MANA3335 MindTap Assignment: Chapter 11: Leadership and Influence Processes

In studies at the University of Michigan, Rensis Likert and other researchers identified __________ leader behavior, which is similar to the behavior of leaders with the ____________ style in Blake and McCanse's Leadership Grid.

*employee-centered *country club {The term in the second blank needs to be one of the management styles in Blake and McCanse's Leadership Grid. The only choice that works for this blank is the country club management style. Boss-centered and subordinate-centered leadership are terms used in Tannenbaum and Schmidt's leadership continuum model. For the first blank, employee-centered leader behavior places a similar emphasis on the well-being and happiness of employees. According to Likert, a manager who exhibits more employee-centered behavior shows less job-centered behavior, and vice versa. Initiating-structure behavior, identified in studies at the Ohio State University, is most similar to the Leadership Grid's authority-compliance style}

Employees at an In-N-Out hamburger outlet consistently meet their manager's goal for completing each customer's order within a certain amount of time. This is due to the structured nature of the task, which includes a specific routine for taking orders, preparing the food, and delivering it to a customer. This is an example of the ___________ element of the path-goal theory.

*environmental characteristics {This is an example of environmental characteristics, more specifically, the task structure. There is a fixed routine for taking orders, preparing the food, and delivering it to the customer. Because of the task structure, employees do not need their manager continually telling them how to do these routine tasks}

In the army, many tasks are done according to a precise series of steps. For example, rifles are broken down and reassembled the same way every time they are cleaned. This is an example of the ____ element of the path-goal theory.

*environmental characteristics {This is an example of an environmental characteristic—more specifically, a situation with high task structure. Because there is only one way to do this task, directive leadership is not needed. Supportive leadership leads to higher outcomes with structured, simple, repetitive tasks}

You have just taken over a management position at the Green Schools Initiative, a nonprofit dedicated to helping students and their teachers protect the environment by taking green actions whenever possible. The very capable employees in your group have been working with the agency for a long time. They skillfully accomplish the many complicated, difficult, and challenging tasks required to create new sustainability campaigns, despite the fact that they get few monetary rewards for their work. Because employees are _______ on ability and their tasks are __________ , according to goal-path theory, you should use the ________ style of management in this example.

*high *complex *participative {According to the path-goal theory, the best leadership style for this situation is the participative style. The group you are supervising is working on complex tasks. They are experienced and have high ability, but they receive few rewards for their efforts}

Employee-centered leadership behaviors are most likely to produce an increase in __________ for followers.

*job satisfaction {Employee-centered leadership behaviors have been shown to increase a wide variety of outcomes, including job satisfaction, employee motivation, and employee commitment and loyalty. However, employee-centered behaviors do not increase performance. The most successful leaders combine job- and employee-centered behaviors to develop a productive, happy workforce}

In an interview with Newsweek, Christine Lagarde, chairwoman of the International Monetary Fund, says that she believes that it is important to waste time on occasion to build consensus in a team so that "you will not need to waste it in convincing people to implement." This is an example of the ___________ element of the path-goal theory.

*leader behaviors {This is an example of a leader behavior—specifically, a participative leadership style. . . . Leadership can also be directive, supportive, or achievement oriented}

Google CEO Larry Page likes to "make big things happen," and he encourages his employees to always think bigger. This is an example of the ___________ element of the path-goal theory.

*leader behaviors {This is an example of a leader behavior—specifically, an achievement-oriented leadership style. According to path-goal theory, different leadership styles should be used in different situations. Leadership can also be directive, supportive, or participative}

Rensis Likert and other researchers at the University of Michigan identified job-centered behavior, where the leader's focus is on the __________ of subordinates, and claimed that more job-centered leaders are necessarily less employee centered, showing less concern for subordinates' ____________ .

*performance *job satisfaction {Researchers at the University of Michigan put forward a spectrum of leadership behavior. According to this model, leaders who demonstrate more job-centered behavior use less employee-centered behavior, and vice versa}

Leaders who combine leadership skills with a knowledge of the organization and its environment are __________ .

*strategic {A strategic leader understands the complexities of both the organization and its environment. Furthermore, they lead organizational change to achieve a superior alignment between the organization and its environment. Strategic leadership essentially means combining leadership skills with strategic management capabilities}

The ___________ leader has a thorough and complete understanding of the organization and its environment.

*strategic {A strategic leader understands the complexities of both the organization and its environment. Furthermore, they lead organizational change to achieve a superior alignment between the organization and its environment. Strategic leadership essentially means combining leadership skills with strategic management capabilities}

The capability to understand the complexities of both the organization and its environment and to lead change in the organization in order to achieve and maintain a superior alignment between the organization and its environment is known as ________ .

*strategic leadership {A strategic leader understands the complexities of both the organization and its environment. Furthermore, they lead organizational change to achieve a superior alignment between the organization and its environment. Strategic leadership essentially means combining leadership skills with strategic management capabilities}

You have just accepted a management position at a small handbag factory in Thailand. Workers spend their days doing the same task over and over: riveting a strap, sewing a seam, or polishing a completed bag. Conditions are difficult, to say the least, and the previous manager convinced the employees that they don't have the skills they need to keep their jobs. Prior to leaving for Thailand, your boss told you to be prepared for workers to treat you with the utmost respect. Thai businesses tend to follow strict rules. Everyone has a specific role to play, and management hierarchies are strictly observed. Because employees have ________ tasks and the formal authority system in the factory is _______, according to goal-path theory, you should use the ___________ style of management in this example.

*structured *clear *supportive {According to the path-goal theory, the best leadership style for this situation is the supportive style. The group you are supervising is working on structured, simple, repetitive tasks, which have the potential to be highly frustrating. Workers lack confidence, and there is a clear formal authority system}

In real life, Jaime Escalante eventually left Garfield High School to teach elsewhere. Imagine that you work for a transformative leader who leaves your organization to pursue a new opportunity. You now have a new manager who is not as talented a leader. Your manager has left, and their successor is not as skilled a leader. Which characteristics of employees at your organization would substitute for the missing leadership? Check all that apply.

*A high need for independence *A lot of experience in their jobs *Little desire for organizational rewards {Characteristics of subordinates that may substitute for leadership include high ability, experience, need for independence, professional orientation, and indifference toward organizational rewards. If the staff at your organization are highly capable in their jobs, prefer to work without a lot of direction, and get most of their satisfaction from serving their customers, then they will probably continue to perform at a high level whether or not they have a highly capable leader}

Based on what you know from the preceding question, Clancy is likely to have difficulty using his power if employees:

*Are not afraid of Clancy's punishments {Clancy uses coercive power to meet his goals; if his employees don't do what he wants them to do, he can lower their pay. This form of leadership does not work if the employees are not afraid of Clancy's punishments. If one of Clancy's employees was independently wealthy and working simply because he or she liked the job, taking away pay would be less of a punishment than changing the work that person does}

Your organization uses the Leadership Grid to identify management styles. During your last performance evaluation, you received 360-degree feedback indicating that you use the country club management style. In what way could you improve as a manager?

*By showing more concern for production

In real life, Jaime Escalante eventually left Garfield High School to teach elsewhere. Imagine that you work for a transformative leader who leaves your organization to pursue a new opportunity. You now have a new manager who is not as talented a leader. Your manager has left, and their successor is not as skilled a leader. Which characteristics of your organization would substitute for the missing leadership? Check all that apply.

*Clear, inflexible rules *Strong group cohesion *Predictable rewards {Characteristics of the organization that substitute for leadership include formalization, group cohesion, inflexibility, and a rigid reward structure. If the staff at your organization follow a lot of rules and standard operating procedures to do their jobs, if rewards are given according to a policy rather than at the discretion of the leader, and if their relationships with each other are more important than their relationship to the leader, then they will probably continue to perform at a high level whether or not they have a highly capable leader}

Blanchard discusses a number of ways in which his organization seeks to inspire employees, including coaching them, gainsharing, allowing them to participate in decisions, and leaving them inspirational messages. What other behaviors are essential for strategic leaders today? Check all that apply.

*Comportment according to high ethical standards *Demonstration of a commitment to diversity and inclusion *Ability to navigate a multicultural environment {Strategic leaders today are operating in a diverse environment in their home country and in an increasingly global environment. Therefore, they must embrace diversity and be able to work with people of other cultures. It is also essential that they demonstrate the highest ethical standards, avoiding even the appearance of impropriety. While the implementation of strong controls is an important management function, it is not a key element of strategic leadership}

Ken Blanchard talks about putting people first. Which of the following characteristics of an authentic leader best aligns with that concept?

*Connects with others {Authentic leaders build positive relationships by helping others grow and develop. This is similar to Blanchard's idea of putting people first}

Ashby would like you to introduce her to your friend Kevin so she can make a sales pitch to him, and you think maybe this would be a good idea. After all, it wouldn't hurt for Ashby to owe you a favor. Which political behavior describes exchanging something of value in return for someone's future support? Check all that apply.

*Creation of an obligation {There are four basic forms of political behaviors. In this example, you don't need anything from Ashby right now, but you are creating a sense of obligation that you may be able to leverage later}

Which of the following are examples of impression management?

*David has a meeting with a sales prospect who is an avid golf player. David only plays a little but he makes sure to say during the meeting what a great day it would be to get in a round of golf {Wearing more professional attire to make a positive impression at a job interview is an example of impression management, as is talking about golf in a positive way to a sales prospect who likes golf. When Amy ignores the general topic of conversation to pursue her own interest, she is not trying to make her coworkers think better of her}

Which of the following items are part of Blanchard's three components of leadership? Check all that apply.

*Day-to-day coaching *Performance evaluations *Clear goals {Blanchard says that leaders must work with employees to set clear goals, do day-to-day coaching, and evaluate performance. Regular discipline and close monitoring are holdovers from a more hierarchical style of leadership, and many employees today do not respond well to these types of leader behavior}

Considering what you know from the preceding question, Eileen is likely to have difficulty using her power if her children:

*Don't want cookies {Eileen has reward power. Her children are rewarded when she gives them cookies. They are likely to receive other rewards, such as money, permission to go to parties, and so on, from Eileen as well. But these rewards work only if the children desire them. If the kids don't want cookies, Eileen will lose her power in the family}

Blanchard says that setting strategy is an important part of leadership. Even highly engaged employees will not make an organization successful if the strategy is poorly aligned with the environment. What must a manager do to exercise high-quality strategic leadership? Check all that apply.

*Embrace the many aspects of diversity in the workforce, in the customer base, and in all other stakeholders *Know the organization inside and out, including its culture, its strengths, and its weaknesses *Thoroughly understand the organization's current environment and possible future trends {A strategic leader has a comprehensive understanding of the organization and its environment. The strategic leader also welcomes diversity of all kinds. While developing sound plans is an important management activity, it is not a key element of strategic leadership}

According to Vroom's Decision Tree model, which of the five styles leaves the ultimate decision to the group, rather than the leader?

*Facilitate {There are five styles in Vroom's model. Facilitate and delegate both give the final decision authority to the group. The other three reserve the final decision for the leader}

Clancy, an Internet marketing manager, has coercive power at work. People are likely to do what Clancy says because:

*He can lower their pay {Clancy uses coercive power to meet his goals; if his employees don't do what he wants them to do, he can lower their pay. This form of leadership does not work if the employees are not afraid of Clancy's punishments. If one of Clancy's employees was independently wealthy and working simply because he or she liked the job, taking away pay would be less of a punishment than changing the work that person does}

How did Escalante express confidence in his students and support their efforts? Check all that apply.

*He tells students that if they bring ganas (desire), they can earn a college credit-earning score on a difficult math exam *He stays after school to work with students and goes into the community to meet with their families {Like many charismatic leaders, Escalante communicates to his followers that they are highly capable and supports them when they face barriers to performance. He tells his students that as long as they are highly motivated, they can learn calculus, and he supports motivated students by teaching them outside of regular hours and even reaching out to their families}

How did Escalante encourage students to envision their futures? Check all that apply.

*He urges a student to "see the road ahead." *He compares the jobs students will likely have if they do not get a college education with those available if they do go to college {One common characteristic of charismatic leaders is that they have a clear vision for the future and communicate this vision to their followers. Escalante was a charismatic leader who talked to his students about their futures. In the film, he speaks in metaphors, such as looking at "the road ahead" while driving, and makes vivid comparisons of the different lifestyles students will have depending on the choices they make}

How did Escalante set high expectations and model behaviors consistent with meeting those expectations? Check all that apply.

*He worked hard to qualify to teach high school after immigrating to the United States *He tells the class, "You're going to work harder here than you've ever worked anywhere else." {A common characteristic of charismatic leaders is that they set high expectations that their followers are excited to strive for. Such leaders often themselves model high achievement have a personal biography that demonstrates a willingness to work very hard. In the movie, Escalante sets high expectations by telling students they will work very hard in his class and that there will be "no excuses." He also modeled high-performing behavior through his personal story of overcoming hardship to learn English and gain U.S. teaching credentials}

Which of the following actions is attributed to leadership but not to management?

*Inspiring {Leadership and management are related but are different. Managers plan, budget, organize, staff, and problem-solve. Leaders establish direction, align people, motivate, and inspire}

In the movie, students often talk back to Escalante, expressing skepticism about whether the effort he's asking them to make is worthwhile. This is evidence of which leadership behavior?

*Inviting dissent {The fact that students feel comfortable disagreeing with Escalante, while staying engaged with him and his math program, indicates that he invites dissent. Transformational leaders welcome the exchange of ideas that occurs when their followers disagree with them. Such vigorous discussions are often energizing for leader and followers alike}

What is a common criticism of Vroom's Decision Tree model of leadership?

*It is complex {Vroom's Decision Tree is complex to use. Though there is a system for assessing the situation, leaders would need the diagram to identify which of the five behaviors they should use in any given situation}

In real life, Jaime Escalante eventually left Garfield High School to teach elsewhere. Imagine that you work for a transformative leader who leaves your organization to pursue a new opportunity. You now have a new manager who is not as talented a leader. Your manager has left, and their successor is not as skilled a leader. Which characteristics of tasks at your organization would substitute for the missing leadership? Check all that apply.

*Regular customer feedback *Predictability and simplicity *Intrinsically satisfying work {Characteristics of tasks that may substitute for leadership include routineness, availability of feedback, and intrinsic satisfaction. If the staff at your organization don't need to deal with unexpected or complex situations, know how well they are doing by how their customers react, and get a lot of satisfaction from making their customers happy, then they will probably continue to perform at a high level whether or not they have a highly capable leader}

Eileen, a mother of three, has reward power at home. Her children are likely to do what Eileen says because:

*She gives them cookies {Eileen has reward power. Her children are rewarded when she gives them cookies. They are likely to receive other rewards, such as money, permission to go to parties, and so on, from Eileen as well. But these rewards work only if the children desire them. If the kids don't want cookies, Eileen will lose her power in the family}

As a teacher of AP calculus at Garfield High School, Escalante explained high-level math concepts to students with limited math backgrounds and potential futures to teenagers with limited life experience. His ability to do so is evidence of which leadership behavior?

*Simplifying complex ideas {Escalante's ability to help students who have not previously been good at math become adept at advanced math is evidence of his ability to simplify complex ideas for his followers. The same is true of his ability to convey the consequences for adult life to teenagers who can't yet clearly conceive of adulthood. Transformational leaders inspire followers in part by expressing complex ideas in ways their followers can readily grasp}

Blanchard suggests that leaders should help followers "get an A." Which of the following items will help accomplish that goal? Check all that apply.

*Teaching followers what they are expected to know *Telling followers what is expected of them {Blanchard says that leaders who help followers "get an A" set clear goals, provide day-to-day coaching, and evaluate performance based on the goals. Successful leaders tell followers what is expected of them, teach them what they need to know to accomplish their goals, and evaluate their performance based on the preestablished goals}

How does Blanchard describe the concept of servant leadership?

*The idea that leaders should set their egos aside and do what they can to make their followers effective {Servant leaders believe that their job is to help employees reach the larger goals of the organization. This means that servant leaders cannot focus on themselves; they must focus on their employees and the organization}

In real life and in the movie, the organization that administers the AP Calculus test accuses Escalante's students of cheating. Escalante has his students retake the exam to prove that their high scores were not a result of cheating. His willingness to have them take the exam a second time is evidence of which leadership behavior?

*Trusting subordinates {Escalante trusts his students. He believes in their ability to score high on the test and is confident that they will do so when there is no opportunity to cheat. Transformational leaders demonstrate trust and confidence in their followers, giving them responsibility and supporting them if others have doubts}

Blanchard recommends which of the following for getting employees pumped up about their work? Check all that apply.

*Working for a company that gives to good causes *Having work that serves a higher purpose {Blanchard says that employees are energized when their organizations have a higher calling expressed through charity, clear values, and faith. If employees have these things, they will more likely be committed and energized, and the money will follow}

Combination of 1) High task structure 2) Bad leader-member relationship and 3) Most unfavorable situation Combination of 1) Low task structure 2) Bad leader-member relationship and 3) Moderately favorable situation Combination of 1) Low task structure 2) Bad leader-member relationship and 3) Most unfavorable situation Combination of 1) High task structure 2) Good leader-member relationship and 3) Most favorable situation Combination of 1) High task structure 2) Bad leader-member relationship and 3) Moderately favorable situation Combination of 1) Low task structure 2) Bad leader-member relationship and 3) Most unfavorable situation

From top to bottom *Task *Relationship *Task *Task *Relationship *Task {Fiedler's LPC Theory explains that the style of leadership that is best depends upon the situation. The favorableness of the situation is based on the leader-member relations, the task structure, and the power of the leader. Situations that are favorable or unfavorable benefit from a task leader. Situations that are moderately favorable benefit from a relationship-oriented leader}