Management Leadership Test 2 (CH: 6-10)

CH. 7 Discuss the racial, gender and cultural problems that have been discovered during the use of Multi Rater Feedback instruments.

-Cultural-some countries believe that peers and subordinates should not give feed back -Race- blacks give higher ratings to other blacks, whites give same level of ratings to both black and white bosses and peers, white bosses give higher ratings to whites who report to them Gender- females receive higher ratings on most skills, males perceived as having higher advancement potential

CH. 10 In groups, size matters. How do the following affect group effectiveness as related to size: Additive task, process losses, social loafing, and Social facilitation.

-additive task- groups output involves the combination of individual outputs -process losses-inefficiencies created by more and more people working together -social loafing-reduced effort by people wen they are not individually accountable -social facilitation- people increasing their level of work due to the presence of others

math the community leadership competency with its definition -social capital -mobilization -framing

-power of relationships shared between individuals -strategic, planned purposeful activity to achieve clearly defined outcomes -helping a group or community recognize and define its opportunities and issues

CH. 6 Identify and explain the three parts of the triarchic theory of intelligence.

1) Analytical- general problem solving ability, quick learners, make accurate assumptions and deductions 2) Practical- relies on knowledge and experience, domain specific, knowing how things get done and how to do them 3) Creative- ability to produce work that is both novel and useful, creative related to analytical but not perfectly correlated

CH. 7 Identify, define or explain the five leadership types identified by the leadership grid.

1) Country Club Management- minimum concern for production, maximum concern for people, satisfying relationships, comfortable work tempo 2) Impoverished Management- minimum concern for people, minimum effort required to maintain position, not really leadership 3) Middle of the Road Management- do job but avoid making waves, maintain status quo, balance necessity of getting out work with maintaining morale of work force at minimum 4) Authority Compliance Management- maximum concern for production, minimum concern for people, efficiency most important 5) Team Management- goal directed teams, relationships based on trust and respect

CH. 9 Explain the three main parts of Expectancy Theory and give an example showing how it can be used to motivate people.

1) expectancy- perceived probability that exerting a given amount of effort will lead to a certain level of performance (ex: effort) 2) instrumentality- strength of belief that performing at a particular level is instrumental in attaining an outcome (ex: performance) 3) valence- attractiveness or importance of potential outcome (ex: attractiveness)

CH. 10 Describe what occurs during the five phases of group development.

1) forming- small talk and polite conversation, little trust 2) storming- intragroup conflict, alliances formed, competition for control 3) norming- group norms formed, values agreed upon, leader emerges 4) performing- group focus on performing the task, members assume interdependent roles 5) adjourning- group formally dissolved, members move on to other things

CH. 7 Describe/explain framing, social capital and mobilization.

1) framing- recognize and define a group or community's opportunities or issues 2) Social Capital- develop and maintain social relationships that allow people to work together 3) Mobilization- engaging a critical mass to take action or achieve a specific outcome

CH. 6 Identify and briefly explain the parts Five Factor of the OCEAN Personality Model.

1) openness experiences- imaginative, creatives, willing to consider new ideas 2) Conscientiousness- focused on few goals, achievement oriented, responsible, dependable 3) Extroversion- comfortable with relationships, sociability, talkative 4) Agreeableness- good natured, forgiving, understanding, trusting 5) Neuroticism- secure, calm, enthusiastic

CH. 9 Name and explain the four types of followers identified by Potter and Rosenbach in their model.

1) politician- more concerned with getting along with the boss than getting things done 2) subordinate- follow orders and rules, stay out of trouble, stay with organization 3) contributor- hard workers, good at job, don't seek leaders perspective, work best when left alone 4) partner- understand leaders perspective, identify issues and work out solutions, hold leaders accountable

CH. 9 Name and explain the four types of followers identified by Curphy in his model.

1) slackers- don't exert much effort at work, not their job to solve problems, do just enough to stay out of trouble 2) criticizers- strong critical thinkers, change is doomed, crave recognition, disengaged from work 3) brown nosers- strong work ethic, not critical thinkers, follow orders, always flattering the boss 4) self starters- passionate about the team, put forth great effort, raise issues and find solutions, offer opinions and feed back

CH. 10 Identify the ten principles of leading virtual teams

1. be proactive 2. focus on relationships before tasks 3. seek clarity and focus early 4. create sense of order and predictability 5. be a cook headed problem solver 6. develop shared operating agreements 7. give team members personal attention 8. respect challenges of the virtual environment 9. recognize the limits of available technologies 10. stay people focused

place in the correct sequence of events according to systems view of communication

1. intention 2. expression 3. reception 4. interpretation 5. feedback 6. new intentions

which of the following statements about 360 degree feedback systems are true

360 degrees feedback should be build around an organizations competency model and should be used for development not evaluation

CH. 8 Briefly describe the components of credibility

Expertise- building this involves increasing one's knowledge and skills in the areas of technical competence, organizational knowledge, and industry knowledge Trust- clarifying and communicating your values, and building relationships with others

The performing stage of group development is characterized by leader emergence, establishment of work rules and behavior and development of cohesiveness. this statement is

False. the statement describes the norming stage

CH. 6 Explain the effects of traits on leader behavior under familiar/structured and unfamiliar /ambiguous situations.

Familiar/structured situations the effects of traits on behavior is less obvious in strong situations. Unfamiliar/ambiguous situations are the effects of traits on behavior is more pronounced in weak situations.

CH. 6 What are the implications of the Cognitive Resource Theory in regard to leader effectiveness and behavior? Discuss experience, stress and intelligence.

Implications are the best leaders are often smart and experienced. Leaders may be unaware of the degree to which they are causing stress in their followers. Greater experience but lower intelligence may account for higher performing groups in high stress conditions. High levels of experience account for usage of old solutions when creative solutions are better.

CH. 6 Explain the great man theory. Is it a valid way to select leaders?

It attempted to prove that leaders and followers are different. The research found out that leaders were not qualitatively different than followers. Yes it is a valid way.

CH. 9 Compare Maslow theories with Alderfer. How are they alike and how are they different?

Maslow's theory starts with physiological needs at the bottom followed by security need, belongingness needs, esteem needs, and self actualization needs at the top. Alderfer just has three with existence, relatedness, and then growth at the top

CH. 7 What do we learn about leadership behavior from the Ohio and Michigan state studies? Tell me what you know.

Ohio State- developed the Leader Behavior Description Questionnaire and identified two independent dimensions of behaviors which are consideration and initiating structure. Michigan- identified two dimensions contributing to effective group performance which are job centered and employee centered dimensions.

CH. 9 Compare the follower grid of Rosenbach and potter with Curphy's model.

Rosenbach and Potter concerned with relationship and performance. Curphy concerned with critical thinking and engagement

CH. 9 Explain Theory X and Theory Y.

Theory X- workers have little ambition, dislike work, want to avoid responsibility, and need to be closely controlled Theory Y- workers can exercise self direction, accept and seek out responsibility, and consider work to be natural activity

which of the following would be an example of non contingent reward

a monthly salary check

all of the following describe emotional intelligence except

a set of abilities that enable one to make accurate deductions assumptions and inferences with relatively unfamiliar information

individuals who appear to be socially clueless, insensitive, pessimistic, and grumpy may be low in ___; but, individuals high in ___ usually appear self confident

agreeableness; extraversion

according to triarchic theory of intelligence, ___ intelligence features accurate assumptions, deductions, and inferences with new info; whereas, ___ intelligence relies on knowledge and experience and is it is domain specific

analytical; practical

motivation is

anything that provides direction, intensity, and persistence to behavior

CH. 10 Identify the characteristic of Effective Teams.

clear mission, high performance standards, organized, emphasis on planning, effective communication, adequate resources

which leadership dimension is identified by the Ohio State Studies

consideration and initiating structure

research studies have identified authority compliance management, country club management, and team management as being effective. the most effective leadership style

depends on the criteria use to judge effectiveness

whats the most important step in conducting a meeting

determine if it is necessary

CH. 8 Identify the helpful tips for conducting productive meetings. According to Hogan and Morrison should a leader do to develop and encourage Creative followers

determine whether it is necessary, list objectives, stick to agenda, make it convenient, provide pertinent materials in advance, encourage participation, keep a record. set goals, offer rewards, provide appropriate resources, reduce time pressure but keep on track

according to the concept of force field analysis in order for change to be properly implemented

driving forces must be powerful than restraining forces

transformational leadership uses ___ as the fuel to drive followers heightened motivational levels

emotion

CH. 9 Explain Equity Theory and give an example showing how it can be used to motivate people.

employees perceive what they get from a job (outcomes) in relation to what they put into it (inputs)

what are the two components of credibility

expertise and trust

which of the following statements concerning affectivity from the leader's perspective is not accurate

followers with negative affectivity generally have lower levels of productivity

identify the three competencies needed to successfully drive community change

framing, building social capital and mobilization

having an inability or difficulty seeing fresh uses for things we are very familiar with describes the mental block psychologists refer to as

functional fixedness

which would most likely result in consistently higher effort and performance

goals that are both specific and difficult

leaders who have little faith in their followers ability to accomplish a goal are rarely disappointed. this refers to the ____; but the ___ occurs when leaders articulate high expectations for followers

golem effect; Pygmalion effect

sum of forces that attract members to a group provide resistance to leaving it and motivate them to be active in it is called

group cohesion

set of expected behaviors associate with a particular job or position is known as

group roles

one of the disadvantages of highly cohesive groups is finding that people in such groups often become more concerned with striving for unanimity than in objectively appraising different courses of action. this phenomenon is called

groupthink

CH. 10 Describe the benefits and drawbacks of greater group cohesion.

highly cohesive groups interact and influence each other more than less cohesive groups. greater cohesiveness doesn't always lead to higher performance. highly cohesive groups may have lower turnover

job satisfaction is

how much one likes a specific kind of job

CH. 8 Identify the steps, in order, of a problem solving process.

identifying problems or opportunities for improvement, analyzing the causes, developing alternative solutions, selecting and implementing the best solution, assessing the impact of the solution

CH. 8 Describe/explain/draw the system view of communications.

intention (what do you want to accomplish?) to expression (what medium) to reception (was it seen?) to interpretation (was it understood?) to feedback (did you communicate what you intended?) to new intentions

receiving conflicting information from two or more people about their expectations for your work behavior reflects

intersender role conflict

a leader who has a lot of knowledge and experience in leading a pharmaceutical research team may fell like a duck out of water when asked t o lead a major fund raising effort for a charitable institution. this ex illustrates that practical intelligence

is domain specific

CH. 10 Why does group cohesiveness not always lead to increased performance?

it can lead to overbounding, groupthink, and ollieism. overbounding is tendency of cohesive groups to erect what amount to fences or boundaries between themselves. groupthink is cohesive groups become concerned with striving for unanimity. ollieism is when illegal actions are take by loyal subordinates who believe they are pleasing the leader

goal emphasis and work facilitation relate to which of the following leadership behavior dimensions

job centered

the ___ component of assertiveness skills concerns knowing where and when not to behave assertively

knowledge

what are the key components that define empowerment

leaders delegate leadership and decision making down to the lowest level possible and equip followers with the resources, knowledge, and skills necessary to make good decisions

the great man theory attempted to prove that leaders and followers are fundamentally different. research however indicates that

leaders were not qualitatively different than followers

which set of leaders will perform best under stressful conditions

leaders with more experience

which is not a way to increase our assertiveness

learn to say yes

adequate organization performance is possible through balancing the necessity to get work out while maintaining morale of people at satisfactory level. in terms of the leadership grid, what leadership orientation does this signify

middle of the road management

CH. 9 Explain Herzberg's motivators and Hygiene factors. How can we use Herzberg's theories to motivate workers?

motivators- factors that increase job satisfaction and motivation hygiene factors- factors that eliminate job dissatisfaction but don't motivate have supervision, co-workers, recognition, and responsibility

___ are the informal rules that groups adopt to regulate and regularize group members behaviors

norms

highly cohesive group with members who overstep their boundaries or even violate laws to please the leader illustrates

ollieism

according to Herzberg the following incentives might be used to improve employee performance

opportunities for advancement and recognition for achievement

___ concerns those behaviors directed toward the organizations goals resulting from those behaviors; where as ___ involves making judgments about the adequacy of behavior with respect to certain criteria such as work group or organizational goals

performance; effectiveness

a person is experiencing ____ if he or she wonders, "just what am I supposed to be doing?"

role ambiguity

the phenomenon of reduced effort by people when they are not individually accountable for their work is referred to as ___; whereas, ___ refers to any time people increase their level of work due to the presence of others

social loafing; social facilitation

which statement is true concerning analytic intelligence

some research suggests that if the differences in analytic intelligence between leader and followers are too great, a leaders intelligence can become an impediment

CH. 8 Identify ways to increase your assertiveness that we discussed in class.

speak up for what we need, be persistent, learn to say no

best way to build relationships with followers is

spend time listening to what they have to say

which of the following is not one of the types of intelligence identified in the Triarchic Theory of Intelligence

strategic intelligence

work accomplishment is from committed people; interdependence through a common stake in the organizations purpose leads to relationships of trust and respect. in terms of the leadership grid, what leadership orientation does this signify

team management

although no one personality type is necessarily better than the others in terms of leadership effectiveness, the Myers-Briggs type indicator shows that most leaders are ISTJ, ESTJ, or ENTJ. this statement is

true

effects of traits on behavior is more often observed in ___ situations

unfamiliar or ambiguous

which is a possible solution for groupthink

use independent subgroups to make recommendations

all of the following are ways leaders can improve communication skills except

using constructive sarcasm