MGMT CH 14 SB
When leaders engage in ______ stimulation, they are helping make those they are leading to be aware of problems and view them in ways that are, consistent with the visions of their leaders.
intellectual
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
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
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
Early models of leadership focused on characteristics or that cause effective leadership.
traits
A person who inspires, motivates, and directs activities to achieve group or organizational goals by influencing other people is a ______.
leader
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
Annabella is the manager of a greeting card store. By nature of her position, she has _____ power.
legitimate
Research suggest that women who have leadership positions in organizations do not engage in ___ than men, and men who have leadership positions in organizations do not engage in ___ structure than women.
more consideration; more initiating
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
A manager's ______ power is based on where they are positioned in the organizational hierarchy.
legitimate
How can effective managers increase their expert power? (Choose all that apply.)
-Read widely to remain aware of changes in the task or general environment -Stay up-to-date on technology -Obtain additional education or training -Get involved in professional associations
Which three of the following are guidelines outlined by the path-goal theory that are necessary for managerial effectiveness? (Choose all that apply.)
-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. -Clarify the paths to goal attainment for subordinates, remove any obstacles to high performance
Marie, the group leader, has a negative attitude. According to a study, which of the following will likely characterize the members of her group? (Choose all that apply.)
-They are likely to have negative attitudes. -They will exert more effort.
Research suggests that men and women in leadership positions in organizations tend to exhibit different leadership styles. Which of the following correctly characterize women's leadership styles?
-Women tend to be more participative, involving employees in decision making -Women do not engage in more consideration than men
When Alexandra arrived at work late for the third time in one month, causing her to be late for a staff meeting, Pietro, her manager, called her into his office. "You must get to work on time, Alexandra. One more time, and I will have to start reducing the amount of that bonus we had discussed." What type of power is Pietro using?
Coercive
True or false. A charismatic "larger-than-life" leader often takes a company down a slippery slope due to risky decisions.
False
True or false. Under relationship-oriented leadership, jobs rarely get done.
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
When a situation is unfavorable for leading, how does this impact the manager's job?
It becomes difficult to maintain situational control.
What happens when managers use intellectual stimulation to engage their employees?
It empowers their employees to take personal responsibility for helping to solve problems
Which of the following is most likely true of Fiedler's contingency model?
It explores how a manager's leadership style needs to be matched to that person's leadership situation for maximum effectiveness.
According to Fred E. Fiedler, which of the following determine the favorability of a situation? (Choose all that apply.)
Leader-member relations Position power Task structure
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.
Which of the following are Fiedler's two basic leader styles?
Relationship-oriented Task-oriented
Which leader styles are most concerned with being liked by their employees?
Relationship-oriented leaders
What is one of the five sources of managerial power?
Reward
_____ leaders are primarily concerned with ensuring that employees perform at a high level and focus on job accomplishment.
Task-oriented
What are the basic leadership styles described by Fred E. Fiedler? (Choose all that apply.)
Task-oriented Relationship-oriented
What do leaders within an organization do to make it effective?
They motivate their employees to achieve organizational goals.
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
Winston wanted to assign projects to his staff in such a way as to encourage low performers to improve and progress. He told his workers that those who reached their current goals would then be assigned to work on the new, dynamic project; but those who didn't meet their goals would close out the year finishing up leftover, boring work. In which type of leadership was Winston engaging?
Transactional
What is an example of management empowering their employees?
Turning decision-making responsibilities over to the managers' employees
Leaders who are enthusiastic, self-confident, and able to communicate their vision to subordinates are ______ leaders.
charismatic
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
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
The two basic kinds of leader behavior that leaders engage in to influence their subordinates are ______.
consideration and initiating structure
Because the concept proposes that the steps managers should take to motivate subordinates depend on both the nature of the subordinates and the type of work they do, the path-goal theory is a ______ model.
contingency
Fiedler's model explores how a manager's leadership style needs to fit the situation to increase effectiveness, while the path-goal theory focuses on how managers should motivate employees. The leadership substitutes model shows managers how they can free up time to focus on other things by promoting leadership substitutes. The three ______ models are complementary, as each adds a dimension to the theory versus contradicting it.
contingency
Fred Fiedler's model, Robert House's path-goal theory, and the leader substitutes model are all ______ models of leadership.
contingency
As a transformational leader, Ann consistently supports and encourages her employees. When they are struggling with a particular skill set, she takes time and company resources to help them develop and grow. Ann is engaging in ______ consideration with her employees.
developmental
When leaders go out of their way to support and encourage their employees and help them develop and grow on the job, leader go one step further than the basic consideration behaviors by engaging in consideration.
developmental
Task-oriented leaders are primarily concerned with:
ensuring that employees perform at a high level and focus on job accomplishment.
When leaders exhibit positive moods, group members ______.
experience positive moods
If Natalie has a substantial amount of expertise and knowledge skills for her position, she likely has a substantial amount of power.
expert
When leader-member relations are positive, there is a situation that is _____ for leading.
favorable
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
When a leadership substitute model is in place, this means that ______.
organizational members can perform at a high level without a manager leading them
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
A contingency model in which leaders motivate subordinates by identifying their desired outcomes and rewarding them for high performance is ______.
path-goal theory
Prominent contingency models of leadership include the: (Choose all that apply.)
path-goal theory. leader substitutes model. Fiedler's contingency model.
Managers choose to influence other people in specific ways that shape how they approach the principal tasks of managing. This refers to managers' ______.
personal leadership style
The specific ways in which a manager chooses to influence other people is referred to as ______.
personal leadership style
Legitimate, coercive, reward, expert, and referent are the five sources of managerial ______.
power
Leaders have ______ power as a result of subordinate and coworker respect, admiration, and loyalty.
referent
Managers' ability to give or withhold tangible and intangible incentives is their ______ power.
reward
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
Someone whose main purpose is to work for the benefit of others is a ______ leader.
servant
U.S. organizations tend to have a _____ profit orientation.
short-term
When employees are self-motivated, empowered, or work in self-managed teams, leadership ______ are present. In essence, these replace the need for the presence of the formal leader.
substitutes
Daniella's preferred way of motivating her subordinates is to reward them for high performance while reprimanding them for poor performance. Daniella is a ______ leader, using a more task-oriented approach.
transactional
A leader who is able to generate excitement and revitalize and organization is a ______ leader.
transformational
Simone works to make sure her employees understand how valuable their performance is to achieving the goals of the organization, and also that she is aware of their needs for personal growth, development, and accomplishment. Simone is exhibiting ______ leadership.
transformational
