Chapter 14 - M&L
Which three of the following are guidelines outlined by the path-goal theory that are necessary for managerial effectiveness?
Clarify the paths to goal attainment for subordinates, remove any obstacles to high performance Reward subordinates for high performance and attainment of work goals with the outcomes they desire. Clearly identify the outcomes that subordinates are trying to obtain from the workplace.
Jill is always looking out for the well-being of her employees and doing what she can to help them feel good and enjoy their work. Jill is engaging in which type of behavior?
Consideration
What was the primary focus of Robert House's path-goal theory?
He focused on what managers can do to motivate their employees to achieve group and organizational goals.
In what way did coworkers rate relationship-oriented leaders?
High-LPC
When a situation is unfavorable for leading, how does this impact the manager's job?
It becomes difficult to maintain situational control.
For leaders to maintain their expert power, what measures must they take?
Keep up with changes in the field and be aware of momentous changes in the company environment
According to Fred E. Fiedler, which of the following determine the favorability of a situation?
Leader-member relations Task structure Position power
When managers have referent power over coworkers and subordinates, what does that mean?
Managers have gained the respect, loyalty, and admiration from coworkers and subordinates.
How can effective managers increase their expert power?
Read widely to remain aware of changes in the task or general environment Get involved in professional associations Stay up-to-date on technology Obtain additional education or training
Which leader styles are most concerned with being liked by their employees?
Relationship-oriented leaders
_____ leaders are primarily concerned with ensuring that employees perform at a high level and focus on job accomplishment.
Task-oriented
Which of the following are Fiedler's two basic leader styles?
Task-oriented Relationship-oriented
What do leaders within an organization do to make it effective?
They motivate their employees to achieve organizational goals.
Which of the following is true of task-oriented leaders?
They tend to describe the least preferred coworkers in negative terms.
The path-goal theory consists of three guidelines. The first asks leaders to find out what their employees are trying to obtain from their jobs and organization; the second guideline is to reward employees when they achieve high performance and achieve their outcomes and goals. What is the third outcome?
To clarify the path to goal attainment, remove obstacles to high performance for employees, and express confidence in their abilities
What is an example of management empowering their employees?
Turning decision-making responsibilities over to the managers' employees
The lack of a consistent relationship between leader traits and leader effectiveness led researchers to explore what effective leaders actually do. This led to the development of _____ models of leadership.
behavior
While effective leaders demonstrate certain traits, it is their ______ that influences subordinates to achieve organizational goals.
behavior
Excessive use of ______ power can potentially result in dangerous work conditions, mental abuse, robbing workers of their dignity, and causing excessive levels of stress. As a result, managers who rely excessively on this type of power tend to be ineffective and sometimes get fired.
coercive
Reward power is more likely to have positive side effects than ____________ power
coercive
Richard relies on __________ power to manage his team. He often berates and verbally abuses and embarrasses his subordinates at weekly staff meetings. As a result, his subordinates are resentful and unmotivated. The top managers have begun to notice the drop in productivity in his department and the increased absences among his staff.
coercive
Which type of power gives managers the ability to punish others?
coercive
Robert Blake and Jane Mouton identified two categories of leader behavior popular with consultants. These categories mirror those identified at Ohio State, consideration and initiating structure, respectively. These categories are:
concern for production concern for people
Behavior that indicates that a manager trusts, respects, and cares about subordinates is known as ______ behavior.
consideration
In the terms used by the Ohio State researchers, ______ behavior indicates that managers trust, respect, and care about their subordinates.
consideration
Job-centered behaviors and employee-centered behaviors, identified by researchers at the University of Michigan, correspond directly to initiating structure and ______ behaviors respectively.
consideration
Managers who truly look out for the well-being of their employees and do what they can to help employees feel good and enjoy their work are engaging in ______ behaviors.
consideration
The two basic kinds of leader behavior that leaders engage in to influence their subordinates are ______.
consideration and initiating structure
Among the first to acknowledge and explain that leadership effectiveness is reliant on both the situation and the person and why a leader is effective in one situation and ineffective in another is Fred E. Fielder's ______ model of leadership.
contingency
Fred Fiedler's model, Robert House's path-goal theory, and the leader substitutes model are all ______ models of leadership.
contingency
Researchers at the University of Michigan identified two categories of leader behaviors, ______ behaviors and job-centered behaviors, which correspond closely to consideration and initiating structure behavior, respectively.
employee-centered
Trey wants his employees to improve quality, cut costs, be responsible for their outcomes, and have the authority to make decisions. Trey can accomplish this through ______, by which the knowledge, tasks, and decision-making responsibilities of employees are expanded.
empowerment
What is the process whereby employees at all levels are given decision-making authority in which they are responsible for their own outcomes, improving quality, and cutting costs?
empowerment
Task-oriented leaders are primarily concerned with:
ensuring that employees perform at a high level and focus on job accomplishment.
Effective leaders best use their ______ power when guiding or coaching subordinates rather than leading with arrogance.
expert
If Natalie has a substantial amount of expertise and knowledge skills for her position, she likely has a substantial amount of __________ power
expert
Samantha can increase her ______ power by obtaining additional education or training, staying up-to-date on technology, being involved in a professional association, and reading widely to remain aware of changes in the task or general environment.
expert
True or false. Under relationship-oriented leadership, jobs rarely get done.
false
True or false: According to Blake and Mouton, effective leaders need to have a high level of concern for production, but not necessarily a high level of concern for people.
false
True or false: Differences in attitudes toward collectivism and individualism prompt Japanese leaders to be more involved with individual followers and European and American managers to be more involved with group identity.
false
True or false: Managers either engage in initiating structure behavior or consideration behavior, but not both.
false
When a task structure is ______, employees know what they need to accomplish and they go about doing their work.
favorable
When leader-member relations are positive, there is a situation that is _____ for leading.
favorable
Initiating structure and consideration are ______ leader behaviors.
independent
A key component of effective leadership is found in the power that leaders have to ______.
influence other people's behavior
Maxwell is a leader for a large organization. In order to influence his employees, Maxwell should engage in the leader behavior of consideration and ______.
initiating structure
Studies originating from Ohio State found that leaders pursue a(n) ______ that includes, but is not limited to, assigning tasks to individuals or work groups, making schedules, letting subordinates understand expectations of their work, and encouraging adherence to the rules.
initiating structure
Myriam is able to exert influence over her subordinates to help the group effectively achieve its goals. Myriam is a ______.
leader
Prominent contingency models of leadership include the:
leader substitutes model Fiedler's contingency model path-goal theory
DeWayne likes and trusts his manager. He is loyal to her as a result. This describes ______ relations, which is the first situational characteristic.
leader-member
The extent to which followers like, trust, and are loyal to their leader is known as ______.
leader-member relations
Personal ______ style often influences how a manager utilizes legitimate power.
leadership
Someone who inspires, motivates, and directs activities to help achieve group or organizational goals, displays ______ qualities.
leadership
What is the process by which a person exerts influence over other people and inspires, motivates, and directs activities to help achieve group or organizational goals?
leadership
According to Hersey and Blanchard, leaders should consider the ______ of their subordinates when trying to determine the extent to which they should use supportive behaviors and task-oriented behaviors.
nature
According to House's ______ theory, leaders should (1) identify the outcomes that their subordinates desire, (2) reward subordinates for high performance and meeting objectives, and (3) clarify the paths that subordinates can take that lead to the attainment of work goals.
path-goal
According to the ______ theory, leaders can help motivate subordinates to achieve goals by: (1) identifying the outcomes that the subordinates are trying to obtain from the workplace, (2) rewarding subordinates for high performance and attainment of work goals, and (3) clarifying for subordinates the paths that lead to the attainment of work goals.
path-goal
Maria has the legitimate power to hire new employees and assign and monitor their task performance. She does not micromanage and always tries to match the interests of her employees to the tasks assigned. This reflects her ______.
personal leadership style
Managers' personal leadership styles shape how they influence their employees as well as how they approach ______.
planning and other principal tasks of managing
When ______ power is strong, then situations in which leadership is warranted are more favorable towards leading.
position
A key component of effective leadership is found in the ______ leaders have that enables them to influence other people's behavior and get them to act in certain ways.
power
Legitimate, coercive, reward, expert, and referent are the five sources of managerial ______.
power
Models of leadership that are popular with consultants also focus on two categories that mirror those identified at Ohio State. Robert Blake and Jane Mouton identified two such behaviors, concern for people and concern for ______, which mirror consideration and initiating structure, respectively.
production
Robert Blake and Jane Mouton advise that both a concern for people and a concern for ______ are necessary to be effective leaders.
production
Leaders have ______ power as a result of subordinate and coworker respect, admiration, and loyalty.
referent
What are the basic leadership styles described by Fred E. Fiedler?
relationship-oriented task-oriented
Fiedler determined that ________________-oriented leaders are most effective in moderately favorable situations and _____________-oriented leaders are most effective in situations that are either very favorable or very unfavorable
relationship; task
As opposed to coercive power, managers could use ______ power, i.e., a pay raise or time off, to accomplish many of the same objectives. However, the latter offers better results and a more ethical workplace that respects employees' dignity.
reward
As the team leader, Lori has the responsibility to give verbal praise or even spot bonuses when team members exhibit exceptional performance. Lori has been given ___________ power.
reward
Effective managers use ______ power as a means to demonstrate to employees that they're doing a good job and their efforts are appreciated. Ineffective managers, on the other hand, use it as a means of controlling employees, which signals to the employees that the manager has the upper hand.
reward
Greta, the manager of a local bank, needs to be able to better motivate her employees. She has asked her supervisor for the authority to give and withhold incentives. Greta is asking for an increase in her ______ power.
reward
Managers' ability to give or withhold tangible and intangible incentives is their ______ power.
reward
Once managers have identified what outcomes subordinates are trying to obtain from the workplace, they can use ______ power to help subordinates obtain those outcomes, such as using pay incentives.
reward
What is one of the five sources of managerial power?
reward
What is it called when managers have the power to give or withhold incentives?
reward power
The second guideline of the path-goal theory is ______.
reward subordinates for high performance and goal attainment with the outcomes they desire
Laverne joined Biz Mart's philanthropic branch of the company, which offers education and business training to low-income districts. As a ______ leader, Laverne started a new program of collecting gently worn men's and women's business attire to bring to the communities her company was serving.
servant
Sharing power with their followers, _____________ leaders seek to help those in society who are struggling and to ensure that their needs are met so that they may develop as individuals and have a sense of well-being.
servant
U.S. organizations tend to have a _____ profit orientation.
short-term
Fred E. Fiedler's contingency model acknowledges that effective leadership relies on characteristics of the leader and of the
situation
A key component of effective leadership is for leaders to ensure that they have ______,
sufficient levels of the five types of managerial power
Paul Hersey and Kenneth Blanchard identified ______ behaviors and task-oriented behaviors, which mirror consideration and initiating structure, respectively, first identified in the Ohio State studies.
supportive
When the work that needs to be done to help an organization reach its goals is clear cut, then this structure is favorable; however, when it is not clear what needs to be done or how to go about doing it, the _______ structure is unfavorable.
task
Paul Hersey and Kenneth Blanchard's model of leadership focuses on supportive behaviors and ______ behaviors that mirror consideration and initiating structure behaviors, respectively, found in the Ohio State studies.
task-oriented
When leaders have position power in an organization, this means that they can make decisions because their positions are strong, and that ______.
the leadership situations are favorable for leading
Hershey and Blanchard suggest that leaders should use ______ to determine the extent to which they should perform the two leader behaviors.
the nature of their subordinates
When managers have expert power, this means that ______.
they have acquired special knowledge, skills, and expertise in a certain area; the nature of their power could vary depending on their level
Early models of leadership focused on characteristics or ___________ that cause effective leadership
traits
In which of the following situations is a relationship-oriented leader most effective?
Moderately favorable situations
When managers have coercive power, they may respond to employees who are slow to complete a task by ______.
threatening to dock their pay or reduce their working hours if they don't shape up
The early leadership research that focused on identifying the personal characteristics that differentiated effective leaders from ineffective leaders was the ______ model of leadership.
trait
Situations are ______ for leading when leader-member relations are good.
more favorable
To ensure that work gets done, Jonah engages in initiating structure by assigning tasks to members of his department, creating schedules, reminding his staff to adhere to the organizational rules, and ______.
motivating everyone to do a good job by promoting organizational goals
The management theorist, Fred E. Fiedler, believed that leaders could not change their ______ to fit the situation.
leadership style
A manager's ______ power is based on where they are positioned in the organizational hierarchy.
legitimate
Annabella is the manager of a greeting card store. By nature of her position, she has _____ power.
legitimate
The specific ways in which a manager chooses to influence other people is referred to as ______.
personal leadership style
True or false: Fred E. Fiedler did not believe that leaders could change their leadership style to fit the situation, but he did believe that they could influence the situation to make it more favorable.
true
Effective managers use their reward power to show appreciation, while ineffective managers ______.
use rewards to control subordinates
Effective leaders take steps to ensure that they:
use the power they have in beneficial ways have sufficient levels of each type of power
