management 14 (24.7/25)

Based on what you learned about Neumann in the case, he most likely is low on ______ and ______.

ethical leadership; humility

Marina is a manager who has poor leader-member relations with her employees who perform unambiguous, easily understood tasks. She should use a task-oriented leadership style.

false

Chenault was a celebrity at American Express and is known for transforming the lives of many of his employees. Based on this perception, which influence tactic could Chenault most successfully use?

inspirational appeals

The case mentions that Neumann seemed to believe that he had extraordinary abilities to accomplish the impossible. Former employees said that it was nearly impossible to talk Neumann down from anything, no matter how absurd it seemed and Twitter's former CEO said that WeWork had a high degree of self-dealing. Based on this information, Neumann seems to exhibit all of the following "dark" leader characteristics except

charismatic.

Employees value high self-awareness, appreciation of others, and openness to feedback which are characteristics of a ________ leader.

humble

One reporter claimed that Neumann led with an entrepreneurial vision and personal charisma. Based on what you know about influence tactics, which tactic did Neumann successfully utilize?

inspirational appeals

As the founder and CEO of WeWork, Neumann had ______ power.

legitimate

As a leader, Ervan mentors new employees, encourages socialization, and worries more about building trust than building profits. Ervan is probably a ________ leader.

employee-centered

The Dunning-Kruger effect is a cognitive bias whereby people who are competent at something are unable to recognize their own competence. And not only do they fail to recognize their own competence, they're also likely to feel that they actually are incompetent.

false

Fiedler's contingency leadership model argues that leadership behaviors should be primarily determined by position power.

false

One executive mentioned that Neumann doesn't know what he doesn't know. Based on this characterization, Neumann most likely suffered from

the Dunning-Kruger effect.

Chenault was able to influence employees in a way that they pursued American Express' goals over their own self-interests. What type of leadership did this portray?

transformational

The primary purpose of relationship-oriented leadership behavior is to ensure that people, equipment, and other resources are used in an efficient way to accomplish the mission of a group or organization.

false

During the attacks of September 11, American Express lost 11 employees and suffered major damage to its headquarters. Chenault gathered his employees in Madison Square Garden and declared that the company was "sound" and "will overcome" the tragedy. Based on the revised Path-Goal Theory, what style of leader behavior does this represent?

achievement-oriented

Self-awareness involves understanding who you are and what you stand for. In order to be self-aware you need to spend time pondering your personal vision, values, needs, tendencies, skills, and deficiencies. This activity is important because self-awareness will enhance your ability to lead and to surround yourself with people who complement your own leadership deficiencies. The goal of this activity is to challenge your knowledge of the actions you can take to become more self-aware. Listed below are scenarios of people engaging in actions to become more self-aware. Select the action to become more self-aware that each description best exemplifies. If an action describes someone failing to become more self-aware, select "Failing to become more self-aware."

1. Each time Rodney has the urge to buy something he wants (but doesn't need), he makes a note of the item in a list on his iPhone. Periodically, he reviews his list and gets a good perspective on the things he'd really like to spend his money on versus those that would have been impulsive and regrettable purchases. Write down your priorities 2. Dara gives out bonuses to employees at the end of each quarter. He believes these reinforcements will motivate performance in future quarters by giving the employees who did not get bonuses something to aspire to. Failing to become more self-aware 3. Mio would like to have a more positive attitude at work. Mio enlists the help of a close colleague and asks him to keep track whenever she makes negative comments about work. After a few weeks, she'll look at her notes and start to identify some specific ways she can improve. Learn your strengths and weaknesses 4. Kiara had an unpleasant exchange with her supervisor today when the two of them strongly disagreed about a decision Kiara had made at work. After she got home for the evening, Kiara thought about the incident and tried to consider objectively whether she had indeed made a mistake and what she should have done instead. Take the time to reflect 5. Each Sunday evening, Katherine makes a to-do list for the upcoming work week. Seeing everything she'd like to accomplish in one place helps her to allocate appropriate time to her most important tasks. Write down your priorities 6. Antonia's company is offering employees the chance to attend a 3-day training seminar on interpersonal-skills. At first, Antonia has zero interest in this seminar because she knows that her interpersonal skills are exemplary. But she remembers that there's always room for growth and decides to sign up for the seminar. Take the time to reflect Incorrect 7. Once a month, Isamu takes a few hours to jot down one difficult experience he's had at work in the previous 30 days that has helped him to grow and develop. Failing to become more self-aware Incorrect 8. Joy avoids dwelling on the mistakes she has made at work or the skills she doesn't possess. Instead, she focuses almost exclusively on her accomplishments and talents. Avoid the Dunning-Kruger effect Incorrect 9. Dabir's company has an annual performance review, but this leaves him with 11 months of almost no input on his work performance each year. He sets up a monthly 30-minute meeting with his supervisor where he asks for her honest and constructive review of his work performance during the previous month. Learn your strengths and weaknesses 10. Braden's company has a policy that employees should seek out opportunities to learn and develop. Each day, employees are expected to improve in at least one small way, whether they learn and use a new vocabulary word, master another element of their complicated software system, learn about a foreign custom, or find out something about a coworker that they didn't know before. Avoid the Dunning-Kruger effect

Transformational leaders are inspiring. They empower and ignite passion in their followers. This activity is important because transformational leadership can motivate employees to transcend their own immediate needs and focus instead on the organization's objectives. The goal of this activity is to challenge your knowledge of the four key kinds of behaviors that transformational leaders exhibit. Select the key behavior of transformational leaders that each example best represents.

1. Zahid is good at empowering his employees by giving them a lot of responsibility for their work and increasingly challenging assignments. Individualized consideration 2. Safiya has a gift for motivating her employees to see the company's shortcomings as exciting opportunities for them to make a difference. Intellectual stimulation 3. Cai is willing to go the extra mile for the good of her division—even if it means making personal sacrifices. Idealized influence 4. Jaden's employees are drawn to him—they tend to feel excited about and supportive of the ideas he presents. Inspirational motivation 5. Liam is known among his workers for his integrity—he is an honest, fair, and ethical person, even when he thinks no one is looking. Idealized influence 6. Marco encourages his workers to question the way things are done at work when something doesn't feel right. Intellectual stimulation 7. Heidi takes the time to individually mentor her employees. This is time consuming, but she knows how important it is that her workers are actively engaged with senior management. Individualized consideration 8. Whenever Desiree speaks to her employees at the company's annual meeting, people feel at ease, comfortable, and engaged with her. Inspirational motivation

There are nine common influence tactics you can use to affect and change others' behaviors. Research suggests that some tactics are more effective than others. This activity is important because as a manager not only should you understand and be able to use a range of influence tactics but you also should understand which tactics are most likely to work in a given situation. The goal of this activity is to challenge your knowledge of the lessons you've learned about the relative effectiveness of influence tactics. Read the short scenarios of someone either following or violating lessons about the relative effectiveness of influence tactics. Then, select the lesson that the scenario best depicts being followed or violated.

1. Lorenzo wants his boss to give him a good performance review, so every single time he sees her, he pays her a compliment about her clothing, appearance, or something else superficial. "Ingratiation" is not a good long-term strategy 2. Nami agrees with every single thing her boss says in every single meeting. Be subtle 3. Ryan knows that he can get the raise he wants if he puts pressure on his supervisors. But this doesn't feel natural to Ryan, so he decides to take an approach that is truer to who he is. Be authentic 4. Tia knows that introducing a new software platform at her company is going to be a source of stress for her employees who are accustomed to doing things in the old platform. Therefore, Tia elicits feedback from each employee on what they would like to see in a new platform that the current platform doesn't offer. Consult rather than legitimate 5. Veronica wants her employees to volunteer at the company's annual charity fundraiser, so she shows them some corporate footage of the people who have been helped by the fundraiser in the past. Rely on the core 6. Danielle feels strongly that the best way to get her boss to notice her hard work is to keep producing and doing a great job, rather than to be a kiss-up. "Ingratiation" is not a good long-term strategy 7. Marques wants to be a great manager and knows this involves learning to influence people effectively. He signs up for a course on power and social influence in business to hone his skills. Learn to influence 8. Abir is never comfortable getting coworkers to agree with him by reminding them of how good of a friend he's been to them. But he decides to use this tactic anyway because he knows it's more effective than some of the other tactics. Be authentic 9. Eric is skilled at getting people on his side by making understated comments indicating that he shares their opinions on work-related matters. Be subtle 10. Wasim wants to get everyone in his team on board with his suggestion, so he starts making promises to each team member about how he'll help them out the next time they have an idea they want the group to embrace. Rely on the core 11. Chloe doesn't try new tactics for influencing her peers or supervisors because she knows that if she isn't good at a tactic now, there's no way to get better at it. Learn to influence 12. Shin's subordinates don't like participating in team meetings. Shin reminds them that he is their boss, and if they don't show up, he has the authority to punish them. Consult rather than legitimate

Servant leaders are associated with a number of characteristics that reflect an "other-orientation" and put the needs of others, including employees, customers, and community, first. This activity is important because employees with managers who display servant leader characteristics are happier, more productive, more creative, and more willing to perform organizational citizenship behaviors. The goal of this activity is to challenge your knowledge of the ten characteristics of servant leaders. Match each term to the characteristic of servant leadership that its scenario best depicts. 1. Empathy 2. Listening 3. Foresight 4. Conceptualization 5. Building community 6. Stewardship 7. Persuasion 8. Awareness 9. Commitment to the growth of people 10. Healing

2Alicia is leading a task force on increasing customer satisfaction. She takes the time to learn about her teammates' views and suggestions and incorporates their input into her final decision. 1You didn't meet your sales quota last quarter. Luckily you have an understanding manager who understands your shortfall was largely the result of things beyond your control. 10You are feeling incredibly defeated after losing out on a promotion to another team member. Your mentor spends a lot of time discussing this with you and explaining the objective reasons the other person got the promotion and the opportunities you can look forward to in the next year. 8Your boss congratulates you on the great job you're doing with the company's international divisions. She reminds you that one of the main reasons she hired you was for your international experience, which is something she lacks. 7As a leader you try to avoid influencing others with your title or ability to punish them. Instead, you think it's a much better strategy to gently coax people using objective facts. 4Your supervisor has a knack for balancing short-term objectives with the company's overarching goals. 3Sal knows that he can aggressively push his sales team to meet their goals in the last few days of this month, but he realizes also that doing this will likely cause them to sell less next month due to fatigue. 6Your parents are leaving town for two months. You are in college and mature, and they are confident in your ability to run the family business in their absence. 9Your company leaders offer an extensive leadership development and executive education program to employees. 5Your boss does an excellent job bringing people together, helping them to realize their common goals, and getting them to cooperate at work.

Based on how attracted his followers were to his vision, what source of power did Chenault have at American Express?

referent

Fiedler's contingency theory of leadership suggests that leaders should be placed in leadership situations that best fit with their unique leadership styles. This activity is important because in order to use the contingency theory properly, organizations need to understand how to determine where their leaders' styles are best suited. The goal of this activity is to challenge your knowledge of Fiedler's Contingency Theory of leadership. Determine whether each situation is better suited for task-oriented or relationship-oriented leadership.

1. Your subordinates are thankful to have you as their leader and their job roles are clearly defined and understood. You also have complete authority to evaluate their performance and to reward and/or punish them. Task-oriented leadership 2. Your followers are bitter because you were promoted to lead the team and they weren't. They all feel confident in their work because their roles and job duties are very well defined. Although you are the official team leader, you don't have a whole lot of power to reward or punish anyone. Relationship-oriented leadership 3. You are the team leader and your opinion is highly respected by your workers. Recently there's been a great deal of fighting among everyone on the team regarding how they'd like to approach the current project. Sometimes you wish you could get them to stop arguing by threatening to kick the troublemakers off of the team, but you don't actually have the authority to make that decision. Relationship-oriented leadership 4. Your followers don't see the need to have you leading them on the current project. In addition, each person on the team is advocating for a different "best way" to achieve the team's goals. Your current position doesn't include very much formal authority that would allow you to direct team members' behaviors. Task-oriented leadership

Situational leadership theories grew out of an attempt to explain the inconsistent findings about traits and styles. Situational theories propose that the effectiveness of a particular style of leader behavior depends on the situation. One situational leadership theory is the Path-Goal Theory. This activity is important because successful leaders should understand the different ways they can clarify the paths that will help followers achieve their goals. The goal of this activity is to challenge your knowledge of the eight leadership styles in the revised path-goal theory. Select the appropriate path-goal leader behavior for each scenario. 1. Group-oriented decision-making behaviors 2. Achievement-oriented behaviors 3. Interaction facilitation behaviors 4. Representation and networking behaviors 5. Value-based behaviors 6. Supportive behaviors 7. Work facilitation behaviors 8. Path-goal clarifying behaviors

8Your boss gives regular guidance and feedback to employees during quarterly reviews. 2Your supervisor just gave you a tremendous work opportunity that you aren't sure you are ready for. She reminds you that although she understands this position will be challenging, she's confident that you will rise to the occasion. 7You are the unofficial coordinator and mentor at work. You schedule, organize, coach, and provide guidance to employees. 6Your new boss has an open-door policy and is very approachable and willing to help his employees whenever they need assistance. 3Your boss has a unique ability to involve everyone in team discussions and reconcile personal differences among the members. 1Your new boss is using data she collected from you and your coworkers to help her to set goals collectively with all of you on the team. 4You've volunteered to represent your organization at an upcoming career fair at the local university. 5Part of your supervisor's success as a leader is due to his ability to create a compelling vision and communicate it in a way that inspires the employees.

________ leadership helps employees pursue organizational goals over self-interests.

Transformational

Caasi easily influences her co-workers, but not usually for the best. She stirs up controversy and usually spins the conversation to make herself look better. Because Caasi thinks highly of herself and seeks personal power, she could be described as having psychopathy.

false

Leaders use different types of power to get others to follow them. Some forms of power result from a formalized position in the organization, while others derive from personal characteristics or knowledge. This activity is important because influencing others as a manager or leader depends upon your ability to use power appropriately. The goal of this activity is to challenge your knowledge of the six sources of power. Select the source of power that each description best exemplifies. 1. Informational power 2. Expert power 3. Legitimate power 4. Coercive power 5. Referent power 6. Reward power

6. Reward power: Samantha gets her employees to do their work by offering something valuable in exchange. 4. Coercive: Jiro often uses threats to get his staff to achieve desired results. 3. Legitimate power: Lina worked her way up the ladder and was eventually made President of the International Division. This established her formal position of authority in the organization. 2. Expert power: Everyone voted for Julian to lead the team because of his extensive knowledge of the processes they would be using to complete their upcoming project. 5. Referent power: There's something charismatic about Zoe that makes others want to work with her and follow her guidance. 1. Informational power: Ridley always seems to be clued in about what is going on in the organization. When other employees are concerned that a big change is coming that may affect them, they go to Ridley to get the latest scoop.

Whether you realize it or not, you spend a great deal of time attempting to influence others, including your professors, parents, bosses, kids, friends, and customers. This activity is important because research suggests that managers should understand influence tactics, including which tactics to use and when to use them, in order to be most effective. The goal of this activity is to challenge your knowledge of nine generic influence tactics. Match each term to the influence tactic that its description best represents. 1. Ingratiating tactics 2. Coalition tactics 3. Personal appeals 4. Rational persuasion 5. Legitimating tactics 6. Consultation 7. Inspirational appeals 8. Pressure tactics 9. Exchange tactics

4To influence your boss to give you a raise, you prepared a presentation that showed your productivity and output over the past five years compared to your coworkers. 7The ASPCA influences consumers to donate by showing heart wrenching commercials that feature animals in shelters. 6In order to make a decision that will affect your entire team, you discuss the options with several of your team members and seek their input and advice. 1Before asking you to take on a particularly difficult and thankless assignment, your boss spends a few minutes praising all of your recent successes at work. 3Your coworker wants you to cover his shift later this week, so he reminds you that the two of you are close and that this is what friends do for one another. 9Your boss tells you that if you are willing to work Thanksgiving week without any days off, she will guarantee that you don't have to work during the next major holiday week. 2After trying unsuccessfully for months to get your supervisor to change the company vacation policy, you decide to drum up support from all of your coworkers who are unhappy with the policy. 8You don't want to teach an extra class at your university next semester, but your boss subtly reminds you that if you don't do it, your colleagues may rate you poorly on your next performance evaluation. 5You didn't earn as much bonus money as you think you should have, so you speak to your boss and remind him about the company policy regarding how much money you should have earned based on your performance this past year.