Assertion (A) : Leaders exert powerful effects on followers through the attributions followers make about them.
Reason (R) : Leaders have self confidence and environmental sensitivity.
Analyzing Assertion (A)
Assertion (A) states that leaders significantly impact followers through the attributions followers make about them. This is a core concept in leadership theory, emphasizing that a follower's perception and interpretation of a leader's actions, intentions, and characteristics (attributions) are crucial determinants of the leader's influence.
Therefore, Assertion (A) is true.
Examining Reason (R)
Reason (R) posits that leaders possess self-confidence and environmental sensitivity. Self-confidence is widely recognized as a key trait for leaders, enabling them to project assurance and make decisive actions. Environmental sensitivity allows leaders to understand and adapt to their surroundings, including social, political, and organizational contexts.
Therefore, Reason (R) is true.
Linking Attributions and Leader Traits
Reason (R) provides a basis for Assertion (A). Traits like self-confidence and environmental sensitivity in leaders can directly influence the attributions followers make. For instance:
- A leader's self-confidence might lead followers to attribute competence and decisiveness to them.
- A leader's environmental sensitivity might lead followers to attribute good judgment, foresight, or strategic thinking to them.
These attributions, stemming from observable leader traits, are the mechanism through which leaders exert influence, as stated in Assertion (A). Thus, the traits mentioned in Reason (R) help explain why and how followers make certain attributions that affect their response to leadership.
Therefore, Reason (R) is the correct explanation of Assertion (A).
Conclusion
Both Assertion (A) and Reason (R) are true statements, and Reason (R) correctly explains the mechanism described in Assertion (A).
Code: Option A
Important Questions from Motivation and leadership: Concept and theories
Which among the following is not a characteristic of transactional leaders?
Match List-I with List-II:
List-I
(Objectives of business firms)
List-II
(Hypothesis)
a) Maximization of firms' growth rate i) Baumol's hypothesis b) Managerial utility function ii) Marris hypothesis c) Satisfying behaviour iii) Williamson hypothesis d) Sales Maximization iv) Cyert-March hypothesis Choose the correct option from those given below:
Miller-Orr model is used in the management of
Promoting team spirit, harmony and unity within the organization is the principle of
'Motivation-force or level of efforts is not equal to satisfaction and performance' is propounded by
