Business Leadership
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
