principled leadership #1

Hawkin's nugget 2

"Change is inevitable, joy is an option"

Hawkin's nugget 3

"Perception is reality. Until, truth is revealed."

Management is concerned with communicating the vision and developing a shared culture and set of core values that can lead to the desired future state.

F

Manager's primary focus is people and relationships while leadership mostly interested productivity/bottom line.

F

A democratic leader is one who tries to centralize authority and derive power from position.

F

Directing tasks, planning, and ruling with an iron hand is a "consideration" style.

F

Leader-member exchange research emphasizes that all employees should be managed in the same manner.

F

Management and leadership are the same thing.

F

Managers and leaders are inherently different types of people as leadership and management cannot go hand-in hand.

F

Of the six items that describe "what leadership involves," one of the items is dictatorship.

F

What leadership involves:

Intention Influence Followers Shared purpose Change Personal responsibility and integrity

A characteristic considered essential for effective leadership is drive.

T

Consideration is the extent to which a leader is sensitive to subordinates.

T

Leaders influence people to change by providing an inspiring vision of the future and shaping the culture and values needed to attain it.

T

Leadership focuses on getting everyone lined up in the same direction.

T

Leadership is defined as an influence relationship among leaders and followers who intend real changes that reflect their shared purposes.

T

Researchers contend that some traits are essential to leadership: self- confidence, honesty, integrity, and drive.

T

The Great Man approach sought to identify the traits leaders possessed that distinguished them from people who were not leaders.

T

The best leaders, at all levels, are those who are genuinely interested in other people and find ways to bring out the best in them.

T

Highly educated, professional subordinates who know their tasks do not need a leader. This is an example of:

a. a substitute for leadership

To use Fiedler's Contingency Theory, a leader needs to know: a. whether his leadership style is task-oriented b. all of these choices c. whether his leadership style is relationship oriented d. the organizational situation

b. all of these choices

Hawkin's nugget 1

best way to lead people is via relationships

Possessing the traits of honesty and integrity are essential for leaders in order to:

both build productive relationships and build trust

Contingency approaches can best be described as: a. leadership styles that seek to delineate the characteristics of situations. b. leadership styles appropriate for one situation which may not work in another. c. both leadership styles that seek to delineate the characteristics of situations and leadership styles appropriate for one situation which may not work in another. d. leadership traits or behaviors that can improve performance in all situations.

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

The path-goal theory includes all EXCEPT: a. increasing the rewards that follower values and desires b. working with subordinates to identify behaviors for task accomplishment. c. determining whether the situation is favorable or unfavorable to the leader d. clarifying the follower's path to the rewards that are available.

c. determining whether the situation is favorable or unfavorable to the leader

Hersey and Blanchard's Situational Theory focuses on: a. the readiness of the leader. b. whether the situation is favorable or unfavorable to the leader. c. the characteristics of followers as an important element of the situation. d. the characteristics of the leader.

c. the characteristics of followers as an important element of the situation.

neutralizer

covering for the behavior of the leader, when a follower makes up for the weaknesses of the leader

Collaborative leaders: a. need excellent people skills. b. are highly proactive and tenacious c. exhibit extreme flexibility. d. all of the choices!!!!!!

d. all of the choices

Leaders can develop performance and productivity gains if they:

develop positive relationships one-on-one with each subordinate.

Hersey and Blanchard Situational Theory

directing, supporting, coaching, and entrusting

According to the path-goal theory, the follower increases leader motivation by clarifying the path to rewards and increasing values and desires.

false

In the Hersey and Blanchard model, the telling style is based on high concern for both relationships and tasks.

false

Path-goal theory

supportive, directive, participative, achievement-oriented

derailment

taking some down with you

Fiedler's Contingency Model

task or relationship oriented

According to the Hersey and Blanchard model, subordinates vary in readiness level.

true

There is not one best way of leadership. Contingency means "it depends."

true

To use Fiedler's contingency theory, a leader should know if he has a relationship- or task-oriented style.

true