Chapter 11

What term describes the process of providing employees with the ability to contribute input and take on responsibilities for organizational decisions?

Empowerment

What are consideration behaviors?

Patterns of being friendly and supportive by listening to employees' problems, supporting their actions, "going to bat" for them, and getting their input on a variety of issues

What name is given to a person's ability to satisfy or deny satisfaction of another's need, based on an interpersonal relationship between individuals or on his or her personal characteristics?

Personal power

In the Hersey and Blanchard situational leadership model, the leadership style that would be appropriate for a group of Ph.D. physicists highly committed to their jobs would be

A leadership model whose premise is that a leader's style should be contingent on subordinates' competence and commitment

Which of the following characteristics relates to situational leadership theory?

A leadership model whose premise is that a leader's style should be contingent on subordinates' competence and commitment

Job-centered leaders are generally more effective than employee-centered leaders.

False

With regard to leadership and management, most American companies today appear to be

under-led and over-managed.

Which of the following refers to power that is derived by virtue of a person's association with someone else who has some source of power?

Affiliative power

Which of the following refers to an organizationally based source of power derived from a leader's control over punishments or the capacity to deny rewards?

Coercive power

Which of the following refers to a process whereby employees may not initially agree with a manager's assessment of their developmental level, thus requiring a leader's skill in arriving at an assessment consensus and an agreed-upon leadership style?

Contracting for leadership style

Even though charismatic leaders are usually excellent communicators (so-called silver-tongued devils")

False

Individuals who have an external locus of control believe they largely control what happens to them; those with an internal locus of control believe that their lives are more controlled by fate, luck, chance, or significant other people.

False

It has been said that leadership influences the brain, while management encourages the heart and spirit.

False

Research on leader-member exchange theory has found that in-group members perform more poorly, have lower levels of satisfaction, higher turnover, and are promoted more slowly than out-group members.

False

Transactional leaders often appeal to higher ideals and ethical values such as truthfulness, transparency, fairness, and diversity.

False

What name is given to a description of how leaders develop "unique" working relationships with each of their employees, based on the nature of their social exchanges?

Leader-Member Exchange (LMX) Theory

Which of the following refers to aspects of the task, subordinates, or organization that have the effect of paralyzing, destroying, or counteracting the effect of a leadership behavior?

Leadership neutralizers

What name is given to a measurement of a leader's style consisting of a series of adjective continuums?

Least Preferred Coworker (LPC) Scale

What are job-centered leaders?

Less-effective managers, who are mostly directive in their approaches and more concerned with closely supervising employees, explaining work procedures, and monitoring progress in task accomplishment

Which of the following characteristics relates to reward power?

Organizational power that stems from a person's ability to bestow rewards

What term describes behaviors such as being considerate, supportive, and helpful to employees by showing trust and confidence, listening to employees' problems and suggestions, showing appreciation for contributions, and supporting employees' concerns?

Relationship-oriented behaviors

Which of the following refers to behaviors—such as planning and scheduling work, coordinating employee activities, and providing necessary supplies, equipment, and technical assistance—designed primarily and specifically to get tasks completed?

Task-oriented behaviors

Which of the following characteristics relates to leadership?

The process of influencing the activities of an individual or a group toward the achievement of a goal

What term describes a style that goes beyond mere exchange relationships by inspiring employees to look beyond their own self-interests and by generating awareness and acceptance of the group's purposes and mission?

Transformational leadership

According to Fiedler's contingency theory, if a leader's style does not match the situation, then either the situation should be changed or another leader should be found who does match the situation.

True

As the trait approach to leadership waned, two major dimensions of leader behavior emerged from new research: (1) how leaders get the job done and (2) how leaders treat their subordinates.

True

The biggest takeaway of the situational leadership theory is that management styles depend on the situation of where employees are at in their development.

True

As the Hersey and Blanchard life cycle of leadership has evolved into situational leadership theory, a basic premise of it has become that

a leader's style should be contingent on subordinates' skills and dedication.

The First Lady's primary source of power is

affiliative

When Martin Luther King, Jr., and Malcolm X made their followers feel strong enough to resist racism and segregation, they were using

charismatic power .

The University of Michigan studies of leadership effectiveness found that the most effective leaders

employ both task-oriented and relationship-oriented behaviors.

What term describes power or influence derived from a person's special knowledge or expertise in a particular area?

expert power

Professors, computer geniuses, mechanics, airline pilots, and ship captains supposedly have a lot of

expert power.

Benefits of employee empowerment include all of the following EXCEPT

increased work for leaders.

Reward power, which stems from a person's ability to bestow rewards, is

organizationally based.

When extra effort is required from employees and managers have no control over rewards and punishments and close supervision is not practical

personal sources of power are essential.