Leadership

Paper 3
8 (a) Describe what psychologists have discovered about leadership styles. [8]

(b) Evaluate what psychologists have discovered about leadership styles, including a discussion

of cultural bias. [10] 32/F/M/18

8 (a) Describe what psychologists have discovered about leadership style. [8]

(b) Evaluate what psychologists have discovered about leadership style,

including a discussion

of individual and situational explanations. [10]

32/M/J/19

8 (a) Describe what psychologists have discovered about leaders and followers in organisations

(leader-member exchange model/individualised leadership model, followership, measuring

leadership). [8]

(b) Evaluate what psychologists have discovered about leaders and followers in organisations

(leader-member exchange model/individualised leadership model, followership, measuring

leadership), including a discussion on reductionism versus holism. [10]

/31/M/J/21

8 (a) Describe what psychologists have discovered about leaders and followers in organisations

(leader-member exchange model/individualised leadership model, followership, measuring

leadership). [8]

(b) Evaluate what psychologists have discovered about leaders and followers in organisations

(leader-member exchange model/individualised leadership model, followership, measuring

leadership), including a discussion on reductionism versus holism. [10]

33/M/J/21

7 (a) Explain what is meant by ‘adaptive leadership’. [2]

(b) Describe two of the three levels of leadership from Scouller (2011). [4]

(c) Discuss the applications of everyday life in organisations of the three levels of leadership

proposed by Scouller (2011). [6]

7 (a) Identify two ‘followership’ types (Kelley, 1988). [2]

(b) Describe the Leadership Practices Inventory (LPI) devised by Kouzes and Posner (1987). [4]

(c) Explain one strength and one weakness of the Leadership Practices Inventory. [6] /31/O/N/20
 Paper 4

Section A
4 Traditional management theory challenged

For many years, Henry Mintzberg’s ten managerial roles allowed the nature of leadership to

be defined. However, it has never been clear how leadership relates to the way managers in

organisations manage their workers.

(a) Explain the relationship between leadership and managerial roles. [2]

(b) Suggest one disadvantage of a participative/democratic style of leadership. [4]

(c) Give two types of leader behaviour determined by how much they participate with their

workers and how much they direct their workers. [4]

(d) Discuss the advantages and disadvantages of investigating leadership styles in organisations.

You should include a conclusion in your answer. [5]

4 Heifetz (1997) proposes a ‘modern’ theory of adaptive leadership, and suggests that ‘getting
on the balcony’ to see the whole organisation is more effective than seeing a specific part of
one work process.

Fig. 4.1 ‘getting on the balcony’

(a) Explain one principle from adaptive leadership, other than ‘getting on the balcony’. [2]

(b) (i) Explain what is meant by the reductionism versus holism debate. [2]

(ii) Suggest how adaptive leadership shows holism rather than reductionism. [2]

(c) Suggest two ways in which adaptive leadership differs from ‘traditional’ leadership. [4]

(d) Discuss the advantages and disadvantages of adaptive leadership. You should include a

conclusion in your answer. [5] 42/M/J/21

4 The Leadership Practices Inventory (LPI) assesses the extent to which leaders use the five
practices outlined by Kouzes and Posner (1987). An LPI-self questionnaire is completed and
then other people complete the LPI-observer questionnaire which includes rating scales and
openended questions.

(a) Outline one of the five leader practices from Kouzes and Posner (1987). [2]

(b) Give one strength and one weakness of using open-ended questions. [4]

(c) Suggest one way in which leadership could be measured, other than using a questionnaire.[4]

(d) There are advantages and disadvantages to using both an LPI-self questionnaire and an LPI
observer questionnaire.

Discuss how having both questionnaires affects the validity of the LPI. You should consider

both sides of the argument and include a conclusion in your answer. [5] 41/O/N/18

4 Fiedler (1967) proposed a contingency theory.

Leader member relations: good or poor Task structure: high or low Position power: strong or
weak

(a) Explain what is meant by a ‘contingency theory’ of leadership. [2]

(b) (i) Explain how Fiedler used the Least-Preferred Co-worker (LPC) questionnaire. [2]

(ii) Suggest one disadvantage of using this questionnaire with workers. [2]

(c) Explain how one alternative theory of leadership considers individual differences between

workers. [4]

(d) Discuss the usefulness of theories of leadership to the management of an organisation. You

should consider both sides of the argument and include a conclusion. [5]

42/O/N/20

Section B
8 (a) Design a study to investigate to what extent the manager of a clothes factory
demonstrates ‘levels of leadership’. [10]

(b) Explain the psychological and methodological evidence on which your study is based. [8]
/41/O/N/19
8 (a) Design a study to investigate to what extent the manager of a clothes factory demonstrates

‘levels of leadership’. [10]

(b) Explain the psychological and methodological evidence on which your study is based. [8] 43/O/N/19

Section C
12 ‘The situation is irrelevant; all that any leader needs to succeed is individual charisma.’

To what extent do you agree with this statement? Use examples of research you have studied to
support your answer. [12] 42/M/J/18

12 ‘Different types of followers do not exist. Workers either follow a leader or they do not.’

To what extent do you agree with this statement? Use examples of research you have studied to

support your answer. [41/O/N/18

12 ‘Situational leadership is irrelevant if the individual leader is a universalist ‘great man or woman’.

To what extent do you agree with this statement? Use examples of research you have studied to

support your answer. [12]

42/O/N/20