Management 301: Chapter 15 Questions

The manager of the ABC company has a monthly birthday celebration for employees. This is an example of a ________ leadership style. A) outcome-oriented B) people-oriented C) team-based D) results-oriented

B) people-oriented

A manager whose primary goal is to get the job done shows a ________ leadership style. A) morale-oriented B) trust-oriented C) relationship-oriented D) task-oriented

D) task-oriented

Leadership can replace management in an organization. True False

False Leadership cannot replace management; it should be in addition to management. Good management is needed to help the organization meet current commitments, while good leadership is needed to move the organization into the future.

A ________________ is a situational variable that counteracts a leadership style and prevents the leader from displaying certain behaviors.

Neutralizer A neutralizer is a situational variable that counteracts a leadership style and prevents the leader from displaying certain behaviors. For example, if a leader has absolutely no position power or is physically removed from subordinates, the leader's ability to give directions to subordinates is greatly reduced.

________________ are distinguished by their special ability to bring about innovation and change by recognizing followers' needs and concerns, providing meaning, challenging people to look at old problems in new ways, and acting as role models for the new values and behaviors.

Transformational Leaders Transformational leaders are similar to charismatic leaders, but they are distinguished by their special ability to bring about innovation and change by recognizing followers' needs and concerns, providing meaning, challenging people to look at old problems in new ways, and acting as role models for the new values and behaviors.

In the context of follower-ship, the alienated follower is a passive, yet independent, critical thinker. True False

True The alienated follower is a passive, yet independent, critical thinker. Alienated employees are often effective followers who have experienced setbacks and obstacles—perhaps promises broken by their superiors.

Abraham, a supervisor, likes to dictate what others can do and say. He is known to harshly reprimand and even ruin his subordinates' chances for promotions when they do not perform as per his will. Although they are all fairly unhappy, Abraham's subordinates have not complained about his behavior because they fear him. In the context of the types of power that are available to leaders, Abraham has _____ over his subordinates. a. coercive power b. expert power c. reward power d. referent power

a. coercive power In the given scenario, Abraham has coercive power over his subordinates. Coercive power refers to the authority to punish or recommend punishment. Managers have coercive power when they have the right to fire or demote employees, criticize them, or withhold pay increases.

Maya, the store manager for a fast food restaurant, is committed to ensuring that her staff members work in a nurturing environment that promotes growth, acknowledgement, and reward. She respects her employees' ideas and wants them to be content. As a result, she has built relationships based on mutual trust with her subordinates. In the given scenario, Maya is an effective leader with high: a. initiating structure. b. coercive power. c. job-centered behavior. d. consideration.

d. consideration. In the given scenario, Maya is an effective leader with high consideration. Consideration falls in the category of people-oriented behavior and is the extent to which the leader is mindful of subordinates, respects their ideas and feelings, and establishes mutual trust.

A manager who values relationships among co-workers has a ________ leadership style. A) people-oriented B) reward-oriented C) outcome-oriented D) task-oriented

A) people-oriented

In the context of leadership, _____ are natural talents and abilities that have been supported and reinforced with learned knowledge and skills and provide each individual with his or her best tools for accomplishment and satisfaction. a. strengths b. ethics c. virtues d. traits

a. strengths Strengths are natural talents and abilities that have been supported and reinforced with learned knowledge and skills and provide each individual with his or her best tools for accomplishment and satisfaction.

Jenkin's, a large retail store, has lately been experiencing issues with sales and has lost a lot of customers. Bobby is hired to manage the store. He is found to be a tough leader who focuses on and plans to improve efficiency by setting high standards for his subordinates. He is not very popular amongst his subordinates as he ignores their needs. However, his method of leading gets work done and sales soon start to improve. In the context of the relationship between leadership style and situational favorability, Bobby is a(n) _____. a. task-oriented leader b. relationship-oriented leader c. interactive leader d. authentic leader

a. task-oriented leader In the given scenario, Bobby is a task-oriented leader. If a situation is highly unfavorable to the leader, a great deal of structure and task direction is needed. A strong leader will define task structure and establish strong authority. Because leader-member relations are poor anyway, a strong task orientation will make no difference in the leader's popularity.

Sarah has been working at a designer clothing company for five years. She has developed an equitable partnership with her colleagues and superiors and faces challenges head on. Her supervisor trusts her to make decisions and to come up with great marketing strategies at the beginning of every season. Sarah's ideas are creative and she always manages to develop a socially relevant theme to go along with the season's theme. In the context of the different follower styles, Sarah is a(n): a. pragmatic survivor. b. effective follower. c. alienated follower. d. passive follower.

b. effective follower. In the given scenario, Sarah is an effective follower. The effective follower is both a critical, independent thinker and active in the organization. Independent, critical thinkers can weigh the impact of their boss's and their own decisions and offer constructive criticism, creativity, and innovation.

Faith, the CEO of a startup organization, is extremely nurturing and gives her staff enough freedom so they can think creatively about problems and come up with innovative solutions. She is known to be a good listener; her subordinates are highly motivated to achieve organizational goals. Faith believes in collaborative work to get the best results. In the context of the different types of leadership, Faith is a(n) _____. a. narcissistic leader b. interactive leader c. servant leader d. autocratic leader

b. interactive leader In the given scenario, Faith is an interactive leader. Interactive leadership means that the leader favors a consensual and collaborative process, and influence derived from relationships rather than position power and formal authority. Some of the general characteristics associated with Level 5 leaders and authentic leaders are also hallmarks of interactive leadership, which has been found to be associated with female leaders.

In the context of the different types of follower-ship, effective followers: a. lack initiative or responsibility and accomplish things only with supervision. b. participate willingly, without considering the consequences of what they are being asked to do. c. behave the same toward everyone, regardless of their position in the organization. d. emerge when an organization is going through desperate times.

c. behave the same toward everyone, regardless of their position in the organization. Effective followers behave the same toward everyone, regardless of their position in the organization. They develop an equitable relationship with their leaders and do not try to avoid risk or conflict.

Jordan is a manager at a technology firm. When the top management makes decisions, Jordan explains it to his subordinates and gives them time to come up with questions. He clarifies their queries and helps them understand their tasks better. In the context of the different leader styles, Jordan uses the _____. a. participating style b. delegating style c. selling style d. telling style

c. selling style In the given scenario, Jordan uses the selling style of leadership. The selling style is one where a leader explains decisions and gives subordinates a chance to ask questions and gain clarity and understanding about work tasks.

David helps the orchestra improve on a daily basis. When required, he spends personal time with the members to help them achieve their full potential. At the end of one of the performances, the orchestra receives a standing ovation, and David is asked to speak to the audience. As a Level 5 leader, David will: a. boast about the orchestra's high earnings and talk about his big ambitions for the orchestra. b. take full responsibility for the successful performance of the orchestra. c. thank the members of the orchestra and give them credit for their hard work. d. speak about how his orchestra is much better than the competitors'.

c. thank the members of the orchestra and give them credit for their hard work. As a Level 5 leader, David will thank the members of the orchestra and credit them for their hard work. A key characteristic of Level 5 leaders is an almost complete lack of ego coupled with a fierce resolve to do what is best for the organization. Although they accept full responsibility for mistakes, poor results, or failures, Level 5 leaders give credit for successes to other people.

The term _____ refers to a combination of confidence, commitment, and motivation that a follower possesses. a. consideration b. humility c. willingness d. ability

c. willingness Willingness refers to a combination of confidence, commitment, and motivation, and a follower may be high or low on any of the three variables. The point of the situational model of leadership is that subordinates vary in readiness, which is determined by the degree of willingness and ability that a subordinate demonstrates while performing a specific task.

Which of the following is true of the Leadership Grid? a. It determines the situational variables that substitute for or neutralize a leader's characteristics. b. It determines whether a leader exerts hard power or soft power. c. It measures a leader's initiating structure. d. It measures a leader's concern for people and concern for production.

d. It measures a leader's concern for people and concern for production. The Leadership Grid is a two-dimensional leadership model that measures a leader's concern for people and concern for production to categorize the leader in one of five different leadership styles.

Dakota runs Soul Earth, a holistic care center committed to alternative healing therapies such as acupuncture and meditation. As the organization transforms its vision to incorporate all types of wellness, Dakota must figure out how to get her staff on the same page. As a transformational leader, Dakota will: a. rely solely on tangible rules and incentives to control all transactions with her subordinates. b. motivate her employees to put aside their own needs and concerns for the sake of the organization. c. command her subordinates to fulfil the task requirements for her own personal gain. d. inspire her subordinates to believe in their own potential to create a better future for the organization.

d. inspire her subordinates to believe in their own potential to create a better future for the organization. In the given scenario, as a transformational leader, Dakota will inspire her subordinates to believe in their own potential to create a better future for the organization. Transformational leaders bring about innovation and change by recognizing followers' needs and concerns, providing meaning, challenging people to look at old problems in new ways, and acting as role models for the new values and behaviors.