Essentials of Leadership Chapter 7 Homework

Moral Identity

As a team leader, Ryan ensures that his actions are ethical and are in the best interest of his team.

Legitimate Power

As the chief executive officer of her company, Fiona has the right to make decisions and expect her employees to comply with them.

Presige Power

John, a senior manager, is very popular and influential in his company because of a large business deal secured by him.

Self-leadership

Lawrence, an engineer, is able to decide to a certain extent the steps he can take to improve his productivity and efficiency.

Coercive Power

Lewis, a team manager, threatens his team members with demotion fro failing to follow procedures.

Personal Power

Michael exerts a significant influence on his colleagues because of his excellent knowledge of statistics.

Delegation

Stuart, a senior surgeon, assigns responsibilities such as monitoring and reporting patients' conditions to junior doctors working with him.

Strategic Contingency Theory

Whenever there is a critical problem with machinery, the maintenance team at Coral Industries Inc. acquires more power than other teams in sorting out the problem.

In an acquisition, a variation of _____ is to terminate manager from the acquired organization who oppose adapting to the culture of the new firm.

embrace or demolish

The dimension of empowerment exercised when a worker feels his actions directly affect the future of the company is _____.

impact

When a manager tells his superior that his star team member is mediocre to prevent the team member's transfer, he is _____.

playing territorial games

A high-level form of _____ occurs when workers feel that they can choose the best method to solve a particular problem. Tyrell believes that he has the capability to meet performance requirements in a given situation. Tyrell is feeling _____.

1. self-determination; 2. competent

Territorial games

Clive, a computer programmer, always schedules meetings with his manager such that senior team members are unable to attend these meetings and crucial projects are awarded to Clive.

Positive Psychological Capital

Dennis is an optimistic person who enjoys challenging tasks and is a contender for the position of a team leader in his company.

Reward Power

Edgar, the director of a company, gives bonuses to employees who meet their targets consistently

Jay, a newly employed market research analyst, realizes that his organization is quite political. In order to survive, he decides to play the game. Listed below are six strategies and tactics that Jay can employ. Classify each strategy as an ethical or unethical political behavior by matching them to the category in which they belong. Setting a Teammate Up for Failure Backstabbing Developing Power Contacts Controlling Vital Information Creating and Resolving a False Catastrophe Managing His Impression

Ethical: Developing Power Contacts Controlling Vital Information Managing His Impression Unethical: Setting a Teammate Up for Failure Backstabbing Creating and Resolving a False Catastrophe

Power

Howard, the president of a bank, has the authority to influence decisions and control the allocation of resources.

Leader Political Support

Joshua, the Vice President of research and development of a company, uses his influence to secure large funds for the ambitious projects of the various research teams.

Dependence Perspective

Robert, the finance manager of a company, exerts considerable power because he has a major role in deciding the allocation of funds for all the departments in the company.

Empowerment

Sales assistants at Needs, a department store, are allowed to make decisions related to merchandise exchanges and customer complaints.

Organizational Politics

Thomas, a senior professor guiding doctoral research projects, ensures that he gets the best candidates to work on his projects thereby exerting considerable influence in his department.

Which of the following is most likely an outcome of dysfunctional politics? a. Ray feels that his team members do what they're told but never take initiatives. b. Fiona loves her job and therefore does not feel stressed even when asked to meet tight deadlines. c. Lester has been with his employer for the past 15 years and believes in his company's goals. d. Thandi, a recently hired accountant, quits her job because her family is relocating to another state.

a. Ray feels that his team members do what they're told but never take initiatives.

During a major epidemic, the doctors and medical professionals in the region were asked to cater to the needs of the patients. They were also given the authority to frame public policies preventing such incidences in the future. In this scenario, the increased powers of the medical professionals stem from a. managing critical problems. b. being close to power. c. self-serving behavior. d. ownership.

a. managing critical problems.

Ray feels stressed after the conversation with Larry because he thinks Larry expects Ray to produce magical results without really providing inputs. Which of the following should Larry have done to ensure Ray did not feel this way? a. Larry should have provided freedom to Ray to pursue innovative strategies. b. Larry should have provided guidance to Ray. c. Larry should have praised Ray for his smarts and charisma. d. Larry should have encouraged Ray to use coercive tactics on his subordinates.

b. Larry should have provided guidance to Ray.

Which of the following would amount to Ray exceeding the boundaries of empowerment? a. Ray encourages the club members to refer their friends and family for the recent discount offers. b. Ray hires his cousin for the post of assistant manager which has remained unfilled for a week. c. Ray decides to devote more of his advertising budget to newspaper advertisements. d. Ray wants to expand the organization's social media presence.

b. Ray hires his cousin for the post of assistant manager which has remained unfilled for a week.

Winchester Bank is in the process of acquiring the smaller Reed Bank. Many of Reed Bank's senior employees protested this acquisition. After the acquisition is complete, which of the following actions would the management of Winchester Bank make if using the embrace or demolish strategy? a. Assign the employees who protested to accounts which are collapsing. b. Terminate the employees who protested c. Misinform employees that the bank is going to be terminating several workers, and then later update them that you negotiated to keep everyone on board. d. Place the employees who protested in competition for resources so that they fight among themselves.

b. Terminate the employees who protested

Dylan, a restaurant manager, was asked to promote a waiter to supervisor, but was not given any criteria or preferences for promoting. Therefore, instead of reviewing potential candidates, Dylan simply promoted his nephew. In this case, Dylan resorted to favoritism because he a. allowed his subordinates to determine the most efficient work technique. b. operated in a stable and predictable work environment. c. had no objective way of differentiating effective people from less-effective ones. d. worked in a decentralized, rule-based system.

c. had no objective way of differentiating effective people from less-effective ones.

Timothy, the founding partner of Golden Consultants Inc., holds 60% of the company's stock holdings, and is its largest single investor. In this scenario, Timothy's power within the company stems from: a. capitalizing on opportunity. b. being close to power. c. ownership. d. dependencies.

c. ownership.

Ray was unable to boost enrollment in the first five months. Which of the following strategies should Ray focus on in order to prevent himself from feeling defeated? a. He should discourage organizational citizenship behavior among his staff. b. He should criticize Larry for his lack of support. c. He should complain about the manager of another club of the Modern Fitness chain to make himself look good. d. He should build a greater sense of confidence and competence by reflecting on his past successes.

d. He should build a greater sense of confidence and competence by reflecting on his past successes.

The impact of political tactics and strategies by leaders on the behaviors of subordinates and colleagues depends to a large extent on employees' a. ability to adapt to changes. b. level of participation in decision making. c. objective performance. d. perceptions of politics.

d. perceptions of politics.