Chapter 11 (Leadership)
leadership
A good way to think of the distinction between management and leadership is that _______________ teaches and motivates people to fish.
management
A good way to think of the distinction between management and leadership is that _______________organizes the production and supply of fish to people
Level 5 leader
A key characteristic of ______________s is an almost complete lack of ego (humility) coupled with a fierce resolve to do what is best for the organization (will).
contingency theory
A leader, then, needs to know two things to use Fiedler's _________________. First, the leader should know whether he or she has a relationship- or task-oriented style. Second, the leader should diagnose the situation and determine whether leader-member relations, task structure, and position power are favorable or unfavorable.
Level 5 leadership
A study conducted by Jim Collins and his research associates identified the critical importance of what Collins calls _____________ in transforming companies from merely good to truly great organizations
neutralizer
A(n) ______________counteracts the leadership style and prevents the leader from displaying certain behaviors. For example, if a leader has absolutely no position power or is physically removed from subordinates, the leader's ability to give directions to subordinates is greatly reduced.
substitute
A(n) _____________for leadership makes the leadership style unnecessary or redundant. For example, highly professional subordinates who know how to do their tasks do not need a leader who initiates structure for them and tells them what to do.
authentic leader
A(n)______________ like Vernon Clark places high value on personal relationships, supporting followers, being courageous, and standing up for what one believes. Thus, this type of leader is much more likely to make decisions that may not always be popular, but that he believes are right.
team management
According to the leadership grid, the following describes what? A high concern for people and a high concern for production results in what?
country club management
According to the leadership grid, the following describes what? A high concern for people and a low concern for production results in what?
authority compliance
According to the leadership grid, the following describes what? A low concern for people and a high concern for production results in what?
impoverished management
According to the leadership grid, the following describes what? A low concern for people and a low concern for production results in what?
middle of the road management
According to the leadership grid, the following describes what? A medium concern for people and a medium concern for production results in what?
middle of the road management
According to the leadership grid, the following describes what? Adequate organization performance is possible though balancing the necessity to get out work through maintaining morale of people at a satisfactory level
authority compliance
According to the leadership grid, the following describes what? Efficient in operations results from arraying conditions of work in such a way that human elements interfere to a minimum degree
country club management
According to the leadership grid, the following describes what? Thoughtful attention to the needs of people for satisfying relationship leads to a comfortable, friendly organization atmosphere and work tempo.
impoverished management
According to the leadership grid, the following describes what? exertion of minimum effort to get required work done is appropriate to sustain organization membership.
team management
According to the leadership grid, the following describes what? work accomplished is from committed people; interdependence through a common stake in organization purpose leads to relationships of trust and respect
authentic leadership
Another popular concept in leadership today is the idea of ________________, which refers to individuals who know and understand themselves, who espouse and act consistent with higher-order ethical values, and who empower and inspire others with their openness and authenticity.
leader member
Because ________________ relations are poor anyway, a strong task orientation will make no difference in the leader's popularity.
Managerial Grid
Building on the work of the Ohio State and Michigan studies, Robert R. Blake and Jane S. Mouton of the University of Texas proposed a two-dimensional theory called the _____________
Leadership Grid
Building on the work of the Ohio State and Michigan studies, Robert R. Blake and Jane S. Mouton of the University of Texas proposed a two-dimensional theory called the managerial grid, which was later restated by Robert R. Blake and Anne Adams McCanse as the __________________
contingency approache
How can two people with widely different styles both be effective leaders? The answer lies in understanding ______________s to leadership, which explore how the organizational situation influences leader effectiveness
highly unfavorable
In a ______________ situation, followers have little respect for or confidence and trust in the leader. Tasks are vague and ill-defined and lack clear-cut procedures and guidelines. The leader has little formal authority to direct subordinates and does not have the power to issue rewards or punishments.
servant leader
In organizations, ________________s operate on two levels: for the fulfillment of their subordinates' goals and needs and for the realization of the larger purpose or mission of their organization.
behavior
Ohio State researchers identified two major _____________s they called consideration and initiating structure
task oriented
Researchers at the University of Chicago who looked at CEOs in turnaround situations—where companies typically have high debt loads and a need to improve results in a hurry—found that tough-minded, _________________ characteristics such as analytical skills, a focus on efficiency, and setting high standards were more valuable leader qualities than were relationship skills such as good communication, listening, and teamwork.
interactive leadership
Some of the general characteristics associated with Level 5 leaders and authentic leaders are also hallmarks of __________________, which has been found to be associated with female leaders
task oriented
The _______________ leader excels in the favorable situation because everyone gets along, the task is clear, and the leader has power; all that is needed is for someone to lead the charge and provide direction.
favorability
The __________________of a leadership situation can be analyzed in terms of three elements: the quality of relationships between leader and followers, the degree of task structure, and the extent to which the leader has formal authority over followers.
Situational Substitutes for Leadership
The ______________contingency approach suggests that situational variables can be so powerful that they actually substitute for or neutralize the need for leadership. This approach outlines those organizational settings in which a leadership style is unimportant or unnecessary.
early
The ___________research looked at leaders who had achieved a level of greatness, and hence was referred to as the "great man" approach. The idea was relatively simple: Find out what made these people great, and select future leaders who already exhibited the same traits or could learn to develop them. Generally, [answer] research found only a weak relationship between personal traits and leader success.
leader
The attitudes and behaviors of __________s shape the conditions that determine how well employees can do their jobs; thus, leaders play a tremendous role in the organization's success.
servant leadership
The concept of __________________, first described by Robert Greenleaf in 1970, has gained renewed interest in recent years as companies recover from ethical scandals and compete to attract and retain the best human talent
Contemporary Leadership
The following are the 4 approaches to what? 1. Level 5 leadership 2. Servant Leadership 3. Authentic Leadership 4. Gender differences
authentic leadership
The following are the components of what? 1. Pursues purpose with passion 2. Practices solid values 3. connects with others 4. demonstrates self discipline 5. leads with the heart as well as the head
manager
The following are the qualities of a(n)____________,. which focus on the organization. 1.rational 2. maintains stability 3. assigns tasks 4. organizes 5. analyzes 6. position power
leader
The following are the qualities of a(n)____________,.which focus on People. 1. Visionary 2. promotes change 3. defines purpose 4. nurtures 5. innovates 6. personal power
women
The following are the things _____________do better. 1. develop others 2. drives for results 3. inspires and motivates others 4. build relationships
equally
The following are the things men and women are _____________ good at. 1. Innovates 2. Technical or Professional expertise
Level 5 Hierarchy
The following describes What? Level 1- Individual, capable Level 2- Team Member, contributing Level 3- Manager, competent Level 4- Leader, effective Level 5- Executive, level five
Level 5 Hierarchy
The following describes the _________________ from bottom to the top. 1. capable 2. contributing 3. competent 4. effective 5. Level 5
task oriented
The following describes what leadership style according to the Substitutes and Neutralizers for Leadership chart. Group characteristics _____________________________________________________________________ 1. Professionalism 2. Training/experience ____________________________________________________________________ 1. Substitutes for 2. Substitutes for
people oriented
The following describes what leadership style according to the Substitutes and Neutralizers for Leadership chart. Organizational variables -------------------------------------------------------- 1. Group cohesiveness 2. Formalization 3. Inflexibility 4. Low position power 5. Physical separation _____________________________________________________________________ 1.Substitutes for 2. No effect on 3. No effect on 4. Neutralizes 5. Neutralizes.
people oriented
The following describes what leadership style according to the Substitutes and Neutralizers for Leadership chart. Task characteristics __________________________________________________________ 1. Highly structured task 2. Automatic feedback 3. Intrinsic satisfaction ______________________________________________________ 1. No effect on 2. No effect on 3. Substitutes for
task oriented
The following describes what leadership style according to the Substitutes and Neutralizers for Leadership chart. Task characteristics __________________________________________________________ 1. Highly structured task 2. Automatic feedback 3. Intrinsic satisfaction ______________________________________________________ 1. Substitutes for 2. Substitutes for 3. No effect on
task oriented
The following describes what leadership style according to the Substitutes and Neutralizers for Leadership chart. Organizational variables -------------------------------------------------------- 1. Group cohesiveness 2. Formalization 3. Inflexibility 4. Low position power 5. Physical separation ---------------------------------------- 1. Substitutes for 2. Substitutes for 3. Neutralizes 4. Neutralizes 5. Neutralizes
Level 5 hierarchy
The following describes what? Level 1- Contributes talent, skills, and knowledge Level 2- Contributes Individuality; works well in a group Level 3- Manages team members and assets to reach set objectives Level 4- Stimulates high standards; champions dedication to vision Level 5-builds excellence through dedication and humility
Work-Related Characteristics
The following describes which personal characteristic of leaders? Achievement drive, desire to excel Conscientiousness in pursuit of goals Persistence against obstacles, tenacity
Social Background
The following describes which personal characteristic of leaders? Education Mobility
Physical Characteristics
The following describes which personal characteristic of leaders? Energy Physical stamina
Intelligence and Ability
The following describes which personal characteristic of leaders? Intelligence, cognitive ability Knowledge Judgment, decisiveness
personality
The following describes which personal characteristic of leaders? Self-confidence Honesty and integrity Optimism Desire to lead Independence
Social Characteristics
The following describes which personal characteristic of leaders? Sociability, interpersonal skills Cooperativeness Ability to enlist cooperation Tact, diplomacy
job centered leaders
The less effective leaders were called job-centered leaders; they tended to be less concerned with goal achievement and human needs in favor of meeting schedules, keeping costs low, and achieving production efficiency
employee centered
The most effective supervisors were those who established high performance goals and displayed supportive behavior toward subordinates. They were referred to as __________________ leaders
situational model of leadership
The point of the ____________ is that subordinates vary in readiness, which is determined by the degree of willingness and ability that a subordinate demonstrates while performing a specific task
interactive leadership
The results showed that traits considered feminine and often associated with _______________, such as empathy, personal humility, inclusiveness, vulnerability, generosity, patience, and flexibility, topped the list of qualities most desirable for leaders
Fiedler's theory
The starting point for ______________ is the extent to which the leader's style is task-oriented or relationship (people)-oriented.
relationship oriented
The________________ leader performs better in situations of intermediate favorability because human relations skills are important in achieving high group performance. In these situations, the leader may be moderately well liked, have some power, and supervise jobs that contain some ambiguity. A leader with good interpersonal skills can create a positive group atmosphere that will improve relationships, clarify task structure, and establish position power.
strength
Therefore, rather than just understanding their traits, the best leaders recognize and hone their ____________s.
leadership grid
This model and five of its major management styles; each axis on the grid is a nine-point scale, with 1 meaning low concern and 9 meaning high concern.
authentic
To be _______________means being real, staying true to one's values and beliefs, and acting based on one's true self rather than emulating what others do
behavior
Two basic leadership _______________s identified as important for leadership are attention to tasks and attention to people.
effective
Two types of behavior that have been identified as applicable to ________________leadership in a variety of situations and time periods are task-oriented behavior and people-oriented behavior.
situational model of leadership
What approach focuses a great deal of attention on the characteristics of followers in determining appropriate leadership behavior
traits
What are the distinguishing personal characteristics of a leader, such as intelligence, honesty, self-confidence, and even appearance
consideration
What behavior falls in the category of people-oriented behavior and is the extent to which the leader is mindful of subordinates, respects their ideas and feelings, and establishes mutual trust?
initiating structure
What behavior is the degree of task behavior; that is, the extent to which the leader is task-oriented and directs subordinate work activities toward goal attainment?
leadership
What is the ability to influence people toward the attainment of organizational goals.
telling
What leadership style is a highly dictating style and involves giving explicit directions about how tasks should be accomplished.?
participating
What leadership style is for high readiness followers the leader encourages participation, supports, consults with, and develops followers' skills and confidence The follower: use this style when followers high readiness but lack confidence and need personal support. This style is high on focusing on the needs of the people and low on the needs of the tasks
selling
What leadership style is one where the leader explains decisions and gives subordinates a chance to ask questions and gain clarity and understanding about work tasks?
participaitng
What leadership style is one where the leader shares ideas with subordinates, gives them a chance to participate, and facilitates decision making?
delegating
What leadership style provides little direction and little support because the leader turns over responsibility for decisions and their implementation to subordinates.?
team management
What management style that is often considered the most effective style and is recommended for leaders because organization members work together to accomplish task?
humility
What means being unpretentious and modest rather than arrogant and prideful.
interactive leadership
What means that the leader favors a consensual and collaborative process, and influence derives from relationships rather than position power and formal authority
impoverished management
What means the absence of a management philosophy; managers exert little effort toward interpersonal relationships or work accomplishment.?
authority compiance management
What occurs when efficiency in operations is the dominant orientation?
country club management
What occurs when the primary emphasis is given to people rather than to work outputs?
Willingness
What refers to a combination of confidence, commitment, and motivation, and a follower may be high or low on any of the three variables
ability
What refers to the amount of knowledge, experience, and demonstrated skill that a subordinate brings to the task
middle of the road management
What reflects a moderate amount of concern for both people and production?
telling
What style is for low readiness followers. Leader: provides detailed goals and instructions, closely monitors operations and performance. Follower: Use this style when followers have low readiness, low ability, and lack of confidence This style is low on focusing on the needs of the people and high on the needs of the tasks
selling
What style is for moderate readiness followers. Leader: provides both task instruction and personal support, clarifies tasks, and explains decisions as needed. Follower: Use this style when followers have moderate readiness because of confidence to proceed but lack of ability This style is high on focusing on the needs of the people and high on the needs of the tasks
delegating
What style is for very high readiness followers. Leader: turns over complete responsibility, with little focus on either task or people needs. Follower: Use this style when followers have very high readiness because of ability and confidence to perform tasks themselves. This style is low on focusing on the needs of the people and low on the needs of the tasks
servant leader
What transcends self-interest to serve others, the organization, and society.
strategic perspective
Women are typically rated lower on developing a _______________, which some researchers believe hinders female managers' career advancement despite their exceptional ratings in other leadership dimensions
leadership
__________'s power comes from being built on the foundation of a well-managed organization.
Fiedler's theory
_______________ considered a person's leadership style to be relatively fixed and difficult to change; therefore, the basic idea is to match the leader's style with the situation most favorable for his or her effectiveness
Task oriented
_______________ leaders are more effective when the situation is either highly favorable or highly unfavorable.
Level 5 leadership
_______________ refers to the highest level in a hierarchy of manager capabilities
Authentic leader
___________________s inspire trust and commitment because they respect diverse viewpoints, encourage collaboration, and help others learn, grow, and develop as leaders.
Relationship oriented
__________________leaders are more effective in situations of moderate favorability.
Contingency approaches
________________s include the situational model based on the work of Paul Hersey and Kenneth Blanchard, the leadership model developed by Fred Fiedler and his associates, and the substitutes-for-leadership concept.
servant leader
______________s give things away—power, ideas, information, recognition, credit for accomplishments, even money; often work in the nonprofit world because it offers a natural way to apply their leadership drive and skills to serve others?
strength
___________s are natural talents and abilities that have been supported and reinforced with learned knowledge and skills and provide each individual with his or her best tools for accomplishment and satisfaction.
highly favorable
a situation would be considered ____________ to the leader when leader-member relationships are positive, tasks are highly structured, and the leader has formal authority over followers. In this situation, followers trust, respect, and have confidence in the leader. The group's tasks are clearly defined, involve specific procedures, and have clear, explicit goals. In addition, the leader has formal authority to direct and evaluate followers, along with the power to reward or punish
metacategories
broadly defined behavior categories, as a basis for study and comparison are called what?
