MGMT 3340 CH 14

Réussis tes devoirs et examens dès maintenant avec Quizwiz!

According to contingency models of leadership, the behaviors that make a manager effective in one situation will make the manager effective in all situations.

False

Coercive power is the power that comes from subordinates' and coworkers' respect, admiration, and loyalty.

False

Effective leadership styles are identical across countries and cultures.

False

Empowerment is incompatible with effective leadership.

False

Initiating structure and consideration are dependent leader behaviors; an increase in one behavior leads to a decrease in the other behavior.

False

Leaders who are high on emotional intelligence are less likely to understand the emotions surrounding creative endeavors.

False

Quiet and earnest managers cannot be charismatic.

False

Referent power is based on the special knowledge, skills, and expertise that a leader possesses.

False

Since leading is one of the four principal tasks of managing, there is no distinction made between managers and leaders.

False

Small, unsuccessful businesses do not benefit from transformational leadership.

False

The authority that a manager has based on his position in the organization's hierarchy is known as expert power.

False

Male and female managers do not differ significantly in their propensities to perform different leader behaviors.

True

Path-goal theory focuses on what a leader can do to motivate subordinates to achieve organizational goals.

True

Servant leaders share power with followers and strive to ensure that followers' most important needs are met.

True

The lack of a consistent relationship between leader traits and leader effectiveness led to the development of the behavior model.

True

The leader substitutes model is a contingency model because it suggests that in some situations leadership is unnecessary.

True

According to Fiedler's contingency model, relationship-oriented leaders prioritize organizational goals over employee-welfare and focus on task accomplishment.

False

According to Fiedler, the situational characteristic which deals with the extent to which subordinates trust and are loyal to a leader is known as task structure.

False

The trait model of leadership takes into account the situation or context within which leadership occurs.

False

The vision of transactional managers usually entails dramatic improvements in group and organizational performance as a result of changes in the organization's structure, culture, strategy, decision making, and other critical processes and factors.

False

When managers motivate subordinates by reinforcing desired behaviors and extinguishing or punishing undesired ones, they are engaging in transformational leadership.

False

Women are well represented in top leadership posts.

False

Women tend to be less participative as leaders than men, making decisions on their own without input from subordinates.

False

According to Fiedler, positional power is the amount of legitimate, reward, and coercive power a leader has by virtue of his or her rank in an organization.

True

According to Fiedler, task-oriented leaders are primarily concerned with ensuring that subordinates perform their work activities at a high quality level.

True

Elmer has the ability to give Jordan an annual raise. Elmer has reward power.

True

Empowerment often increases workers' involvement, motivation, and commitment.

True

Jim has the authority to fire an employee for violating the company's privacy policy. It can be said that Jim has coercive power.

True

Josh demonstrates consideration to his subordinates when he shows them respect.

True

Leaders can be effective even when they do not perform consideration or initiating-structure behaviors.

True

Leaders engage in initiating structure when they take steps to make sure that work gets done.

True

Leadership is the process by which a person exerts influence over other people and directs their activities to help achieve group goals.

True

Transformational managers make their subordinates aware of the subordinates' own needs for personal growth, development, and accomplishment.

True


Ensembles d'études connexes

NUR 108 Ch 30 Perioperative Nursing

View Set

Chapter 11 PrepU: Maternal Adaptation During Pregnancy

View Set

Private Pilot Written Test Ch. 4

View Set

BJU Cultural Geography Chapter 22 Review

View Set

A.P. Bio Final Review --> Semester 1

View Set

Biotechnology & Society FINAL 1 m

View Set

Psychology - Psychoanalysis & Humanistic Theory

View Set