Chapter 14
A recent study shows that male executives are better than female executives at producing high-quality work.
F
A strategy for staying ahead in the workplace of tomorrow is to focus on developing very specialized skills.
F
According to a study, nearly twice as many men as women aspire to be CEO.
F
One weakness of the path-goal leadership model is that it ignores important employee characteristics like task ability and experience.
F
Apple's new CEO, Tim Cook, has been described as a "logistics whiz" and an "operations genius," which is evidence that he is a transformational leader.
F - Transactional leadership encompasses the fundamental managerial activities of setting goals and monitoring progress toward their achievement. It remains to be seen if Cook can be transformational, but the characteristics above are more typical of a transactional leader.
Reminding someone of past favors or offering to trade favors as a method to influence him is known as using coalition tactics
F - Exchange tactics
Employees who are having computer problems at Barbour Oil and Gas go to Colin rather than the IT department; he is just so efficient and friendly about helping out and is extremely knowledgeable. Here, Colin has referent power.
F - Expertise
Employees at any level can be trained to be more transactional, but transformational leadership is possible only among top managers.
F - Not just top managers but employees at any level can be trained to be more transactional and transformational.
Power that is directed at helping oneself is called self-serving power.
F - Personalized power
Emily has a charismatic personality, which gives her personalized power.
F - Referent
The leader-member exchange (LMX) model presupposes stable and uniform relationships between leaders and followers.
F - The LMX model assumes each manager-subordinate relationship is unique (what behavioral scientists call a "vertical dyad").
In the contingency leadership model, a person's leadership orientation is measured on a questionnaire called the most preferred leader scale.
F - To determine a person's leadership orientation, the contingency model has a questionnaire known as the least preferred coworker (LPC) scale.
In the contingency leadership model, filling out the least preferred coworker (LPC) questionnaire helps you to assess situational control.
F - To find out if you are task-oriented or relationship-oriented, you fill out a questionnaire (known as the least preferred coworker [LPC] scale). The three dimensions of situational control are leader-member relations, task structure, and position power.
A leader who focuses on clarifying employees' roles and task requirements and providing rewards and punishments contingent on performance is called a transformational leader.
F - Transactional
The best type of leader for a rapidly changing situation is a transactional one.
F - Transactional leaders are best in stable situations. What's needed in rapidly changing situations, as is often the case in many organizations today, is a transformational leader.
Leadership functions include planning, budgeting, organizing, and staffing.
F - determining what needs to be done (planning and budgeting) and creating arrangements of people to accomplish an agenda (organizing and staffing). These are managerial, not leadership, functions.
Studies among employees reveal that pressure tactics are the most commonly used to influence others in the workplace.
F - rational persuasion and inspirational appeals.
Peter Drucker recommends using bold "I" language rather than "we" in the workplace to improve leadership effectiveness.
F - say "we" rather than "I" and consider the needs and opportunities of the organization before thinking of your own opportunities and needs.
According to GLOBE research, a perfectionist leader is the most universally disliked across countries.
F - self-centered leaders seen as loners or face-savers generally receive a poor reception worldwide.
The first two steps in applying a situational theory should be to identify leadership behaviors and to identify situational conditions.
F - the first of which is to identify important outcomes.
Leader behaviors are one of the contingency factors in the path-goal leadership model.
F - there are two contingency factors, which are employee characteristics and environmental factors
Gaining commitment as a response to an influence tactic is most likely to occur when pressure tactics are used.
F - three possible responses to an influence tactic, which are enthusiastic commitment, grudging compliance, and outright resistance, commitment is most apt to result when the tactics used are consultation, strong rational persuasion, and inspirational appeals, which are all soft tactics.
One of the ways companies manage complexity is by aligning people.
F Instead of organizing and staffing (management functions), leaders are concerned with aligning people, Kotter says. That is, they communicate the new direction to people in the company who can understand the vision and build coalitions that will realize it.
Leadership is the ability to require employees to pursue organizational goals.
F the ability to influence employees to voluntarily pursue organizational goals.
According to Fiedler's model, a task orientation will be more effective than a relationship one in a high- or low-control situation, but the relationship orientation is best in a moderate-control situation.
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According to Kotter, leadership is about coping with change.
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According to path-goal theory, effective leaders possess and use more than one style of leadership.
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Adaptive, flexible organizational cultures are more likely to foster transformational leadership than bureaucratic ones.
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Candy Lightner, founder of Mothers Against Drunk Driving, had a vision of getting rid of alcohol- related car crashes. She would best be described as a transformational leader.
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Charisma is a form of interpersonal attraction that inspires acceptance and support.
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In the contingency leadership model, the most important component of situational control is leader- member relations.
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In the path-goal leadership model, the successful leader helps followers by tying meaningful rewards to goal accomplishment.
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Inspirational appeals are considered a soft tactic among generic influence tactics.
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Kouzes and Posner's study found that honesty was a particularly important trait in order for a leader to be credible.
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Lack of honesty and trust can hurt transformational leaders because they lose credibility.
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Leaders try to achieve their vision by motivating and inspiring others.
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Manager's authority to punish their subordinates results in coercive power.
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Managers' legitimate power allows them to hire, fire, reward, and punish.
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Modesty could be a reason that fewer women than men are in top leadership positions.
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One's authority comes as part of one's job.
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Physical fitness, one of the biophysical traits, is considered to be a key leadership trait.
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Providing individualized consideration to subordinates is one of the key kinds of behaviors exhibited by transformational leaders.
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Referent power is more likely to be associated with leaders than with managers.
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Shared leadership is the idea that all employees in an organization can engage in leader behavior.
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Studies show that women in the workplace are better than men at teamwork and partnering.
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The University of Michigan Leadership Model identified two leadership styles: job-centered and employee-centered.
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The path-goal leadership model is a contingency approach to leadership.
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Without good management, complex organizations tend to become chaotic.
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