MGMT5320 Chapter 12
69. _____ leadership refers to how well leaders are aware of, feel comfortable with, and act consistently with their self-concepts.
Authentic
70. _____ is knowing yourself and being yourself.
Authenticity
84. What is the next step Johni should take if she wants to continue on toward her vision?
Build commitment toward the vision.
47. Which of the following explicitly argues that people have a preferred leadership style based on their personality, so organizations should move leaders into situations that fit their preferred style?
Fiedler's contingency model of leadership
102. What are the different ways in which authentic leaders regulate their decisions and behavior?
First, they develop their own style and, where appropriate, seek positions where that style is most effective. Although effective leaders adapt their behavior to situations to some extent, they invariably understand and rely on decision methods and interpersonal styles that feel most comfortable to them. Second, effective leaders continually think about and consistently apply their stable hierarchy of personal values to those decisions and behaviors. Third, leaders maintain consistency around their self-concepts by having strong, positive core self-evaluations. They have high self-esteem and self-efficacy as well as an internal locus of control.
71. Which of the following is a limitation of the personal attribute perspective of leadership?
It views leadership as something within a person.
76. Which of the following statements about emotional intelligence is true?
Leaders are able to recognize and change their own emotional state to suit the situation.
85. Which of the following is a pitfall that Johni needs to avoid, since she is full of charisma?
Leaders who possess the gift of charisma may become intoxicated by this power, which leads to a greater focus on self-interest than on the common good.
93. Explain the concept of shared leadership.
Leadership isn't restricted to the executive suite. Anyone in the organization may be a leader in various ways and at various times. This view is known as shared leadership. Shared leadership is based on the idea that leadership is plural, not singular. It doesn't operate out of one formally assigned position, role, or individual. Instead, employees lead each other as the work arises. One team member might champion the introduction of new technology, while a coworker keeps the work unit focused on key performance indicators. Shared leadership typically supplements formal leadership. Shared leadership flourishes in organizations where the formal leaders are willing to delegate power and encourage employees to take initiative and risks without fear of failure. Shared leadership also calls for a collaborative rather than internally competitive culture because employees take on shared leadership roles when coworkers support them for their initiative.
16. Which of the following statements is most consistent with the view of shared leadership?
Leadership of an organization is broadly distributed rather than assigned to one person.
50. _____ theory identifies conditions that either limit the leader's ability to influence subordinates or make a particular leadership style unnecessary.
Leadership substitutes
34. ____ leadership is more micro-focused and concrete.
Managerial
53. _____ behaviors encourage and facilitate employee involvement in decisions beyond their normal work activities.
Participative leadership
77. Which of the following statements about culture and leadership is true?
Participative leadership is perceived as characteristic of effective leadership in low power-distance cultures.
60. Why does the leadership prototype comparison process occur?
People want to trust their leader before they are willing to serve as followers.
31. _____ leadership includes showing mutual trust and respect for subordinates and having a desire to look out for their welfare.
People-oriented
96. Discuss the nature of task-oriented and people-oriented leadership styles. How do these styles relate to a leader's effectiveness?
People-oriented leadership includes showing mutual trust and respect for subordinates, a genuine concern for their needs, and a desire to look out for their welfare. Task-oriented leadership includes assigning employees to specific tasks, clarifying their work duties and procedures, ensuring that they follow company rules, and pushing them to reach their performance capacity. Studies indicate that people-oriented and task-oriented styles are independent of each other and that the most effective leaders exhibit high levels of both types of behavior.
35. ______ leadership is the view that leaders serve their followers.
Servant
18. _____ exists when employees champion the introduction of new technologies and products.
Shared leadership
82. Which of the following is a disadvantage of EFT's leadership style?
Shared leadership lacks formal authority.
95. Can transformational leadership be equated with charismatic leadership? Explain your answer.
Some people equate charisma with transformational leadership. However, the textbook cites recent literature indicating that the two concepts are different. Charisma is a personal trait or relational quality that provides referent power over followers, whereas transformational leadership is a set of behaviors that engage followers toward a better future. Charisma is an inherent characteristic of one's character, not something that can be easily learned or mimicked. Transformational leadership motivates followers through behaviors that persuade and earn trust, whereas charismatic leadership motivates followers directly through existing referent power.
20. _____ represents the heart of transformational leadership.
Strategic vision
32. _____ includes defining and structuring work roles, clarifying employees' work duties and procedures, and pushing employees to reach their performance capacity.
Task orientation
97. Briefly explain the four leadership styles prescribed in the path-goal leadership styles.
The four leadership styles are:• Directive: This leadership style consists of clarifying behaviors that provide a psychological structure for subordinates. The leader clarifies performance goals, the means to reach those goals, and the standards against which performance will be judged. It also includes judicious use of rewards and disciplinary actions.• Supportive: In this style, the leader's behaviors provide psychological support for subordinates. The leader is friendly and approachable; makes the work more pleasant; treats employees with equal respect; and shows concern for the status, needs, and well-being of employees.• Participative: Participative leadership behaviors encourage and facilitate subordinate involvement in decisions beyond their normal work activities. The leader consults with employees, asks for their suggestions, and seriously considers these ideas before making a decision.• Achievement-oriented: This leadership style emphasizes behaviors that encourage employees to reach their peak performance. The leader sets challenging goals, expects employees to perform at their highest level, continuously seeks improvement in employee performance, and shows a high degree of confidence that employees will assume responsibility and accomplish challenging goals.
100. Briefly describe the implicit leadership theory.
The implicit leadership theory states that people evaluate a leader's effectiveness in terms of how well that person fits preconceived beliefs about the features and behaviors of effective leaders (leadership prototypes) and that they tend to inflate the influence of leaders on organizational events. These prototypes, which develop through socialization within the family and society, shape our expectations and acceptance of others as leaders, and this in turn affects our willingness to serve as followers. Along with relying on implicit prototypes of effective leaders, followers tend to distort their perceptions of the influence that leaders have on the environment. This "romance of leadership" effect exists because in most cultures people want to believe leaders make a difference.
21. Which of the following refers to "walking the talk"?
The leader steps out and behaves in ways that symbolize the vision.
101. List and explain the main categories of leadership competencies.
The main categories of leadership competencies are: • Personality: This refers to the leader's personality. The strongest predictors are high levels of extroversion and conscientiousness. With high extroversion, effective leaders are comfortable having an influential role in social settings. With higher conscientiousness, effective leaders set higher goals for themselves (and others), are more motivated to pursue those goals, and have a sense of duty to others.• Drive: This refers to the inner motivation that leaders possess to pursue their goals. In particular, leaders have a high need for achievement.• Leadership motivation: Effective leaders have a strong need for socialized power. They want to use their power bases to influence their team or organization and make it successful.• Integrity: Effective leaders are truthful and translate words into deeds. Leaders will only have followers when trust is maintained through the leader's integrity.• Self-concept: Successful leaders have a complex, internally consistent, and clear self-concept of themselves as leaders. Leaders believe in their leadership skills and ability to achieve objectives.• Cognitive and practical intelligence: Leaders have above-average cognitive ability to process enormous amounts of information. Leaders aren't necessarily geniuses. Rather, they have superior ability to analyze alternate scenarios and to identify potential opportunities.• Knowledge of the business: Leaders need to understand the environment in which they operate to make more intuitive decisions. This relates to the idea that intuition requires experience and intimate knowledge of the industry.• Emotional intelligence: Effective leaders monitor their own and others' emotions, discriminate among them, and use the information to guide their thoughts and actions. They have a strong self-monitoring personality to adapt their behavior appropriately.
99. Briefly explain the concept of leadership substitutes.
The theory, called leadership substitutes, identifies conditions that either limit the leader's ability to influence subordinates or make a particular leadership style unnecessary. The literature identifies several conditions that possibly substitute for task-oriented or people-oriented leadership. Factors such as performance-based rewards act as leadership substitutes.
94. List the various elements of transformational leadership.
There are several descriptions of transformational leadership, but most include the following four elements: Create a strategic vision, communicate the vision, model the vision, and build commitment toward the vision.
103. Discuss the accuracy of the following statement: Women are less effective than men in leadership positions because they tend to rely too much on the supportive style of leadership.
This statement is false. First, research indicates that women are just about as effective as men in leadership roles, thereby making the first part of the statement incorrect. Second, women do not apply the supportive leadership style significantly more than male leaders, thereby making the second part of the statement incorrect. With respect to the effectiveness of women as leaders, earlier OB research found that people tend to evaluate women slightly less favorably than men in leadership roles, but this is almost entirely due to gender-based stereotypes. Without this sex-stereotype, women and men are almost equally able to perform leadership roles. With respect to preferred leadership styles, the only significant difference between men and women is that women tend to use the participative leadership style more often than do men. Moreover, recent studies suggest that women are rated higher than men with increasing expectations that leaders should be empowering and facilitating.
78. How do women differ from men in their use of leadership styles?
Women tend to use more of the participative leadership style than do men.
45. According to the situational leadership theory developed by Hersey and Blanchard, effective leaders should vary their style with the
ability and motivation of followers.
90. Instead of focusing on rewards, MoneySafe could encourage employees to reach their peak performance by emphasizing ______ behaviors.
achievement-oriented
37. Which of the following is a leadership style identified in path-goal theory?
achievement-oriented leadership
63. According to the _____ perspective of leadership, leadership is associated with the personal characteristics of the person.
attribute
65. The attribute perspective of leadership identifies drive, integrity, and emotional intelligence as the
attributes of effective leaders.
62. One way that followers inflate their perceptions that leaders make a difference is through
attribution error.
74. According to Exhibit 12.4, which one of the following is not a leadership attribute?
authenticity
58. When people have leadership prototypes, they
believe that leaders are effective only if they behave consistently with their own preconceptions of how an effective leader should act.
19. In order for shared leadership to work, the leader needs to be willing to
delegate work.
38. Which of the following leadership styles in path-goal theory is the same as task-oriented leadership?
directive
41. According to path-goal theory, a combination of _____ leadership is best for employees who are (or perceive themselves to be) inexperienced and unskilled.
directive and supportive
42. People with an external locus of control tend to be more satisfied with _____ leadership styles.
directive and supportive
67. Which of the following characteristics addresses leaders' high need for achievement?
drive
40. Path-goal theory argues that
effective leaders select the most appropriate behavior based on the situation.
81. EFT's leadership style is most effective when
employees learn to influence others through their enthusiasm, logical analysis, and involvement of others in their vision.
23. Organizational behavior research indicates that transformational leaders produce _____ followers, whereas charismatic leaders produce dependent followers.
empowered
17. According to 54 leadership experts of 38 countries, there are two key components to leadership. The first is the ability to persuade and influence others; the second is that leaders are
enablers.
25. Transformational leaders
energize and direct employees to a new vision and corresponding behaviors.
30. Task-oriented leaders
establish challenging goals.
55. Implicit leadership theory states that
everyone has preconceived beliefs about leaders.
61. It is easier to explain organizational successes and failures in terms of the _____ than by analyzing a complex array of other forces.
follower's education
59. Which of the following leadership approaches directly support the idea that the "romance of leadership" is important in leadership?
implicit leadership perspective
56. The concept of leadership prototypes is an important component of
implicit leadership theory.
73. Effective leaders have strong moral principles, which are demonstrated through truthfulness and consistency of words with deeds demonstrating the attribute of
integrity.
64. According to the attribute perspective of leadership
leadership is a personal characteristic of the person.
68. Effective leaders have a strong need for socialized power, meaning that they want power as a means to accomplish organizational objectives and similar good deeds. These leaders have
leadership motivation.
Scenario D: MoneySafe, a financial services organization, trains employees to new skills and uses coworkers to train new employees, while providing social support in the form of daycare facilities. MoneySafe management believes that using this system will help replace or reduce the need to micromanage by assigning and clarifying work responsibilities, setting goals and deadlines for employees, and establishing well-defined work procedures. 88. Which of the following leadership theories is MoneySafe employing?
leadership substitutes
54. Some research suggests that effective leaders help team members learn to lead themselves through
leadership substitutes.
28. Effective transformational leaders generate meaning and motivation in followers by relying on
metaphors.
51. The main premise of _____ is that effective leaders choose one or more leadership styles to influence employee expectations regarding achievement of desired results.
path-goal leadership
36. Which of the following leadership theories or perspectives explicitly includes the participative and the directive styles?
path-goal theory
Scenario E: Bob owns a small business with 12 employees. He is anticipating a large contract in the near future that he hopes will triple his profit and double the number of employees he will hire. Bob has always been a very likable man and a dependable, hard-working person. He is very worried about his ability to take on twice as many employees and continue on a successful path. 91. From the information provided, which of the following best encompasses Bob's strongest leadership attribute according to the personal attribute perspective?
personality characteristics
72. The personal attribute perspective of leadership indicates leadership
potential.
75. Leaders have a superior ability to analyze a variety of complex alternatives and opportunities due to their
practical intelligence.
57. Leadership prototypes refer to
preconceived beliefs about the features and behaviors of effective leaders.
29. Leaders build commitment through
rewards.
66. Successful leaders have a positive self-evaluation, including high self-esteem, self-efficacy, and internal locus of control. This refers to the leaders' _____.
self-concept
92. From the information provided, which of the following best encompasses Bob's weakest leadership attribute according to the personal attribute perspective?
self-concept
Scenario C: Gina and Chen are both managers at CPA4U, a large accounting firm. Each has a very different management style. Gina is very outgoing and constantly checking on her subordinates to see if there is any way she can help them to complete their projects. She also brings in fresh flowers for the lunchroom weekly and always remembers everyone's birthday. Chen is much more introverted and communicates with his subordinates mainly through email, and he has his subordinates submit daily reports on their progress toward the weekly goals he has assigned them. 86. Which type of leader is Gina?
servant leader
Scenario A: EFT Inc. wants to empower and engage its employees. It has several teams consisting of highly skilled employees, and no one person on these teams has a specifically assigned position. Instead, employees lead each other as the occasion arises, so there is no formal hierarchy or organizational chart. 80. EFT, Inc. uses ______ leadership in its organization.
shared
46. Telling, selling, participating, and delegating represent the four leadership styles identified in
situational leadership theory.
44. A problem associated with path-goal theory is that
some elements of the theory have not yet been investigated.
49. Fiedler's contingency model of leadership has made an important and lasting contribution to the study of leadership because it
suggests that organizations need to engineer the situation to fit the leader's preferred style.
24. Managerial leaders
support and guide the performance and well-being of individual employees.
39. Which of the following leadership styles in path-goal theory is the same as people-oriented leadership?
supportive
43. Which of the following leadership styles should be used by leaders when team cohesiveness is low?
supportive
52. When team cohesion is low, leaders should use a(n) _____ style.
supportive
89. Which of the following leadership styles is of least importance under the circumstances at MoneySafe?
task-oriented
87. Which type of leader is Chen?
task-oriented leader
48. Fiedler's contingency model of leadership states that the best leadership style depends on
the level of situational control.
22. Charisma refers to
the personal traits that provide referent power over others.
79. People tend to evaluate female leaders slightly less favorably than male leaders because
they tend to rely on gender stereotypes and prototypes of leaders.
Scenario B: Johni is the CEO of a struggling company. She has listened to her employees complaints and concerns about where the corporation is going and has developed a new vision that she feels will help develop a common bond throughout the organization. Johni then hosted a company-wide picnic where she delivered an inspiring speech about the new plans for the business, including her plans for more open communication between management and employees. After her speech, management and employees all participated in trust building exercises, and each employee had a one-on-one conversation with Johni. 83. What type of leadership theory most resembles Johni's actions?
transformational
26. Leaders who create, communicate, and model a shared vision for the team are using the _____ perspective.
transformational leadership
27. An effective vision is
unifying.
33. According to studies of task- and people-oriented leadership effectiveness, the best leaders
use both task-oriented and people-oriented behaviors.
98. Briefly explain the important contingencies of path-goal theory.
• Skill and experience: A combination of directive and supportive leadership is best for employees who are inexperienced and unskilled. Directive leadership gives subordinates information about how to accomplish the task, whereas supportive leadership helps them cope with the uncertainties of unfamiliar work situations. Directive leadership is detrimental when employees are skilled and experienced because it introduces too much supervisory control.• Locus of control: Recall from Chapter 2 that people with an internal locus of control believe they have control over their work environment. Consequently, these employees prefer participative and achievement-oriented leadership styles and may become frustrated with a directive style. In contrast, people with an external locus of control believe their performance is due more to luck and fate, so they tend to be more satisfied with directive and supportive leadership.• Task structure: Leaders should adopt a directive style when a task is non-routine because this style minimizes the role ambiguity that tends to occur in complex work situations. The directive style is ineffective when employees have routine and simple tasks because the manager's guidance serves no purpose and may be viewed as unnecessarily close control.• Team dynamics: Cohesive teams with performance-oriented norms act as a substitute for most leader interventions. High team cohesion substitutes for supportive leadership, whereas performance-oriented team norms substitute for directive and possibly achievement-oriented leadership. Thus, when team cohesion is low, leaders should use the supportive style. Leaders should apply a directive style to counteract team norms that oppose the team's formal objectives.
