CH 12 Ob test

. _____ is knowing yourself and being yourself. A. Authenticity B. Integrity C. Cognition D. Humility E. Drive

A. Authenticity

An effective vision is A. dividing. B. blending. C. intersecting. D. unifying. E. isolating

D. unifying.

Successful leaders have a positive self-evaluation, including high self-esteem, self-efficacy, and internal locus of control. This refers to the leaders' _____. A. drives B. self-concept C. cognitive intelligence D. emotional intelligence E. leadership motivation

B. self-concept

According to the _____ perspective of leadership, leadership is associated with the personal characteristics of the person. A. shared B. attribute C. managerial D. contingency E. implicit

B. attribute

. EFT's leadership style is most effective when A. there is an internally competitive culture. B. employees learn to influence others through their enthusiasm, logical analysis, and involvement of others in their vision. C. coworkers maintain separate work areas and do not involve themselves with other's work. D. employees have a fear of failure. E. there is a learning orientation culture.

B. employees learn to influence others through their enthusiasm, logical analysis, and involvement of others in their vision.

The concept of leadership prototypes is an important component of A. competency theory. B. implicit leadership theory. C. Fiedler's contingency perspective. D. transformational perspective. E. path-goal theory of leadership.

B. implicit leadership theory.

Some research suggests that effective leaders help team members learn to lead themselves through A. directive leadership. B. leadership substitutes. C. participative leadership. D. achievement-oriented leadership. E. servant leadership.

B. leadership substitutes.

The personal attribute perspective of leadership indicates leadership A. performance. B. potential. C. behavior. D. contingency. E. transformation.

B. potential

Leaders build commitment through A. promotions. B. rewards. C. punishment. D. "do as I say" attitude. E. force.

B. rewards.

Unlike the traditional view of leadership, shared leadership lacks formal authority

true

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. A. shared B. servant C. managerial D. people-oriented E. transformational

A. shared

Effective transformational leaders generate meaning and motivation in followers by relying on A. sales. B. metaphors. C. formal communication. D. plain speech. E. emojis.

B. metaphors.

The main premise of _____ is that effective leaders choose one or more leadership styles to influence employee expectations regarding achievement of desired results. A. path-goal leadership B. shared leadership C. managerial leadership D. transformational leadership E. servant leadership

A. path-goal leadership

From the information provided, which of the following best encompasses Bob's weakest leadership attribute according to the personal attribute perspective? A. self-concept B. integrity C. cognitive intelligence D. personality E. practical intelligence

A. self-concept

_____ leadership includes showing mutual trust and respect for subordinates and having a desire to look out for their welfare. A. Task-oriented B. People-oriented C. Achievement-oriented D. Transaction-oriented E. Participation-oriented

B. People-oriented

Which of the following leadership styles should be used by leaders when team cohesiveness is low? A. directive B. supportive C. participative D. achievement-oriented E. authoritative

B. supportive

_____ theory identifies conditions that either limit the leader's ability to influence subordinates or make a particular leadership style unnecessary. A. Transformational leadership B. Managerial leadership C. Leadership substitutes D. Path-goal E. Implicit leadership

C. Leadership substitutes

. _____ represents the heart of transformational leadership. A. Effectiveness B. Charisma C. Operational efficiency D. Strategic vision E. Emotional intelligence

D. Strategic vision

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? A. path-goal theory B. transformational leadership C. implicit leadership perspective D. leadership competencies perspective E. Fiedler's contingency model of leadership

E. Fiedler's contingency model of leadership

Path-goal theory argues that A. leadership is relatively unimportant in high-performance organizations. B. participative leadership is the most effective style of leadership. C. supportive leadership is best suited to maximize organizational performance. D. great leaders have certain common personal characteristics and goals. E. effective leaders select the most appropriate behavior based on the situation.

E. effective leaders select the most appropriate behavior based on the situation.

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.

Why does the leadership prototype comparison process occur? A. People want to trust their leader before they are willing to serve as followers. B. The leader's actual effectiveness is known right away. C. It is a difficult way of estimating the leader's effectiveness. D. Leaders are often perceived as less effective when they look and act consistently with observers' prototype of a leader. E. Socialization within the family and society shape the leader's expectations and acceptance of others as followers.

A. People want to trust their leader before they are willing to serve as followers.

Which of the following is a leadership style identified in path-goal theory? A. achievement-oriented leadership B. selling leadership C. transformational leadership D. emotional intelligence E. managerial leadership

A. achievement-oriented leadership

. It is easier to explain organizational successes and failures in terms of the _____ than by analyzing a complex array of other forces. A. follower's education B. leader's perspective C. follower's experiences D. leader's ability E. leader's choice of theory

A. follower's education

Leadership prototypes refer to A. preconceived beliefs about the features and behaviors of effective leaders. B. factors that substitute leadership in organizations. C. a theoretical construct that encompasses all the qualities of leadership. D. the models of ideal leadership in various situations based on previous experience. E. an amalgam of the least effective leadership characteristics leaders should avoid.

A. preconceived beliefs about the features and behaviors of effective leaders.

____ leadership is more micro-focused and concrete. A. Shared B. Task-oriented C. Managerial D. Servant E. Path-goal

C. Managerial

Which of the following characteristics addresses leaders' high need for achievement? A. integrity B. emotional intelligence C. drive D. self-confidence E. leadership motivation

C. drive

. Managerial leaders A. engage in participative leadership. B. build a strategic vision to change the organization. C. support and guide the performance and well-being of individual employees. D. possess all of the competencies of great leaders. E. act as change agents in the organization.

C. support and guide the performance and well-being of individual employees.

. In order for shared leadership to work, the leader needs to be willing to A. create a competitive culture. B. instill a fear of failure. C. discourage employees initiative. D. delegate work. E. limit involvement of coworkers

D. delegate work.

Effective leaders have strong moral principles, which are demonstrated through truthfulness and consistency of words with deeds demonstrating the attribute of A. self-confidence. B. drive. C. emotional intelligence. D. integrity. E. personality.

D. integrity.

Implicit leadership theory focuses on followers' perceptions of leadership

true

_____ leadership refers to how well leaders are aware of, feel comfortable with, and act consistently with their self-concepts. A. Authentic B. Transformational C. Servant D. Path-goal E. Implicit

A. Authentic

What is the next step Johni should take if she wants to continue on toward her vision? A. Build commitment toward the vision. B. Empower the employees to build the vision further. C. Model the vision. D. Communicate the vision. E. Develop a strategic vision.

A. Build commitment toward the vision.

People tend to evaluate female leaders slightly less favorably than male leaders because A. women tend to adopt a directive style of leadership. B. people have more trust in authoritarian leadership than participative leadership. C. they tend to rely on gender stereotypes and prototypes of leaders. D. women tend to use one leadership style, whereas effective leaders use many styles. E. women are more people-oriented than task-oriented.

C. they tend to rely on gender stereotypes and prototypes of leaders.

The directive style is most effective when employees have routine and simple tasks

false - 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.

According to the implicit leadership perspective, we are more likely to believe that a leader is effective if the leader looks and acts consistently with our prototype.

true

Charisma refers to A. the personal traits that provide referent power over others. B. the traits that lead to managerial leadership. C. the situational traits that lead to transformational leadership. D. the people-oriented behaviors displayed by individuals. E. any situation where followers attribute positive things to leaders who do not really deserve this credit.

A. the personal traits that provide referent power over others.

Leaders who create, communicate, and model a shared vision for the team are using the _____ perspective. A. transformational leadership B. path-goal leadership C. implicit leadership D. managerial leadership E. substitute leadership

A. transformational leadership

A problem associated with path-goal theory is that A. it has received less research support than other contingency leadership models. B. some elements of the theory have not yet been investigated. C. it ignores the possibility that the best leadership style depends on the situation. D. it overlooks the two dimensions of leadership identified in the managerial leadership perspective of leadership. E. it ignores team dynamics as a possible contingency of leadership.

B. some elements of the theory have not yet been investigated.

When team cohesion is low, leaders should use a(n) _____ style. A. controlling B. supportive C. directive D. transformational E. achievement-oriented

B. supportive

Which of the following leadership styles in path-goal theory is the same as people-oriented leadership? A. directive B. supportive C. participative D. achievement-oriented E. telling

B. supportive

Leaders have a superior ability to analyze a variety of complex alternatives and opportunities due to their A. drive. B. emotional intelligence. C. integrity. D. practical intelligence. E. self-concept.

D. practical intelligence.

Which of the following is a limitation of the personal attribute perspective of leadership? A. It ignores the potential traits of a leader and hence cannot be used to identify leaders. B. It suggests that leadership varies according to situations but does not provide remedies to solve any problems related to it. C. It supports the view that every individual possesses leadership qualities. D. It does not consider the importance of integrity and emotional intelligence in leadership. E. It views leadership as something within a person.

E. It views leadership as something within a person.

______ leadership is the view that leaders serve their followers. A. Path-goal B. Shared C. Managerial D. Transformational E. Servant

E. Servant

According to Exhibit 12.4, which one of the following is not a leadership attribute? A. self-concept B. emotional intelligence C. leadership motivation D. integrity E. authenticity

E. authenticity

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.

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.

A strategic vision should unify management and external stakeholders but does not need to involve non-managerial employees

false - A strategic vision bonds employees and often other stakeholders together. It succeeds because employees collectively define themselves by this future state as part of their identification with the organization

Managerial leadership entails the daily activities that support and guide the performance and well-being of individual employees and the work unit to support current objectives and performance

true

Transformational leaders shape a strategic vision of the future that focuses employees on a superordinate organizational goal.

true

Which of the following is a pitfall that Johni needs to avoid, since she is full of charisma? A. 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. B. Charismatic leadership motivates followers through behaviors that persuade and earn trust. C. Charismatic leadership is a non-essential ingredient of transformational leadership. D. Charismatic leadership in its highest form is excellence. E. If the leader is highly transformational, his or her charisma will amplify leader motivation

A. 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.

Which of the following statements about culture and leadership is true? A. Participative leadership is perceived as characteristic of effective leadership in low power-distance cultures. B. There are no similarities and only differences in the concept and preferred practice of leadership across cultures. C. Transformational leadership theory explains differences in leadership practices across cultures. D. Employees in high power-distance cultures prefer a participative leadership style. E. People's expectations from their leaders are universal—they do not differ across countries

A. Participative leadership is perceived as characteristic of effective leadership in low power-distance cultures.

According to the situational leadership theory developed by Hersey and Blanchard, effective leaders should vary their style with the A. ability and motivation of followers. B. availability of leadership substitutes. C. leader's capacity to engage in participative management. D. leader's integrity, influence, and other traits or competencies. E. leaders' personality and perceptions.

A. ability and motivation of followers.

Which of the following leadership styles in path-goal theory is the same as task-oriented leadership? A. directive B. supportive C. participative D. achievement-oriented E. collaborative

A. directive

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 A. enablers. B. performers. C. change agents, D. transformers. E. guides.

A. enablers.

Task-oriented leaders A. establish challenging goals. B. develop mutual trust and respect for subordinates. C. listen to employees' suggestions. D. do personal favors for employees. E. establish a personal relationship with employees.

A. establish challenging goals.

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? A. servant leader B. emotional leader C. path-goal leader D. task-oriented leader E. transformational leader

A. servant leader

Instead of focusing on rewards, MoneySafe could encourage employees to reach their peak performance by emphasizing ______ behaviors. A. directive B. achievement-oriented C. supportive D. participative E. task-oriented

B. achievement-oriented

Which of the following statements about emotional intelligence is true? A. Leaders cannot tell when their conversations are having the intended emotional effect on employees. B. Leaders are able to recognize and change their own emotional state to suit the situation. C. Leaders feel pessimistic and defeated due to recent business setbacks. D. Leaders are not able to recognize and regulate emotions in themselves and in other people. E. Leaders can think through the relevance and application of ideas in real-world settings.

B. Leaders are able to recognize and change their own emotional state to suit the situation.

Fiedler's contingency model of leadership states that the best leadership style depends on A. the leader's emotional intelligence. B. the level of situational control. C. the leader's level of servant leadership. D. the leader's knowledge of the employee's job. E. ability and motivation of followers.

B. the level of situational control.

Which of the following statements is most consistent with the view of shared leadership? A. Shared leadership operates out of one formally assigned position shared by two employees. B. Leaders should share their power and responsibility to avoid self-serving bias among employees. C. Leadership of an organization is broadly distributed rather than assigned to one person. D. For organizations to move from autocratic to democratic institutions, shared leadership must be implemented. E. A team should have more than one leader to perform effectively.

C. Leadership of an organization is broadly distributed rather than assigned to one person.

. _____ behaviors encourage and facilitate employee involvement in decisions beyond their normal work activities. A. Directive leadership B. Supportive leadership C. Participative leadership D. Achievement-oriented leadership E. Servant leadership

C. Participative leadership

_____ exists when employees champion the introduction of new technologies and products. A. Flattened hierarchy B. Networking C. Shared leadership D. Motivation E. Organic structure

C. Shared leadership

_____ includes defining and structuring work roles, clarifying employees' work duties and procedures, and pushing employees to reach their performance capacity. A. Achievement orientation B. Participation orientation C. Task orientation D. Transformational orientation E. People orientation

C. Task orientation

The attribute perspective of leadership identifies drive, integrity, and emotional intelligence as the A. substitutes for leadership. B. main elements of situational leadership theory. C. attributes of effective leaders. D. contingencies in path-goal theory. E. essential traits of engaging in managerial leadership.

C. attributes of effective leaders.

One way that followers inflate their perceptions that leaders make a difference is through A. attrition error. B. selection error. C. attribution error. D. motivation error. E. implicit error.

C. attribution error.

. According to path-goal theory, a combination of _____ leadership is best for employees who are (or perceive themselves to be) inexperienced and unskilled. A. achievement-oriented and directive B. participative and directive C. directive and supportive D. supportive and achievement-oriented E. supportive and participative

C. directive and supportive

People with an external locus of control tend to be more satisfied with _____ leadership styles. A. achievement-oriented and directive B. participative and directive C. directive and supportive D. supportive and achievement-oriented E. supportive and participative

C. directive and supportive

Organizational behavior research indicates that transformational leaders produce _____ followers, whereas charismatic leaders produce dependent followers. A. unskilled B. directive C. empowered D. real E. servant

C. empowered

Transformational leaders A. improve the operational efficiency of an organization. B. support the current strategy and ensure that the employees perform tasks more effectively. C. energize and direct employees to a new vision and corresponding behaviors. D. help employees become more proficient and satisfied in the current situation. E. influence employees by negotiating services from them.

C. energize and direct employees to a new vision and corresponding behaviors.

Which of the following leadership approaches directly support the idea that the "romance of leadership" is important in leadership? A. transformational leadership perspective B. managerial leadership perspective C. implicit leadership perspective D. contingency perspective of leadership E. servant perspective of leadership

C. implicit leadership perspective

Fiedler's contingency model of leadership has made an important and lasting contribution to the study of leadership because it A. is the only leadership theory to adopt a contingency approach. B. was the first theory to recognize the existence of leadership substitutes. C. suggests that organizations need to engineer the situation to fit the leader's preferred style. D. discovered that effective leaders do not have a common set of competencies. E. is the only theory to adopt the implicit leadership perspective.

C. suggests that organizations need to engineer the situation to fit the leader's preferred style.

Which of the following leadership styles is of least importance under the circumstances at MoneySafe? A. authentic B. transformational C. task-oriented D. people-oriented E. servant

C. task-oriented

According to studies of task- and people-oriented leadership effectiveness, the best leaders A. rely on task-oriented behaviors. B. rely on people-oriented behaviors. C. use both task-oriented and people-oriented behaviors. D. Research studies do not support any relationship between leader behaviors and leader effectiveness. E. Research has not been done on this topic.

C. use both task-oriented and people-oriented behaviors.

Which of the following is a disadvantage of EFT's leadership style? A. Shared leadership flourishes in organizations where the formal leaders are unwilling to delegate power. B. Shared leadership discourages employees from taking initiative. C. Shared leadership encourages employees to take risks even though there will be consequences for failure. D. Shared leadership lacks formal authority. E. Shared leadership is when employees influence others through their enthusiasm

D. Shared leadership lacks formal authority.

Which of the following refers to "walking the talk"? A. The leader uses metaphors to symbolize the vision to the employees. B. The leader continuously works as a part of a team to know them better. C. The leader provides specific instructions to help employees understand the task requirements. D. The leader steps out and behaves in ways that symbolize the vision. E. The leader continuously analyzes the path that the organization is taking

D. The leader steps out and behaves in ways that symbolize the vision.

. How do women differ from men in their use of leadership styles? A. Women tend to use more of the people-oriented leadership style than do men. B. Women and men use all leadership styles to about the same extent. C. Women tend to use more of the task-oriented leadership style than do men. D. Women tend to use more of the participative leadership style than do men. E. Women tend to use directive styles of leadership in organizations

D. Women tend to use more of the participative leadership style than do men.

When people have leadership prototypes, they A. attribute the actions of leaders to external causes rather than to internal attributes. B. give leaders more credit or blame than due because of their need to believe that life's events are caused mainly by human agents. C. believe that effective leaders should concentrate on increasing organizational effectiveness rather than other activities. D. believe that leaders are effective only if they behave consistently with their own preconceptions of how an effective leader should act. E. tend to observe the leader's performance rather than physical features and other traits

D. believe that leaders are effective only if they behave consistently with their own preconceptions of how an effective leader should act.

Implicit leadership theory states that A. everyone is capable of being an effective leader. B. the best leadership style depends on both the characteristics of employees and the environment in which they work. C. leadership is a perception, not the actual behaviors and competencies of people. D. everyone has preconceived beliefs about leaders. E. leaders should act as change agents in organizations.

D. everyone has preconceived beliefs about leaders.

According to the attribute perspective of leadership A. effective leadership involves being both task-oriented and people-oriented. B. the best leadership style depends on the situation. C. introducing specific environmental conditions can replace the need for leaders. D. leadership is a personal characteristic of the person. E. people tend to inflate the importance of leadership in explaining organizational events.

D. leadership is a personal characteristic of the person.

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? A. situational leadership B. path-goal C. authentic leadership D. leadership substitutes E. competency perspective

D. leadership substitutes

Which of the following leadership theories or perspectives explicitly includes the participative and the directive styles? A. competency (trait) perspective B. transformational leadership theory C. implicit leadership perspective D. path-goal theory E. managerial leadership perspective

D. path-goal theory

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? A. self-concept B. integrity C. cognitive intelligence D. personality characteristics E. practical intelligence

D. personality characteristics

Telling, selling, participating, and delegating represent the four leadership styles identified in A. path-goal theory. B. transformational leadership theory. C. leadership competencies theory. D. situational leadership theory. E. implicit leadership theory.

D. situational leadership theory.

Which type of leader is Chen? A. servant leader B. emotional leader C. path-goal leader D. task-oriented leader E. transformational leader

D. task-oriented leader

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? A. managerial B. people-oriented C. managerial to task-oriented D. transformational E. situational

D. transformational

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 A. emotional intelligence. B. cognitive intelligence. C. integrity. D. drive. E. leadership motivation.

E. leadership motivation.

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

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

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.

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.

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.

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.

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.

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

Job performance is higher among employees who work for supervisors with low levels of task-oriented leadership and high levels of people-oriented leadership

false - Both task-oriented leadership and people-oriented style have advantages and disadvantages. Both styles are positively associated with leader effectiveness, but differences are often apparent only in very high or very low levels of each style. Job performance is lower among employees who work for supervisors with low levels of task-oriented leadership

Effective leaders should not monitor others' emotions and discriminate among them

false - Leaders' ability to monitor their own and others' emotions, discriminate among them, and use the information to guide their thoughts and actions refers to emotional intelligence. High emotional intelligence is essential for a successful leader.

Managerial leaders are mainly change agents.

false - Managerial leadership assumes the organization's (or department's) objectives are stable and aligned with the external environment. In contrast, transformational leadership assumes the organization's current direction is misaligned and therefore needs to change.

Surveys report that women are rated lower than men on the emerging leadership qualities of coaching, teamwork, and empowering employees

false - Surveys report that women are rated higher than men on the emerging leadership qualities of coaching, teamwork, and empowering employees.

According to path-goal leadership theory, directive leadership should never be applied to inexperienced employees

false - The directive style is useful in certain situations. A combination of directive and supportive leadership is best for employees who are (or perceive themselves to be) inexperienced and unskilled. Directive leadership is detrimental when employees are skilled and experienced, because it introduces too much supervisory control.

The view that effective leaders need to be aware of, feel comfortable with, and act consistently with their values, personality, and self-concept is known as transformational leadership.

false - The view that effective leaders need to be aware of, feel comfortable with, and act consistently with their values, personality, and self-concept is known as authentic leadership

Research indicates that male and female leaders widely differ in their levels of task-oriented and people-oriented leadership

false - With respect to gender and leadership, studies in field settings have generally found that male and female leaders do not differ in their levels of task-oriented or people-oriented leadership.

Organizational behavior takes the view that only people in management and other positions of formal authority in organizations can be leaders

false- According to the shared leadership concept in organizational behavior, anyone in an organization can be a leader if he or she has an idea or vision that other employees are eager to follow.