MANA3335 MindTap Learn It: Chapter 11: Leadership and Influence Processes

The set of characteristics attributed to people whom others see as leaders is known as _______________ .

*leadership {Leadership is both a process that people do and a property that some people have. This is the definition of leadership as a property}

Which of the following are behaviors of transformational leaders? Check all that apply.

*Encouraging risk taking *Inviting dissent *Developing a vision {While all managers and leaders give subordinates direction at least occasionally, this behavior is not associated with transformational leadership. The seven behaviors that transformational leaders demonstrate are: •Developing a vision •Inviting dissent •Encouraging risk taking •Being an expert •Trusting subordinates •Simplifying complex ideas •Staying calm under pressure}

Aligning people

*Leader {Leaders are responsible for producing change, sometimes radical change, in the organization's outputs or work processes. To accomplish such change, one of the functions that leaders carry out is that of aligning people}

A person is considered _______ when they can influence others without relying on coercion.

*a leader {A leader can be described in terms of what they do (process) or who they are (property). This is the definition of a leader in terms of a process}

According to the Leadership Grid, which of the following statements are true? Check all that apply.

*A manager with low concern for production but high concern for people has a designation of (1,9) and a Country Club Management style *A manager with high concern for production and high concern for people has a designation of (9,9) and a Team Management style {The Leadership Grid rates managers on a scale from 1 to 9 (low to high) on the dimensions of concern for production and concern for people. These scores are plotted on a coordinate grid, with concern for production plotted against the x-axis and concern for people plotted against the y-axis. The four most extreme styles are as follows: •(1,1) Impoverished Management •(9,1) Authority-Compliance •(1,9) Country Club Management •(9,9) Team Management}

What are some ways in which managers can minimize harmful political behavior in the workplace? Check all that apply.

*Communicate honestly and realistically about performance evaluation and pay decisions *Encourage employees to express disagreement openly *Give subordinates autonomy and responsibility {In general, when it comes to political behavior in the workplace, the expression "sunlight is the best disinfectant" is apt. When disagreements are discussed openly, employees have no reason to engage in covert, manipulative behavior to get support for their positions. When employees know what is expected and how the organization will reward them, they have no incentive to try to jockey for more responsibility, lighter duties, or more rewards. Likewise, when employees have control over their jobs, they don't feel a need to resort to subterfuge to do their work the way they want}

Vroom provides two decision trees for leaders to use, depending on the situation. What factor determines which tree the leader should use?

*How time-critical the decision is {The factor that determines which decision tree leaders should use is how time-critical the decision is. In general, the faster the decision needs to be made, the less likely the leader will take time to engage employees fully in the decision-making process. If the decision does not need to be made quickly, then situational factors are more likely to indicate an opportunity to develop employees by having them participate in the decision}

According to the model of initiating-structure and consideration leader behavior proposed by researchers at Ohio State University, which of the following statements is true?

*Leaders may use both initiating-structure behavior and consideration behavior {According to this model, leaders may exhibit varying levels of both initiating-structure and consideration behavior. So, for example, a leader could show high levels of both behaviors or low levels of both behaviors}

According to path-goal theory, what are the primary functions of a leader? Check all that apply.

*Make rewards available to employees that they value *Communicate to employees what behaviors will lead to goal accomplishment {Ensuring that employees feel cared for is a participative leader behavior, and structuring work and giving clear direction is a directive leader behavior. Both are ways in which a leader might accomplish their primary functions, but neither are those functions}

Planning and budgeting

*Manager {Managers are responsible for imposing predictability and order on the work of the organization. Through managers, the organization consistently produces the results that stakeholders expect. To accomplish these results, one of the functions that managers carry out is that of planning and budgeting}

According to the least-preferred coworker (LPC) theory, the task-oriented leadership style is better suited for which of these types of situations?

*Most favorable {According to the LPC theory, a task-oriented leadership style is better suited to either a most-favorable or a most-unfavorable work situation. A relationship-oriented leadership style is better suited to a moderately favorable situation}

Which of the following must a manager do to be an effective strategic leader? Check all that apply.

*Seek to improve the organization's alignment with its environment *Interact fluently with a diverse range of people and communities {As the term suggests, strategic leadership concerns strategy. To be successful, an organization must align its strategy with its internal and external environments. A strategic leader is one who can understand the stance of the organization relative to its environment and motivate the organization to change strategies when needed. Multicultural fluency is required of today's strategic leaders as the environment is increasingly global and diverse. Many effective managers and leaders set challenging goals and express confidence in their subordinates, but these behaviors do not concern strategy}

According to Likert's model of leadership behavior, what is true of a leader who uses job-centered behavior?

*The leader pays close attention to subordinates' work, explains work procedures carefully to them, and focuses on performance {In Likert's model, job-centered leader behavior focuses on closely managing subordinates and paying attention to their performance}

What are some reasons why employees engage in impression management? Check all that apply.

*To acquire more power *To boost their self-esteem *To advance in their careers {Impression management is an intentional effort to look better to others. In organizations, impression management is often intended to make others think one is a strong performer, but it does not actually increase one's performance}

Leaders who inspire others to feel an interpersonal attraction to them, to accept and support their vision, and even to emulate them are said to be _____ leaders.

*charismatic {Charismatic leaders generate a sense of interpersonal attraction, as other people identify with the leader or wish to emulate the leader. Charismatic leaders are inspirational and can lead followers to pursue goals with great energy. Job-centered and employee-centered leader behaviors are components of Likert's model of leadership; neither is specifically related to being an inspirational leader}

The use of threats or force to achieve a goal is ___________ .

*coercion {Coercion is the use of threats or force to get what one wants. In organizations, coercion usually involves withholding or threatening to withhold tangible or intangible rewards. It may also involve inflicting shame and humiliation on someone or subjecting them to hostile behavior such as yelling}

A manager is constantly looking for opportunities to do favors for other managers in the hope that someday, when she needs a favor, one of her colleagues will help her out. This manager is ________ .

*creating obligations {Giving people things of value without asking for something in return can create a sense of obligation, and may inspire a degree of support in the future from those colleagues who feel indebted. Creating an obligation is different from providing an inducement in that an inducement is essentially a trade of favors in the present time, where both parties know what they are giving and receiving}

Power that is based on having information or a skill that others lack is _________ power.

*expert {Managers and leaders almost always have expert power, which arises from their distinct knowledge and skills, and which others have not attained to the same degree}

The kind of power that an individual has due to their formal position in the organization is __________ power.

*legitimate {Legitimate power flows from the job title and position in the organizational hierarchy that have been formally granted by the organization. It is essentially the authority to tell other people what to do. Most managers and leaders have some amount of this authority, but this type of power does not confer leadership}

In the leader-member exchange (LMX) model, a leader gives subordinates in the ________ less time and attention and less responsibility.

*out-group {According to the LMX model, early in her relationship with each of her subordinates, a leader mentally assigns them to an in-group or an out-group. The leader trusts subordinates in the out-group less, gives them less time and attention, and grants them less responsibility and autonomy}

According to path-goal theory, a leader who is approachable, shows concern for subordinates' welfare, and treats team members as partners is demonstrating _________ leader behavior.

*supportive {Supportive leader behavior includes showing concern for subordinates' well-being, treating them as partners, and generally being friendly and approachable}