Business Leadership

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An important skill for managerial work is time management

Agree

Delegation is likely to improve decision quality if a subordinate has more expertise in how to complete the task than the manager

Agree

Encouraging people to express their concerns before making changes that will affect them in significant ways, is useful and considerate

Agree

Fear of losing status and power is likely to be a reason for resistance by employees to a proposal by top management to change the current strategy

Agree

Human nature was not mentioned as a reason for changes in managerial work

Agree

Leveraging learning from surprises and failures leadership action that is likely to increase flexibility and innovation in an organization

Agree

Lower absenteeism and turnover by subordinates is likely to be an outcome of leader supporting behavior

Agree

Managers are afraid to let go of their power for fear of failure

Agree

Managers should delegate both their pleasant and unpleasant tasks to subordinates

Agree

Monitoring progress in appropriate ways is a guideline for effective delegation

Agree

Much of a manager's behavior is reactive rather than proactive in nature

Agree

Planning daily and weekly activities is a recommendation for effective time management

Agree

Setting goals that include a specific target date is a feature recommended as a guideline for setting performance goals

Agree

The process of networking is a perpetual activity for managers

Agree

Transactional leadership motivates followers by appealing to their self-interest and exchanging benefits

Agree

Which is not a guideline for effective delegation?

Delegate high priority tasks that are urgent

A study by Spreitzer found support for the proposition that psychological empowerment includes all of the following defining elements except:

Determination

In the Vroom-Yetton model of decision participation, the rules for identifying appropriate decision procedures are designed to protect the leader's responsibility and authority

Disagree

Revitalizing is part of Lewin's model of organizational change

Disagree, Lewin's model is unfreeze, change, and refreeze

Providing recognition only for outstanding performance is one of the guidelines recommended for recognizing people

Disagree, all people, not just some

Maintaining control over sensitive information about new problems is most likely to be effective for implementing major change

Disagree, communication is key when implementing change

Joint decision making is when the manager asks other people for their opinions and ideas and then makes the decision alone after seriously considering their suggestions and concerns

Disagree, consultation not joint decision making

The normative decision model is probably best supported by the transformational theory of effective leadership

Disagree, contingency theory not transformational theory

Empowerment is increased when the informal procedures for making important decisions give members significant influence over their decisions

Disagree, formal not informal

The best way to summarize the findings in research on participative leadership is, the more participation a leader uses, the more satisfied subordinates will be

Disagree, inconsistent and situational

A theory that emphasizes leader traits and skills as determinants of leadership behavior is best categorized at the group level

Disagree, individual level

The most common element in definitions of leadership is that it is an authority relationship

Disagree, influential relationship

The term psychological empowerment describes how the extrinsic motivation of people are influenced by leadership behavior, job characteristics, and organization structure

Disagree, intrinsic not extrinsic

Leadership is not an important role requirement for managers and a major reason why managerial jobs exist

Disagree, is important

Most leadership theories emphasize both leader and follower characteristics

Disagree, leader centric

Most of the important strategic decisions are made inside the formal planning process and in a controlled manner

Disagree, made outside the formal process, and in a flexible manner

Decision processes are often characterized more by rationality than by confusion and emotionality

Disagree, more by confusion and emotionality than by rationality

Perception of demands and constraints inevitably involves objective judgements

Disagree, subjective rather than objective

In trying to reconcile conflicting role expectations, managers are more likely to be more responsive to the needs of their subordinates than their superiors

Disagree, the needs of your superior rather than subordinates

The descriptive research found that a network of contacts and cooperative relationships is especially important to motivate subordinates

Disagree, to implement change

What is the least important reason for delegating to subordinates?

Ensure subordinates have enough work to do

Potential benefits of participative leadership include all of the following except:

Higher frequency of decision making


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