Leadership Exam 1

Moral leadership is:

distinguishing right from wrong and doing right; seeking the just, honest, and good in the practice of leadership.

Dependent, uncritical thinkers:

do not consider possibilities beyond what he/she is told, do not contribute to the cultivation of the organization, and accept the leader's ideas without assessing or evaluating them.

Teams have individual "stars":

False, good teams do not have individual stars.

Socio-emotional role:

Team role associated with facilitating others' participation, smoothing conflicts, showing concern for team members' needs and feelings, serving as a role model, and reminding others of standards for team interaction.

Being a good listener expands a leader's role in the eyes of others because:

active listening is an ongoing part of a leader's communication, total attention is focused on the message, a good listener finds area of interest, affirms others, and builds trust.

Intrinsic rewards:

are internal satisfactions a person receives in the process of performing a particular action.

Mental models:

are theories people hold about specific systems in the world and their expected behavior.

Effective followers:

behave the same toward everyone regardless of their position in the organization and have the courage to initiate change and put themselves at risk or in conflict with others to serve the best interests of the organization.

A key component of leadership is:

being emotionally connected to others and understanding how emotions affect working relationships and performance.

A person with an internal locus of control:

believes their actions determine what happens to them.

Contingency approaches can best be described as:

both leadership styles that seek to delineate the characteristics of situations and leadership styles appropriate for one situation which may not work in another.

Leaders of global teams have to:

coordinate across time, distance, and culture.

The ethical pressures that challenge leaders include:

cutting costs, increasing profits, meeting the demands of vendors or business partners, and looking successful.

Insurance benefits or vacation time would be examples of:

extrinsic positive approach.

The Big Five personality dimensions include:

extroversion, agreeableness, conscientiousness, emotional stability, and openness to experience.

Studying followership, is important for:

followers have an influence on the leader, desirable qualities in a leader are also desirable in a follower, leaders and followers are roles that individuals shift in and out of in various conditions.

Leadership involves:

influence, intention, personal responsibility and integrity, change, shared purpose, followers.

Openness to experience:

is the degree to which a person has a broad range of interests and is imaginative, creative, and willing to consider new ideas.

An open communication climate is essential because:

it helps alleviate tension and conflict between departments, builds trust, reaffirms employee commitment to a shared vision, and makes a company more competitive.

Capacity is:

leading with both head and heart. Expanding the capacity of your mind, emotions, and spirit by consciously engaging in activities that use aspects of the whole self.

Managers and leaders are different because:

management strives to maintain stability and improve efficiency, while leadership is about creating a vision for the future, inspiring and motivating followers, and creating change.

Self-directed teams:

spread knowledge and information throughout the organization.

The importance of motivation is:

that it can lead to behaviors that reflect high performance within organizations.

Hershey and Blanchard's Situational Theory focuses on:

the characteristics of followers as the most important element of the situation and consequently of determining effective leader behavior.

The operational role is:

the closest to a traditional management role, where an executive has direct control over people and resources to accomplish results.

Individualized leadership is based on:

the notion that a leader develops a unique relationship with each subordinate or group member, which determines how the leader behaves toward the member and how the member responds to the leader.

A manager's role is that of "information processor," whereas a leader's role is:

to communicate the big picture (vision) rather than facts and pieces of information. A leader can be seen as a communication champion.

Servant leadership:

transcends self-interest to serve the needs of others, help others grow, and provide opportunity for others to gain materially and emotionally.

Collaborative leaders:

typically don't have the strong position power of the operational role (work behind scenes). Includes people such as project managers, matrix managers, and team leaders in today's more horizontally organized companies.

To use Fiedler's contingency Theory, a leader needs to know:

whether he/she has a relationship or task-oriented style and the leader should diagnose the situation and determine whether leader-member relations, task structure, and position power are favorable or unfavorable.