BMGT 1327 Final Chapter 11 & 12
Leader-Member Exchange (LMX) Theory stresses that leaders tend to develop strong positive attitudinal and emotional relationships to certain subordinates, who then become part of the leader's
"team" or in-group.
Which of the following characteristics relates to a variable-interval schedule?
A pattern whereby the period of reinforcement varies between one reinforcement and the next
Which of the following characteristics relates to instrumentality?
A person's expectation that performing a task will lead to a desired outcome
What is meant by behavior modification?
An application of reinforcement theory, which involves change in behavior and encouraging appropriate actions by relating the consequences of behavior to the behavior itself
Which of the following characteristics relates to leadership substitutes?
Aspects of the task, subordinates, or organization that act in place of leader behavior and thus render it unnecessary
What term describes a group of theories that assume that workers are motivated by the desire to satisfy needs and that seek to identify what their needs are?
Content theories
The person primarily associated with the Hawthorne studies was
Elton Mayo
the most effective managers, who engage in both dimensions of leadership behaviors by getting employees involved in the operation in a positive and constructive manner, setting general goals, providing fairly loose supervision, and recognizing employees' contributions are?
Employee-centered leaders
What name is given to the theory that states that motivation depends not only on how much a person wants something but also on the person's perception of how likely he or she is to get it?
Expectancy theory
When a salesperson is given a bonus for every third sale she makes, what schedule of reinforcement is she on?
Fixed ratio
When Richard Nixon lost the presidency as the result of Watergate, what core trait category of leadership did he NOT demonstrate?
Honesty and integrity
Which of the following refers to a working arrangement whereby two employees do one job?
Job sharing
Which one of the following activities or behaviors is NOT characteristic of a charismatic leader?
Lacks self-confidence, which motivates unusual risk-taking behaviors
Your company's work teams have won national awards for making the finest widgets ever seen. Your loyal and productive workers have never been more proud of their work. What important characteristic of motivation is probably at an all-time high at your company?
Morale
Which of the following characteristics relates to reward power?
Organizational power that stems from a person's ability to bestow rewards
In Hackman and Oldham's job characteristics model, which of the following is NOT a characteristic that determines a job's potential to motivate?
Pay level
Which of the following refers to a person's capacity to influence the behavior and attitudes of others?
Power
What name is given to personal power that results when one person identifies with and admires another?
Referent power
What term describes behaviors such as being considerate, supportive, and helpful to employees by showing trust and confidence, listening to employees' problems and suggestions, showing appreciation for contributions, and supporting employees' concerns?
Relationship-oriented behaviors
What is meant by charisma?
The ability to inspire admiration, respect, loyalty, and a desire to emulate, based on some intangible set of personality traits; a personal source of power
What is meant by legitimate power?
The influence that comes from a person's formal position in an organization and the authority that accompanies that position
In the Hersey and Blanchard situational leadership model, development level is theterm used to describe
a subordinate's competence in goal attainment and commitment to accepting responsibility for goals.
According to David McClelland, an individual's desire for goals that are well-defined and moderately difficult is the need for
achievement.
According to David McClelland, the desire to work with others in the organization rather than alone is the need for
affiliation.
The First Lady's primary source of power is
affiliative.
Your boss chews you out in front of your coworkers for missing a report deadline. You say nothing, but a week later you sabotage a report he is working on, unbeknownst to him, so he looks like a fool. Your behavior is best viewed as
an undesirable side effect of punishment.
Frederick Taylor
analyzed jobs to improve efficiency.
The continuum approach to leadership has the underlying assumption that
balancing between operations and people is best.
In the Ohio State studies of leadership behavior, consideration behaviors were defined as
being friendly and supportive to employees.
Motivational theories that assume that workers are motivated by the desire to satisfy needs, and then seek to identify what those needs are, are called
content theories.
You work for the Heartless Hardtack Corporation. You are underpaid, unappreciated, and overworked by management. Worse, the company expects you to eat its wretched hardtack for lunch. It would be fair to say that you are
demotivated.
The University of Michigan studies of leadership effectiveness found that the most effective leaders
employ both task-oriented and relationship-oriented behaviors.
You deliver a rousing pregame speech to your Notre Dame ball players, and you conclude by saying, "Boys, win one for the Gipper." Your players cheer. According to the major leadership practices identified by Kouzes and Posner, you have
encouraged the heart.
In expectancy theory, if a person believes that extra effort will lead to high performance, such as a bonus or commission, we are talking about the person's
expectancy.
Professors, computer geniuses, mechanics, airline pilots, and ship captains supposedly have a lot of
expert power.
Frederick Taylor's approach to employee motivation was based on the principle of , which maintains that people are motivated to seek pleasure and avoid pain.
hedonism
Google has some practices that cater to employees while not necessarily contributing to overall goals. According to the adaptation of the Blake-Mouton leadership grid, these practices are indicative of a
high touch management style.
In the current discussion of leadership styles by leadership experts, transactional leadership is usually defined as
more traditional exchange-oriented leadership.
When extra effort is required from employees and managers have no control over rewards and punishments and close supervision is not practical
personal sources of power are essential.
When employees regulate their behavior by offering themselves rewards for achieving desired performance, this is called
self-reinforcement.
What are maintenance factors?
Those aspects of a job that relate to the work setting, including adequate wages, comfortable working conditions, fair company policies, and job security
The approach to motivation that considers both the economic and social needs of the individual, as well as the person's need to feel like a positive contributor to the organization, is the
human resource approach
Giving employees tickets to "cash in" for a paid day off when they get their projects done well ahead of the deadline is an example of the creative use of
informal rewards.
One of the three basic variables in expectancy theory is the individual's expectation that performing a task will lead to a desired outcome, which is called
instrumentality.
Alderfer's ERG theory differs from Maslow's hierarchy of needs in all of the following ways EXCEPT
it is a content theory of motivation, while Maslow's hierarchy is a process theory of motivation.
Although regulations and laws sharply limit a leader's ability to use coercive power, it is a fair assessment that
it is still too commonly used in business settings.
The summary findings of the University of Michigan studies of leadership behavior concluded that less-effective managers were
job-centered.
According to Robert Greenleaf, leaders who try to ensure that the highest priorities of their followers are met and who help followers to grow are
servant leaders.
All of the following supervisor qualities support motivation EXCEPT
task orientation.
The birth of the human relations approach to motivation can be traced to
the Hawthorne studies.
