Chapter 4

management openness

A set of leadership behaviors particularly relevant to subordinates' motivation to voice their opinion.

During team meetings before beginning a project, Leonard, a manager, encourages discussions among team members on how to proceed and makes a decision that is agreeable to all the members.

Consensus Leaders

Fill in the blanks with the most appropriate leadership style. The organizational culture influences which leadership style will be tolerated and effective. A friendly, collaborative culture calls for more of a(n) ______ style of leadership. In contrast, in a perform-or-perish culture, a more _______ leadership style will be effective.

consensus directive

dimensions of leadership behavior

leadership functions

They listen first to express confidence in others

servant leaders

Simon is a manager who makes decisions without much concern for his team's attitudes toward his decisions and assumes that the team members will comply.

Autocratic Leaders

Being a manger, Brian holds discussions with his team before making a decision on an issue.

Consultative Leaders

Morris motivates his team to achieve the desired levels of productivity and also ensures that the team members obtain job satisfaction.

Effective Leader

They are visionaries who tenaciously implement the vision, working an 80-hour week if need be

Entrepreneurial Leaders

Benton, a team manager, sets high performance standards for his team, and the team lives up to his expectations.

Pygmalion Effect

Creating inspiration and visibility

Relationship-Oriented Attitudes and Behaviors

Satisfying higher-level needs of his team members

Relationship-Oriented Attitudes and Behaviors

Frederick, the new CEO of a garment company, asks senior managers about the inventory management processes being completely manual, which often reduces he operational efficiency.

Tough Question

Consensus leaders

The person in charge who encourages group discussion about an issue and then makes a decision that reflects general agreement and that group members will support.

Pygmalion effect

The situation that occurs when a managerial leader believes that a group member will succeed and communicates this belief without realizing it.

When Frank tells his project managers that he is not there to do their job, Oliver feels that Frank is not being participative. If you were in Frank's place, how would you practice participative leadership? a. By encouraging discussion and arriving at a solution that all project managers support b. By deemphasizing high performance standards to reduce the pressure of performance on them c. By being cautious about taking unnecessary risk and assuming that all team members will comply d. By providing solutions to problems rather than asking tough questions about why they are in their present situation

a. By encouraging discussion and arriving at a solution that all project managers support

Ben, the Chairman of Pebble Inc., makes decisions regarding the promotion of senior company officials on his own without consulting the members of the board, assuming that other members would agree with him. Ben's decision-making strategy is attributed to which style of leadership? a. Democratic b. Consultative c. Autocratic d. Consensus

c. Autocratic

Daniel, the chief marketing officer of Poseidon Inc., is working closely with his team to develop a series of marketing campaigns for the new car to be launched by his company. Daniel encourages his team to come up with creative suggestions and receives valuable inputs from them. However, he remains the final deciding authority. In this scenario, Daniel portrays which style of leadership? a. Democratic b. Servant c. Consultative d. Autocratic

c. Consultative

Three subtypes of Participative Leaders

consultative, consensus, and democratic.

Leaders will build strong relationships with their team by being consistent in their leadership style and approaching all employees in an equal manner. a. True b. False

b. False

Two leadership dimensions accounted for 85 percent of the descriptions of leadership behavior

consideration and initiating structure.

task-related attitudes and behaviors

1. Adaptability to the situation 2. Direction setting 3. High performance standards 4. Concentrating on strengths of group members 5. Risk taking and execution of plans 6. Hands-on guidance and feedback 7. Ability to ask tough questions 8. Organizing for collaboration

relationship-oriented attitudes and behaviors

1. Aligning people 2. Openness to worker opinions 3. Creating inspiration and visibility 4. Satisfying higher-level needs 5. Giving emotional support and encouragement 6. Promoting principles and values 7. Reducing task ambiguity

key aspects of servant leaders

1. Place service before self-interest. 2. Listen first to express confidence in others 3. Inspire trust by being trustworthy 4. Focus on what is feasible to accomplish 5. Lend a hand. 6. Provide emotional healing 7. Act as a role model for other organizational members to emphasize service. 8. Focus on employee growth that leads to need satisfaction.

entrepreneurial leadership style behaviors

1. Strong achievement drive and sensible risk taking. 2. High degree of enthusiasm and passion. 3. Typical pattern of being proactive. 4. Tendency to act quickly when opportunity arises. 5. Visionary perspective combined with tenacity. 6. Dislike of hierarchy and bureaucracy. 7. Preference for dealing with external customers. 8. Eye on the future.

The appraisal process for managers at Ab Corporation involved obtaining inputs from subordinates, other managers, and clients.

360-Degree Feedback

360-degree feedback

A formal evaluation of superiors based on input from people who work for and with them, sometimes including customers and suppliers.

Consultative leaders

A person in charge who confers with group members before making a decision, but who retains the final authority to make decisions.

autocratic leaders

A person in charge who retains most of the authority for himself or herself.

Participative leaders

A person in charge who shares decision making with group members.

They are considered task-oriented and are not overly concerned with group members' attitudes toward a decision

Autocratic Leaders

Leaders who score low on this factor typically are authoritarian and impersonal in their relationships with group members

Consideration

They function as collectors of group opinion and take a vote before making a decision

Democratic leaders

Roger, heading the product development team of a company, assigns tasks and establishes procedures at the start of each new project.

Initiating Structure

Leaders who score high on this dimension endeavor to establish well-defined channels of communication and ways of getting the job done

Initiating structure

The top management of a company evaluates middle managers using a framework for specifying the extent of the managers' concern for production and people.

Leadership Grid

The managers of all teams in Leo Inc. regularly have face-to-face meetings with subordinates and encourage them to share their ideas.

Management Openness

Leaders who engage in this behavior are perceived to be giving fair consideration to their subordinates' suggestions

Management openness

tough question

One that makes a person or group stop and think about why they are doing or not doing something.

effective leader

One who helps group members attain productivity, including high quality and customer satisfaction, as well as job satisfaction.

servant leaders

One who serves constituents by working on their behalf to help them achieve their goals, not the leader's own goals.

initiating structure

Organizing and defining relationships in the group by activities such as assigning specific tasks, specifying procedures to be followed, scheduling work, and clarifying expectations of team members.

Paul, a team leader, shares the process of decision making with his team members.

Participative Leaders

Working on behalf of his team to help them achieve their goals

Relationship-Oriented Attitudes and Behaviors

As a manager, Isaac is committed to helping his team members achieve their goals.

Servant Leader

Which of the following is a characteristic of the typical entrepreneurial leadership style? Inherently reactive Strong achievement drive Risk avoidance Strong bureaucratic culture

Strong achievement drive

Encouraging sharing of information among his team members

Task-Related Attitudes and Behaviors

Providing hands-on guidance to his team about how to accomplish work

Task-Related Attitudes and Behaviors

Setting high performance standards for his team

Task-Related Attitudes and Behaviors

consideration

The degree to which the leader creates an environment of emotional support, warmth, friendliness, and trust.

leadership style

The relatively consistent pattern of behavior that characterizes a leader.

Which of the following statements is true about entrepreneurs? They focus their energies on employees rather than on products, services, or customers. They adopt a reactive approach rather than a proactive approach. They lay more emphasis on rules and regulations when managing people. They have the ability to identify a problem and arrive at a solution.

They have the ability to identify a problem and arrive at a solution.

Grace is a finance manager at her firm. She wants to make a decision based on the inputs of her group members and their agreement. Which participative leadership style should Grace use? a. Consensus b. Democratic c. Autocratic d. Consultative

a. Consensus

Which behavior or attitude is considered task-oriented? a. Direction setting b. Openness to worker opinions c. Promoting principles and values d. Aligning people

a. Direction setting

Which behaviors are typical of a servant leader? a. Displays honest and ethical behavior b. Is willing to help out wherever needed c. Tries to resolve all employee problems and concerns regardless of what they might be d. Sets idealistic rather than practical goals

a. Displays honest and ethical behavior AND b. Is willing to help out wherever needed

Jason, the chief security officer of Symmetry Inc., is working closely with his team to devise foolproof measures to safeguard confidential data. His employees regard him as a leader who is high on consideration. This impression of Jason would stem from which workplace behavior? a. Jason is not biased and does not favor one employee over the other. b. Jason ensures that people in the work group are being utilized to the best of their capacity. c. Jason emphasizes devising foolproof measures within the stipulated deadlines. d. Jason experiments with his innovative security strategies in the work group.

a. Jason is not biased and does not favor one employee over the other.

Which leader portrays a relationship-oriented attitude or behavior? a. Jennifer helps her team members achieve a sense of belonging and recognition in the company. b. Anna asks questions that make her team members stop and question what they are doing and why. c. Megan sets high targets for her team members in order to help them realize their true potential. d. Julianna maximizes efficiency by capitalizing on the strengths of individual team members.

a. Jennifer helps her team members achieve a sense of belonging and recognition in the company.

Jennifer and Oliver responded to Frank, saying, "It's not possible to squeeze a contract out of a government agency if they don't have money in the budget." Which measure would you adopt as a leader to address Jennifer's and Oliver's apprehensions? a. Lend a hand as a servant leader and look for other contract options b. Satisfy their lower-level needs c. Set idealistic targets for them to achieve d. Provide a less structured work environment

a. Lend a hand as a servant leader and look for other contract options

Fill in the blanks with the type of leader described. a. A ______ places service before self-interest and seeks to do what is morally right, even if it is not financially rewarding. b. A ______ does not consider a decision to be final until it appears that all parties involved will at least support the decision. c. A ______ accepts suggestions for managing the operation from group members.

a. servant leader b. consensus leader c. participative leader

Michael quits his job to start his own venture. He believes that he has all the qualities required to be a successful entrepreneur. However, his employees are unhappy with the way the organization functions and feel that he lacks the abilities to be a successful entrepreneur.Which behavior would you suggest Michael incorporate in order to be a successful entrepreneur? a. Embrace hierarchy and work within the mainstream of bureaucracy b. Possess a keen eye for future deals and business opportunities c. Focus energy on employees first rather than customers or external sources d. Adopt a reactive approach rather than being proactive

b. Possess a keen eye for future deals and business opportunities

Which suggestion paves the way for an effective 360-degree survey? a. Provide feedback that is aimed at administrative control rather than personal development of managers. b. Ensure that managers rated are oblivious to the identity of the employees rating them. c. Customize the assessment dimensions based on the leadership competencies that are associated with success in one's organization. d. Devise a plan that involves transferring managers with poor performance to another department or laying them off altogether.

c. Customize the assessment dimensions based on the leadership competencies that are associated with success in one's organization.

When Frank tells his direct reports that the firm needs new contracts soon, Oliver, a project manager, asks Frank if he has other contacts in the private industry that the company could pursue. Instead of dismissing Oliver's question, what other task-related attitudes should Frank have displayed? a. Frank should have transferred Oliver to a different team, as Oliver was clearly an underperformer. b. Frank should have pursued a democratic style of leadership and acted as a macro manager. c. Frank should have provided guidance on how to obtain contracts from government agencies that have smaller budgets. d. Frank should have adapted to the situation and encouraged Oliver's ideas of pursuing contracts from private agencies.

c. Frank should have provided guidance on how to obtain contracts from government agencies that have smaller budgets. AND d. Frank should have adapted to the situation and encouraged Oliver's ideas of pursuing contracts from private agencies.

Jacob, the sales head of LyfCare Inc., a life insurance provider, is considered to be a very organized and disciplined leader by his employees, thereby scoring high on the scale of initiating structure. This impression likely stems from which of Jacob's workplace behaviors? a. Jacob is never biased and does not favor one employee over the other. b. Jacob emphasizes completing work at the convenience of his team members. c. Jacob ensures that team members are utilized to the best of their abilities. d. Jacobs adopts a zero-tolerance attitude and terminates erring team members.

c. Jacob ensures that team members are utilized to the best of their abilities.

Which behavior is typical of the entrepreneurial personality? a. Adopting a reactive approach rather than a proactive approach toward work b. Inclining toward hierarchy and bureaucracy c. Emphasizing rules and regulations when managing people d. Acting quickly when opportunity arises

d. Acting quickly when opportunity arises

Eric, the operations head of an investment bank, decides to shift the country headquarters of his organization from New York to Chicago. He implements his decision and starts working toward it by taking his board members' consent for granted. In this scenario, Eric portrays what style of leadership? a. Democratic b. Consensus c. Consultative d. Autocratic

d. Autocratic

Which leader is adopting a relationship-oriented behavior or attitude? a. Katie provides hands-on guidance and micromanages her team members to ensure efficiency. b. Roger poses tough questions to his team members to enable them to realize their wrongdoings. c. Sarah consistently holds her group members to high standards of performance. d. George motivates his team members by satisfying their needs for recognition and self-esteem.

d. George motivates his team members by satisfying their needs for recognition and self-esteem.

Tom is considered to be skilled at adopting task-related attitudes and behaviors to effectively manage his team. Which of his behaviors is most likely the reason for this impression by his team? a. He encourages and provides emotional support to his team members. b. He promotes the principles and values of his organization. c. He patiently addresses the grievances of his team members. d. He adapts to any situation as required by circumstances

d. He adapts to any situation as required by circumstances

Sean, the sales head of Melony Inc., an electronics manufacturer, notices that his team frequently fails to meet sales targets. As a task-oriented leader, which measure should Sean adopt to boost sales and increase his effectiveness as a leader? a. He should focus on providing solutions rather than asking why targets are not met. b. He should provide his group members with avenues for professional growth. c. He should concentrate on the weaknesses of his group members and focus on improving them. d. He should focus on setting high performance standards for his team members.

d. He should focus on setting high performance standards for his team members.

Which statement is true about gender differences in leadership style? a. Women tend toward a command-and-control style whereas men tend toward a transformational style. b. Men are more likely than women to use spoken communication for building relationships and giving emotional support. c. Men are more suited to responding to the feelings of group members and understanding what they really mean by certain statements. d. Women are more likely to choose a relationship-oriented leadership style than their male counterparts.

d. Women are more likely to choose a relationship-oriented leadership style than their male counterparts.

Entrepreneurs are noted for their ________ . tendency to act quickly when an opportunity arises strong inclination toward a hierarchical organization structure temperament to work within the mainstream of a bureaucracy preferential treatment toward their employees and company insiders

tendency to act quickly when an opportunity arises

task-related

the behavior, attitude, or skill focuses more on the task to be performed than on the interpersonal aspect of leadership.

collective and participative leadership

they are based on networks of people working together and sharing information

Democratic leaders

A person in charge who confers final authority on the group.

David, a manager, is very friendly and always approachable by his team.

Consideration

Joseph follows a leadership style in which team members cast votes to decide the best decision to be made when faces with problems.

Democratic Leaders

Alfred is a manager known for his assertive manner.

Leadership Style