Fundamentals of Management by Griffin Chapter 11

What is the vertical dyad? -Each of the 16 scales on the LPC measure is referred to as a vertical dyad. -Each superior-subordinate pair in the LMX model is referred to as a vertical dyad. -Each path-goal connection in the path-goal theory of leadership is referred to as a vertical dyad. -Each branch in the Vroom's development-driven decision tree is referred to as a vertical dyad.

Each superior-subordinate pair in the LMX model is referred to as a vertical dyad.

Caleb manages the contract division of the largest property management company in New England. His division is full of high performers in terms of processing volume and speed. However, absenteeism is high among his employees. Many members of his department are openly dissatisfied with their jobs. Based on these factors, what type of leadership behavior would you expect Caleb to display? -Paying little attention to subordinates' work -Explaining work procedures in great detail -Developing a cohesive work group -Establishing informal lines of communication

Explaining work procedures in great detail

Which of the following is true of referent power? -It is associated with authority, not leadership. -It is the power to force compliance. -It is based on identification, loyalty, or charisma. -It is derived from information or expertise.

It is based on identification, loyalty, or charisma.

Jordan Automotives is a large producer of parts used by U.S. automakers. By today's standards, the company's mainframe computer system is antiquated. Requirements for car manufacturers are so stringent that Jordan Automotives risks losing its supplier certification status if a significant upgrade is not made. In fact, a highly-integrated system that links MRP, production, inventory, and sales is warranted. The costs of such a system are high. The conversion process is extensive and involves dramatic changes to job and process designs. Management anticipates resistance throughout the company. In choosing a situational leadership model to support the company's needs, which of the following factors is most important in this scenario? -Subordinate relationships -Situation and leader favorability -Subordinate participation in the decision-making process -Rewards and goal clarity

Subordinate participation in the decision-making process

Which of the following is true of charismatic leaders? -Their shortcomings are magnified. -They set high expectations. -They do not make any mistakes. -They succeed only in turbulent environments.

They set high expectations.

Which of the following is a task characteristic that may neutralize or substitute for leadership? -rigid reward structure -availability of feedback -inflexibility -formalization

availability of feedback

When considering the three elements of charismatic leaders, how would a leader energize others? -by expressing confidence in them -by envisioning the future -by personal confidence -by empathizing with them

by personal confidence

Jane Whitten's particular form of interpersonal attraction makes her a _____ leader. -transformational -situational -charismatic -substitute

charismatic

The concept of _____ leadership, which focuses on interpersonal attraction, is most closely associated with the trait approach. -situational -substitutes for -path-goal -charismatic

charismatic

Steve's usual method for getting his staff to do their jobs is to threaten to dock their pay or put reprimands in their files if they do not comply. This is an example of _____ power. -reward -referent -expert -coercive

coercive

The more a manager uses _____ power, the less likely he is to be seen as a leader. -reward -referent -coercive -expert

coercive

Duane is the department head of the production unit at Lelov Technology. He is considered a great leader. However, in his latest performance review, Duane's supervisor noted that Duane is not so adept in developing a vision for the future and the strategies needed to achieve that vision. Which of the following is a leadership skill that Duane needs to work on? -motivating -planning budgets -problem solving -establishing direction

establishing direction

Diane is the department head of the cardiac wing at Jenkins Hospital in Miami, Florida. She is considered a great leader. No one at the hospital has more experience than Diane in the field of cardiology. In addition, she has been instrumental in establishing the systems and policies that have been adopted throughout the hospital. In addition to powers she has because of her position in the organization, Diane has _____ power. -reward -referent -expert -legitimate

expert

A strategic leader needs a thorough understanding of the organization itself, including _____. -its culture -significant trends -its future -issues on the horizon

its culture

After several years of service at her company, Melanie was just promoted to a middle management position. This promotion gives Melanie _____ power. -reward -legitimate -expert -coercive

legitimate

_____ power is defined by the organization to be accorded to people occupying a particular position. -Reward -Legitimate -Referent -Expert

legitimate

Marvin has twelve subordinates on his work team. Marvin regularly consults with his subordinates. He solicits their suggestions and lets them participate in decision making. According to path-goal theory, Marvin is exhibiting what type of leader behavior? -achievement-oriented -directive -participative -supportive

participative

Diane is the department head of the cardiac wing at Jenkins Hospital in Miami, Florida. She is considered a great leader. Diane's peers seem to identify with her and pattern their behavior after hers. Her subordinates are extremely loyal to her. In addition to powers she has because of her position in the organization, Diane has _____ power. -reward -referent -expert -legitimate

referent

In the LPC measure, what does a high score indicate? -relationship orientation -task orientation -negative qualities -positive qualities

relationship orientation

Steve decides how projects are assigned to his staff and has final approval on overtime hours. This is an example of _____ power. -reward -referent -expert -legitimate

reward

The LMX model of leadership: -involves being friendly and approachable, showing concern for subordinate welfare, and treating members as equals. -stresses the importance of variable relationships between supervisors and each of their subordinates. -is recommended for situations where time is of the highest importance in making a decision. -suggests that managers can use four types of leader behavior to clarify subordinates' paths to goal attainment.

stresses the importance of variable relationships between supervisors and each of their subordinates.

According to the path-goal theory, _____ leader behavior is being friendly and approachable, and treating members as equals. -participative -supportive -achievement-oriented -directive

supportive

Which style of leadership identified in LPC theory is similar to job-centered and initiating-structure behaviors in the generic approaches to leadership? -delegation oriented -task oriented -management oriented -relationship oriented

task oriented

Marvin has twelve subordinates on his work team. He gives extra responsibility, and privileges, to Ilene, Jay, and Ira. The other nine members of the team receive much less of Marvin's time and attention. According to the LMX model, those other nine members are _____. -inflexible -the in-group -under-performers -the out-group

the out-group

CEO George Buckley of 3M is making the firm more efficient and profitable while maintaining a leadership role in innovation. He changed the reward system, overhauled procedures, and restructured the firm. Buckley is a(n) _____ leader. -authoritarian -charismatic -situational -transformational

transformational

Russell is the president of the smallest business unit of a large conglomerate. He has been disappointed by the organization's unwillingness to embrace promising new business opportunities in the marketplace. He finds the corporation's traditional organizational structure and leadership style inhibiting. Two months ago, Russell was approached by the CEO of another company. This leader is hard-driving, with an exciting vision of the future. When offered a job at this inspirational CEO's firm, Russell jumped at the chance to work alongside this _____ leader. -transformational -situational -charismatic -substitute

transformational

A manager who threatens to withhold support or rewards is _____ as a political tactic. -using coercion -creating an inducement -creating an obligation -using persuasion

using coercion

Marvin has eight subordinates on his work team. Marvin's supervisor, Elaine, has to approve all job assignments. In addition, Elaine must sign off on all raises, bonuses, or other incentives that Marvin wants to give to his team. According to LPC theory, Marvin has _____. -weak task power -strong position power -strong task power -weak position power

weak position power

The LPC theory classifies leaders into two types based on: -whether they are task oriented or relationship oriented. -whether they use reward power or legitimate power. -whether they display ethical conduct or not. -whether they can make important decisions under pressure.

whether they are task oriented or relationship oriented.