motives could allintrinsically motivate an employee.



Author:Rebecca Stern


Body:

#1. What is leadership? How does it differ from management?The concept of leadership is how the leader carries out his/her duties and to what extent

are they effective at influencing and changing the behaviors of their work group.

Leadership focuses on how the duties/tasks are done by the management where as

management focuses on strictly what needs to be done. Not everyone in managementdisplays leadership qualities.

#2. How has trait theory evolved over the past half century and where does it stand now?Trait theory failed to shine early on due to the inconsistencies between studies. Each

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study looked at a different trait or the same trait but defined differently. The theories

lacked to find a common ground on which they could validate each other’s research. The

trait theory has moved from individual traits to larger leadership role and individual’s behavior within those roles.

#3. What duties (dimensions) distinguish leadership duties from those of a manager (Borman & Brush, '93)?Borman and Brush described four main areas of KSAs and to what extent they are

required at differing managerial levels. The four main requirements are cognitive,

interpersonal, business, and strategic skills. This model however does not distinguishmanagerial skills from leadership skills. It rather displays how requirements change as

you move up the ladder; therefore, you may conclude that as you move towards the top of

the managerial ladder, the terms leader and manager become interchangeable due to skill

requirements.


notions?Expectancy theory proposes that individuals weigh their options before choosing their

path and they will choose the best path to obtain their desired rewards. If a leader

conveys the best path to reach the employees desired rewards is by being productive, this

belief will hopefully be translated to the employees he/she leads. Thus the employee willnow view productivity as a way to achieve desired rewards.

#5. How are LMX (Dansereau, Graen, & Haga, '75) and Path -Goal (House, '71) similar and dissimilar?

They are similar because they both propose that the outcome of subordinate behavior

depends on the relationship between a leader and subordinates. LMX theory suggests

further how the long-term effects of a relationship can not only shape the behavior of thesubordinate but the subordinate can also influence the leader’s behavior.

#6. What is the difference between transactional and transformational leadership style?Transactional leaders inspire people to change by showing them how certain behaviors

can help them reach their goals whereas transformational leaders appeal to nobler

motives of individuals (i.e. jusice, peace, etc.).



Transformational characteristics tend to target a person’s values and beliefs. If a personholds the same values as a leader, the person now begins to trust the leader, and may

strive to be like that leader. This could be described as an instance of reverent power as

outlined by French and Raven.


constructs?

Transformational leadership aims to target to evoke emotional responses and reactionsfrom individuals. Likewise, intrinsic motivation aims to make individuals “want” to do



something based on the way it makes them feel. They do it to satisfy an internal craving

or to create a balance in their psyche.


Aside Title: Re: Please post your responses to chap 12 here Author:Carlos Eduardo De Andrade Resende

Date: Wednesday, 11/10/2010 13:05 EST

Body:


#1.

As Landy and Conte suggest, the term manager is a job title. It implies tasks or

duties of the person who holds the title. Leadership deals with how these tasks arecarried out with respect to members of the work group. Leader refers to a social-

psychological aspect of the role of a manager.

#2.

In the past century it was considered very hard for an organization to find a leader

since a person was considered to be born to be a leader. Trait theory is nowmaking a comeback in the form of studies that link Big 5 factors and leadershipeffectiveness. They consider them in the context of organizational and situational

variables.

#3.Among 18 areas of managerial responsibility, only 6 have dimensions that would

seem most closely connected to leadership behavior. They are: guiding, directing,and motivating subordinates; training, coaching, and developing subordinates;maintaining good work relationships; coordinating subordinates and other

resources to get the job done; delegating; selling/Influencing.

#4.

Expectancy Theory proposes that an individual evaluates the options before

taking action. They judge if their action will lead to a desired outcome.House/Mithchell’s Path Goal Theory states that the leader should show the

subordinate the way in order to achieve a desired outcome. Therefore, a leader

would guide the subordinate when evaluating the possibilities.

#5.

The two theories are similar in a way they both state that a leader can influence a

subordinate. If a subordinate feels close to a leader he/she will tend to pursue the

goals of the leader and help to achieve them. If the subordinate does not feel asclose to the leader this goal will be less likely to be achieved. They are dissimilar

in a way that LMX focuses on a long term relationship and that both subordinate

and leader can benefit whereas Path-Goal focuses on goal achievement.

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#6.

Transformational leadership: describes the behavior of inspirational politicalleaders who transform their followers by appealing to nobler motives such as

justice, morality, and peace.

Transactional Leadership: leaders show followers how they can meet their personal goals by adopting a particular behavior pattern: the leader developssocial contracts with followers in which certain behaviors will be awarded.

#7.Transformational characteristics have to do with a higher sense of moral and

inspiration while in Bases of power, followers experience leadership by authority

rather than inspiration.

#8.

In both, intrinsic motivated construct and transformational leadership the behavior

is driven by an internal force in which the individual truly believes or isconnected.



Author:Kevin Joseph Walsh


Body:



Landy and Conte (2010) define a leader as the individual in a group carrying the primaryresponsibility for performing key group functions, such as directing task-relevant group

activities. Leader is a more visceral than concrete term that can be simply defined as a

person who influences, or attempts to influence behavior (Landy & Conte, 2010). The behaviors used to exert influence can be broadly defined as leadership. Bass (1960)

asserts that there are three different types of leadership: attempted leadership, successful

leadership, and effective leadership. The difference between leadership and management

is that management is nominally a supervisor (which is a job title) and not a leader;however, a manager can act as a leader if effective leadership takes place (Landy &

Conte, 2010). Managers often deal with what has to be done, while leaders figure out

how something is going to be done (Landy & Conte, 2010).


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Landy and Conte (2010) posit the trait approach theory attempts to show that leaders

possess certain characteristics that people, who are not leaders, simply do not have.Recently, the trait approach has been used to study the effect of the Big 5 personality

factors and leader effectiveness.

By defining the Big 5 personality factors in terms of contexts in an organization or situation, the results have yielded more useful information (Landy & Conte, 2010). In the past when trait theory was empirically studied, the trait approach completely lacked any

significant reliability (Landy & Conte, 2010). There were no consistent traits that existed

to suggest leadership effectiveness (Landy & Conte, 2010). When empathy, kindness,and supportiveness were all studied, they each produced inconsequential results that

might have resulted from overall lack of contextual oversight or an instance on asserting

productivity as criteria for study (Landy & Conte, 2010). The more modern approach,

that emphasizes context, has shown valid results that can predict leadership effectiveness.



The comprehensive study by Borman and Brush (1993) involved extrapolating the top

246 managerial performance dimensions from various literatures that involved a diverse

range of occupational settings. After 100 I-O psychologists gave judgments on the list,Borman and Brush (1993) condensed the list to 187 dimensions. There were 18 broadly

defined managerial dimensions and only 6 of them were consistently connected to

leadership:A. Guiding, directing, and motivating subordinates.

B. Training, coaching, and developing subordinates.

C. Maintaining good work relationships.

D. Coordinating subordinates and other resources to get the job done.E. Delegating.

F. Selling/Influencing


notions?

House and Mitchell (1974) created a new contingency theory called path-goal theory that

is largely based on the Ohio State University studies (these studies focused on the kinds

of behavior engaged in by people in leadership roles and identified the types, which are

consideration and initiating structure) and the University of Michigan studies (thesestudies focused on task-oriented behavior, relations-oriented behavior, and participative

behavior). The path-goal theory assumes that the leader’s responsibility is to show the

subordinate the path to valued subordinate goals (House & Mitchell, 1974). The

contingency approach exists in the path-goal theory because the contingency approachspecifically states that one must take into account the role of the situation in the exercise

of leadership (Landy & Conte, 2010). The path-goal theory of leadership employs a lot of

the same notions of expectancy theory, that states a person will be motivated when anindividual holds the belief that a particular behavior will lead to a particular outcome



(Landy & Conte, 2010).


Dansereau, Graen, and Haga (1975) proposed the leader-member exchange theory or LMX that states leaders will adopt different behaviors with individual subordinates. The particular behavior pattern of the leader develops over time and depends on the quality of

the leader-subordinate relationship. Based on their research, subordinates fall into two

groups: in-group members and out-group members. In-group members have a high-quality relationship with their leader and high latitude for their works roles, while out-

group members have a low-quality relationship with their leader and low latitude for their

work roles (Landy & Conte, 2010). LMX is similar to path-goal theory because it

involves a leader showing subordinates the blueprint for success, it is contingent oninfluencing behavior, and it facilitates a symbiotic relationship between the leader and the

subordinates (Landy & Conte, 2010). LMX is dissimilar to path-goal theory because it

focuses more on the visceral relationship between the leader and the subordinate, itdifferentiates two different types of subordinates (in-group and out-group), the LMX

develops over a longer period of time, and the specific organizational goals central for

measuring success are not always the primary focus in LMX, whereas they are in path-

goal theory (Landy & Conte, 2010).


Transformational leadership style is applied when a leader appeals to the nobler motives

of the followers, such as justice, morality, and peace (Landy & Conte, 2010). Leaders

such as Martin Luther King, Jr. and Mahatma Gandhi demonstrate how their own actions

can lead to a better world and how as followers, they too, can individually contribute tomaking society a better place (Landy & Conte, 2010). These types of leaders make

people want to be better. Transactional leadership style is applied when a leader shows

followers how they can meet their personal goals by adopting a certain behavior patterns(Landy & Conte, 2010). A transactional leader will develop social contracts with

followers in which positive behaviors will be rewarded (Landy & Conte, 2010). An

example of a transactional leader would be an industrial leader, such as a manager or CEO, developing a new incentive program that rewards employees for hitting target

goals. Some psychologists say that transformational leadership and transactional

leadership are mutually exclusive, while other psychologists say that the two exist in a

pyramidal hierarchy with transactional on the base and transformational at the acme(Landy & Conte, 2010).



According to Bass and Avolio (1997), there are four critical transformational leadership

characteristics: idealized influence, inspirational motivation, intellectual stimulation, andindividualized consideration. Idealized influence is leaders display conviction, emphasize



trust, take stands on difficult issues, understand the importance of commitment and

purpose, and are aware of the ethical consequences of their decisions (Bass & Avolio,

1997). Inspirational motivation is when the leaders articulate an appealing vision of thefuture, challenge followers, talk optimistically, and provide encouragement and meaning

for what needs to be done (Bass & Avolio, 1997). Intellectual stimulation occurs when

leaders question old assumptions, values, beliefs, and stimulate new ways of doing thingsthat encourage expression of ideas and reasons (Bass & Avolio, 1997). And finally,individualized consideration is when leaders deal with individuals and how they consider

individuals’ needs, abilities, and aspirations. Leaders should listen attentively, advise,

coach, and teach whenever necessary (Bass & Avolio, 1997). French and Raven (1959)claim that authority has only one real kind of power. They assert five bases of power that

include: reward power, coercive power, legitimate power, referent power, and expert

power. (French & Raven, 1959). Reward power is the potential of a supervisor to mediate

valued rewards (French & Raven, 1959). Coercive power is the potential of a supervisor to mediate punishments (French & Raven, 1959). Legitimate power is the inherent right

of a supervisor to influence a subordinate and the obligation of the subordinate to accept

that influence (French & Raven, 1959). Referent power is the identification of thesubordinate with the supervisor, or put in other words, the desire of the subordinate to be

like and act like the supervisor (French & Raven, 1959). And finally, expert power is the

knowledge or expertise that a supervisor has in a distinct area (French & Raven, 1959).

Clearly, the relationships between the transformational characteristics and the bases power are how the leader is perceived, how the leader decides to disperse reinforcements

as well as punishments, how the leader uses his or her influence for the good of the

group, how the subordinates receive and internalize instruction, how stimulated thesubordinates are as a direct result of the leader, and how the mutual respect component

that exists between the leader and the subordinate.


According to Bass and Avolio (1997), there are four critical transformational leadershipcharacteristics: idealized influence, inspirational motivation, intellectual stimulation, and

individualized consideration. Idealized influence is leaders display conviction, emphasize

trust, take stands on difficult issues, understand the importance of commitment and purpose, and are aware of the ethical consequences of their decisions (Bass & Avolio,

1997). Inspirational motivation is when the leaders articulate an appealing vision of the

future, challenge followers, talk optimistically, and provide encouragement and meaning

for what needs to be done (Bass & Avolio, 1997). Intellectual stimulation occurs whenleaders question old assumptions, values, beliefs, and stimulate new ways of doing things

that encourage expression of ideas and reasons (Bass & Avolio, 1997). And finally,

individualized consideration is when leaders deal with individuals and how they consider

individuals’ needs, abilities, and aspirations. Leaders should listen attentively, advise,coach, and teach whenever necessary (Bass & Avolio, 1997). In Deci and Ryan’s (2000)

self-determination model, they introduce the importance of facilitating intrinsic

motivation by highlighting three key components: autonomy, competency, andrelatedness. When comparing autonomy to the transformational characteristics, it is



undeniable to conclude that all four characteristics (idealized influence, inspirational

motivation, intellectual stimulation, and individualized consideration) all play an integral

role in allowing the individual to maintain a level of control and personal freedom. Eachone of these characteristics fosters an education process that aims at improving the

overall quality of life for the individual. When comparing competency to the

transformational characteristics, both intellectual stimulation and individualizedconsideration promote individuals to better themselves by following the guidance setforth by the leader. And lastly, when comparing relatedness to the transformational

characteristics, the leader’s overall goal is to build and harbor a relationship with the

subordinate that reflects a mutual respect and growing component that can translate toachieving desired goals together.

Works Cited

Bass, B. M. (1960). Leadership, psychology, and organizational behavior. New York:

Harper and Row.

Bass, B. M., & Avolio, B. J. (1997). Full range leadership development: Manual for theMultifactor Leadership Questionaire. Palo Alto, CA: Mindgarden.

Borman, W. C., & Brush, D. H. (1993). More progress toward a taxonomy of managerial

performance requirements. Human Performance, 6, 1-21.

Dansereau, F., Graen, G., & Haga, W. J. (1975). A vertical dyad linkage approach toleadership within formal organizations: A longitudinal investigation of the rolemaking

process. Organizational Behavior and Human Performance, 13, 46-78.

Deci, R., & Ryan, R. (2000). Self-determination theory and the facilitation of intrinsicmotivation, social development,

and well-being. American Psychologist, 55, 68-78.

French, J. R. P., & Raven, B. H. (1959). The bases of social power. In D. Cartwright

(Ed.), Studies of social power (pp. 150-157). Ann Arbor, MI: Institute for SocialResearch.

House, R. J., & Mitchell, T. R. (1974). Path-goal theory of leadership. Contemporary

Business, 3(Fall), 81-98.Landy F. J., & Conte J. M. (2010). Work in the 21st century: An introduction to industrial

and organizational

psychology. Hoboken, NJ: McGraw-Hill.



Author:Erin Rabatin


Body:

1. What is leadership? How is it different from management?

A leader is someone who influences, or attempts to influence other people. They also

coordinate and direct relevant group activities. The term “Manager” is a job title the termimplies what is done while leadership implies how it is done.

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2. How has trait theory evolved over the last half century and where does it stand now? In

the 1920’s and 1930’s the trait theory tried to show that leaders possessed certain

characteristics that non-leaders did not. However, the trait theory proved to be a deadend. No consistent relationships were found between traits and leadership effectiveness,

in part because no one could decide exactly what these traits meant. The biggest failure,

though, was the fact that they failed to look at leadership in the broad context of theorganization, the situation, and the followers.3. What duties (dimensions) distinguish leadership duties from those of a manager

(Borman & Brush, '93)? Manager’s tasks and duties specify exactly what should be done

on the job. A leader’s tasks and duties specify how to complete the tasks and duties. The process of achieving them.

4. In what way does House/Mitchell's Path-Goal Theory rely on Expectancy theory

notions?Path-Goal theory acknowledges that subordinates will expect certain outcomes. It

assumes that the leader’s responsibility is to show the subordinate the path to valued

subordinate goals. It is also called the contingency theory because there is the use of reward tactics. This ties into expectancy theory because the subordinates are expecting

some sort of outcome in the form of a reward.

5. How are LMX (Dansereau, Graen, & Haga, '75) and Path -Goal (House, '71) similar and dissimilar? LMX puts much emphasis on the relationship between the leader and the

subordinate. Leaders adopt different behaviors with individual subordinates and those

behaviors depend on the quality of the relationship between the leader and subordinate.LMX does not depend on the notion of rewards. The path-goal theory focuses on the

leader’s responsibility to show the subordinate the path to valued subordinate goals. Path

goal theory also emphasis the leader and the situation, whereas LMX focuses on the

relationship between the subordinates and the leader.6. What is the difference between transactional and transformational leadership style?

Transformation leadership is characterized by the interplay between leaders and followers

in which each raises the other to higher levels of ethics, morality, and motivation. Theleader will appeal to “noble motives” like justice, peace, and others. The leader should

behave the way he or she wants his or her subordinates to, and should also project that

individuals really can make a difference. Transactional leadership focuses on behavior patterns. Followers can achieve their goals by adopting a particular behavior. The leader

engages in a social contract with the followers in which certain behaviors are rewarded.

7. What are the relationships between the transformational characteristics and French and

Raven's Bases of Power? In order to maintain transformational leadership one must exertthe correct type of power. For instance, referent power is the identification of the

subordinate with the supervisor (the subordinates desire to be like the supervisor).

8. How are transformational leadership characteristics related to intrinsic motivation

constructs? Transformational leadership motivates the subordinate to be a “better person.” The relationship between the leader and the subordinate is valued. Intrinsically

motivated people are authentic in action and have a large degree of autonomy.

Transformational leadership is no simply using external rewards to render behaviors, butindirectly attempting to motivate employees to be better.





Author:Robert Scott Corrigan

Date: Wednesday, 11/10/2010 14:19 ESTBody:


Leadership is when an individual goes above and beyond the normal call of duty. There

are various ways individuals can foster the following of others. What separates these

from traditional management is the willingness and commitment of the followers.Leaders inspire acceptance, not just compliance. Job analysis would convey what the

manager is expected to do, but cannot capture how the leader harmonizes their throng.


Trait theory attempted to capture the idiosyncrasies of individuals that catalyzed their

leadership. However, agreement on which traits actually distinguished leaders fromnonleaders proved futile since concurrence on operational definitions failed.

Reemergence of trait theory is seen in recent personality theories such as the Big Five

because of its emphasis on behavioral vs. innate characteristics.



Many of the leadership duties observed by Borman & Brush (1993) coincide with what is

expected of the modern manager. However, duties that correspond to leadership

specifically seem to encapsulate what Day (2001) identified as interpersonal competence.A leaders ability to coach, maintain work relationships, delegate tasks, etc, all require

more than a “get the job done” attitude.


notions?

Path-Goal theory and expectancy theory go hand-in-hand because both informindividuals on where to go and how to get there. Leaders are expected to show followers

the fruits of their labor and emphasize how much labor needs to be invested.


LMX is a situational theory that postulates leader behavior varies from follower tofollower. This leads to some individuals having stronger relationships (in-group) and

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some having weaker relationships (out-group). Path-goal theory is similar in that it a

better relationship with the leader will yield a more clear understanding of how to attain

goals. It is different because the emphasis for LMX is on the relationship between leader and follower and Path-Goal theory is about goal attainment.


Transitional leadership can be thought of as a non written agreement on how the follower

should behave in order to reach a desired reward. Transformational leadership is more

inspirational since it requires charismatic and visionary leaders to motivate followers. Ona continuum transactional leadership is closer to the role of a typical manager and

transformational leadership is more on the pure leadership side.


The Bases of Power indicate how leaders can have influence over their followers. Theabsence of influence is the absence to lead, making these sources of power important for

any leader. When compared to transformational leadership coercion, reward, and

legitimate seem to have no resemblance. After all, when trying to inspire others, force,

gifts, and absolute authority are not nearly as important as emulation and respect. Clearlya subjective opinion, but I do believe referent and expert power as described by French

and Raven are the best representation of what is required by a transformational leader.

These constructs have a more intrinsic appeal which is in accord with transformationalobjectives. On the contrary, the latter three appeal more to extrinsic motivators and are

more useful in describing transactional leadership.


Transformational leaders aspire to individuals natural desire to do work and be active.Charismatic individuals can motivate us to do “great things.” This occurs because we

actually want to do our best. Goals become more self-motivated which is the essence of

intrinsic motivation. Most important is the notion that transformational leaders seem to believe in our abilities. They seem honored to be around those they are inspiring which

can bring tremendous amounts of effacy.



Author:Thomas Franklin Fiske


Body:

Chapter 12 Questions

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#1. Leadership is a very difficult term to define. It involves influencing the actions of

others and directing activities of subordinates. It differs from management in that a

manager is simply someone who delegates that activities that need to be done tosubordinates. A leader helps define the process of work in order to increase the workers

cohesion, satisfaction, and any social- psychological aspect of the work (Landy & Conte,

2010).

#2. Trait approaches were an early attempt to study leadership. They focused on great

leaders and the traits they possessed. In an attempt to nail down the traits that make up a

great leader, they didn't study followers except for their productivity. They had problems because the list became so long, and the measures so varied that it ran into problems.

Since the creation of the big 5 traits theories are making a comeback.

#3. The leadership dimensions that differ from just manager dimensions include handlingthe social aspects of work, as well as motivating, guiding, and coaching (Landy & Conte,

2010). These differ from the managerial duties like technical proficiency.

#4. The Path goal approach lends itself to expectancy theory notions in several ways.

First, the path goal theory assumes the leader will show the subordinate a path towards

successful work and satisfaction. This can create a situation in which the subordinate

must first value the goal, have the means to achieve it, and expect that by following thesemeans he or she will obtain the goal.

#5. The theories are similar in that they both take a participative approach, and include both the leader and the subordinate in the discussion. LMX takes the path goal one step

further because it includes different stages of the relationship between the leader and the

subordinate, as well as in group out group dynamics. In both theories, the leader and the

subordinate work together to obtain a goal, but path goal has more of a cognitiveapproach, whereas LMX has more of a person as judge approach.

#6. Transactional leaders are more like managers then leaders. They don't posses thesocial and cognitive connection to their followers in order to fully motivate them. A

transformation leader can motivate employees to the fullest by appealing to higher

causes. This will increase worker satisfaction, and increase the likelihood that thesubordinate will follow the leader, not just work for him or her.

#7. Transformational characteristics use referent and expert power more then coercive or

legitimate power. Of course legitimate and coercive power are understood by thesubordinates, but rarely used by a transformational leader. Instead, the transformational

leader will guide his/her followers with his own expertise and ability to motivate

employees. This will make the employees want to follow the leader, giving him/her

referent power.

#8. If a leader is truly transformational, then he will increase the intrinsic motivation of

his/her employees. The leader will guide his/her followers to take a personalresponsibility to their work, and allow them the autonomy to work as they see fit. A



transformational leader will also provide the proper feedback to allow the followers to

grow and become better workers.


Response Title: Re: Please post your responses to chap 12 here Author:Jerusalem E Tekie


Body:


Leadership refers to an individual in a group who has been given the task of directing and

coordinating task relevant group activities. Leadership is different from management because it concerns how a job gets done, whereas a manager is more concerned about

what specifically gets done.


Trait theory has evolved over the past century because its origins focused more on

characteristics that leaders had versus non-leaders. Currently, trait theory is moresuccessful that where it originated. This theory currently defines personality behaviorally

and considers them in the context of organizational and situational variables, however

there is no longer a direct correlation between these traits and leadership effectiveness.



The duties that distinguish leadership duties from managerial are:

- Guiding, directing, and motivating subordinates

- Training, coaching, and developing subordinates- Maintaining good work relationships

- Coordinating subordinates and other resources to get the job done

- Delegating- Selling/Influencing


notions?

House/Mitchell’s Path-Goal Theory relies on the Expectancy theory because it

presupposes that the individual wants to reach subordinate goals while at the organization

(ex. hard work = promotion); this presupposition is the foundation of Expectancy Theory.


and dissimilar?

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Similar: both focus on the relationship between the leader and the subordinate

Dissimilar: in path-goal, the leader is somewhat require that the leader is supposed to

show the subordinate how to reach their goals whereas in LMX, the relationship betweenthe leader and subordinate weighs heavily when concerning the goals the subordinate

wants to achieve.


Transactional leadership: leaders show followers how they can meet their personal goals

by adopting particular behavior patterns.Transformational leadership: Leaders transform followers by appealing to nobler motives

such as justice and morality.


Transformational characteristics and Bases of Power are similar due to the use of referent power.


constructs?

Transformational leadership involves using one’s personal desires to perform better

(essentially what intrinsic motivation involves) rather than more money (something thatis considered an extrinsic motivator).



Author:Moshe Samueleis


Body:

Chapter 12

1. What is leadership? How does it differ from management?

In some cases the dynasty effect can be part of what is a leader. Based on analysis of leader emergence among identical twins, genetic components of leadership can explain

dynasty effects. An example of this can be the Bush family. A leader also is the one who

goes in front with relevant task moving the responsibility of group activities (Landy &

Conte, 2010)

2. How has trait theory evolved over the past half century and where does it stand now?

Mental devotion to individual differences was an interesting issue with the attempt to

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demonstrate that leaders possessed certain characteristics that the non- leaders did not. In

the 1920-1930's, this theory was popular although it lost it importance due to

disagreement between conception such as empathy, kindness supportiveness. It also lostimportance because it failed to accept leadership as part of organization. The trait

approach has evolved to these days where a leader has to deal not only about productivity

but also with other factors such motivation, commitment, and satisfaction. A leader affects productivity (550)

3. What duties (dimensions) distinguish leadership duties from those of a manager (Borman & Brush, '93)?

They had identified 246 types of manager performance, then reduced these to 187, then to

18 broad areas of management. They then made the connection between leadership andmanagement in no fewer than 6 to 18 dimensions which are dedicated to leadership.

Manager and supervisor are job titles that explain what needs to be done. And leadership

deals with how these task and duties are carried out. (544-547)

4. In what way does House/Mitchell's Path-Goal Theory rely on Expectancy theory

notions?

The Path-Goal Theory helps subordinates to comprehend what requires to make a

decision while at same time identifying with the decision and participating troughobjectives and plans, also it makes aware about rewards and punishments leading them to

a enjoyable experience and pressure in group members to accept decision.

The expectancy theory assumes that subordinates are individuals that can make decisionsand the outcome is a harmonious communication between leader and subordinated (555).

5. How are LMX (Dansereau, Graen, & Haga, '75) and Path -Goal (House, '71) similar

and dissimilar?

Leader member exchange (LMX) theory hypothesis that leader assume different behavior

with individual subordinates in which the leader will pursue to obtain a deep relation ship

with his or her followers. This subordinates are made up of two groups such as: in-group

and out-group members. In the first there is a great connection between leader subordinate and negotiation while in out-group members it is the opposite. Path goal

theory of motivation people measure and consider options in order to choose from whom

it is better. If an employee considers productivity as a path to the goal that he or she had

chosen in order to satisfy rewards or personal goals, and is he or she who chooses the path of the leader . (558)

6. What is the difference between transactional and transformational leadership style?



Landy and Conte uses a movie example to explain transformational leader with the

phrase “ You make me want to be a better man.” (561) The closer a leader's relationshipto his or her followers, the higher the probability of appealing and transforming his or her

followers are greater. An example of this is Mahatma Gandhi appealing his followers to

peace and justice. A transactional leadership style appeals followers personal goals and behaviors by developing social contracts with the purpose to reward positive behaviors.

7. What are the relationships between the transformational characteristics and French andRaven's Bases of Power?

Transformational leadership is a fountain of inspiration for its followers as it can be seen

in the political arena of pursuing social peace and justice, which is in some way similar tothe French and Raven’s bases of power.

8. How are transformational leadership characteristics related to intrinsic motivation

construct?

Transformational leadership addresses ethics, morality and motivation in whichindividuals do not worry about their own reward, but to build a better world. It has a core

of a intrinsic motivation, family, love, care, etc.

Reference

Landy, F.J., & Conte, J.M. (2010). Work in the 21st Century: An Introduction toIndustrial and Organizational Psychology. (3rd ed.) San Diego: John Wiley & Sons, Inc.


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