Week 2 terms for 550

Adapting to changing times is most important for which approach to leadership?

Contingency approach

The factors of hard work and initiating structure are considered the two most important dimensions of leadership behavior.

False

Hubert Joly, the transformational CEO who came in from outside Best Buy to turn the company around, advocates all but which one of these principles (or "levers") to improve profits?

First cut low wage employees in a last in, first out manner

"Facilitating proactive behavior" by the transformative leader is defined as doing which of the following?

Giving group members more autonomy, or the autonomy to make decisions independently

Melissa wants to bring about transformations in her organization. Which one of the following would be the best recommendation for her?

Help people understand the need for change.

Darren, the CEO of an airline company, is widely regarded as a transformational leader who experiments with new innovations and managerial styles. Which of the following would likely be an outcome of Darren's activities?

It arouses employees to a higher level of thinking.

Which of the following statements is true about the gender differences in effectiveness between men and women leaders?

Women were rated higher on relationship-oriented leadership skills.

The contingency approach to leadership explains that leaders are most effective when they:

attune their behavior to situational forces.

Participative management is likely to work the best with

competent and intelligent people.

Katie, the marketing head of MeDiASure, a digital marketing agency, entrusts her team with the task of conceptualizing innovative marketing strategies for a client. Katie collects the group's opinion and lets the team take the final call on the most suitable strategies. In this scenario, Katie is assuming the role of a(n) _____.

democratic leader

A leader who scored high on initiating structure would _____.

emphasize work scheduling and assigning tasks

A recommended way of enhancing your charisma is to make others feel unimportant so you will appear strong in contrast.

false

A synthesis of studies showed that laissez-faire leadership is more likely to produce positive results for the organization than is transformational leadership.

false

The personalized charismatic leader uses power to:

further his or her own interests.

A direct way of being a supportive leader is to _____.

give frequent encouragement and praise

The primary purpose of disaster planning is to:

prevent a crisis

The situational factors in the normative decision model are known as:

problem variables.

When workers are aligned, they tend to _____.

pull together for a higher purpose

A(n) ____ type of leader is most likely to play the role of the Good Samaritan.

servant

Jeremy, a low-level employee at a textbook publishing company, is motivated by the fact that his manager often takes time to discuss his future in the publishing industry, suggesting interesting directions his job might take and offering him career assistance. Jeremy's manager could be referred to as a ______ leader.

servant

A vitally important part of being a charismatic leader is:

the ability to express feelings openly.

A potential problem with 360-degree feedback is its anonymity.

true

A problem noted with the leader providing too much hands-on guidance is that it can be a symptom of poor delegation.

true

An example of a situational force in leadership is group member characteristics.

true

An ineffective way to lead an organization through a crisis is to strongly defend yourself against your critics or deny wrongdoing.

true

Attributions (by group members or subordinates) of a leader's charisma are important because they lead to other behavioral outcomes, such as commitment to leaders, self-sacrifice, and high performance.

true

The major thrust of the servant leader is to _____.

work on behalf of group members to help them achieve their goals

​Jonathan, the head of a technology firm, is known for his authentic leadership practices. He created a unique identity for himself in the world of successful business leaders. In this scenario, Jonathan:

has developed a personal brand.​

Charismatic leaders use metaphors and analogies primarily to:

inspire team members to higher performance.

The achievement-oriented leadership style works well with group members working on ambiguous and nonrepetitive tasks.

true

The charisma of a leader can be felt outside of the organization and can directly affect market performance.

true

The teamwork approach is built into the participative leadership style.

true

When an employee falls short of expectations, women are more likely to buffer criticism by finding something praiseworthy.

true

A study indicated that transformational leadership of teams influenced work group effectiveness.

true

According to Fiedler's theory, task-motivated leaders perform the best in situations of high control and low control.

true

An effective vision is aligned with the goals and dreams of group members.

true

Courtney is the finance head of a tourism company. Recognizing that the company is hard-pressed financially, she decides to cancel the projects that are riskier in nature, and concentrate more on developing its reliable projects. Which of the following strategies has been adopted by Courtney?

Concentrating resources on areas that need the most change

Sawyer, a manager at an IT security firm, firmly believed in using his professional power for the welfare of the organization. His group members were empowered to suggest ideas and were made accountable and responsible for their actions. This shows that Sawyer is:

a socialized charismatic.

A consultative leader _____.

confers with the group before making a decision

According to Fiedler's theory, relationship-motivated leaders perform the best in situations of low control.

false

According to the path-goal theory, the participative style is recommended when group members are performing repetitive tasks.

false

Charismatic leaders are easy-going, natural people who tend to minimize impression management.

false

Charismatic leaders are much more conservative than average with respect to risk taking.

false

Making connections with people is part of the leadership dimension of initiating structure.

false

Max wants to develop a personal brand, so he

studies his basket of personal strengths.