Mgmt Chapter 12

substitutes for leadership

factors in the workplace that can exert the same influence on employees as leaders would provide are known as

authoritarianism

in path-goal theory, the degree to which followers respect, admire, and defer to authority is called what

importance of leader behaviors on both a group and an individual basis

leader-member exchange theory highlights the

task oriented

leaders who emphasize quality, accuracy, quantity of output, and following the rules are most likely to be

servant-leaders

leaders who help others with their needs and enhance their personal growth while strengthening the organization are known as

a combination of determination and personal humility

level 5 leadership is

expert power

which forms of power is being used when a sales manager gives his salespeople some tips on how to close a deal, and the salespeople then alter their sales techniques because they respect the manager's proficiency

a person can develop a vision for any task

which is true of organizational visions

leader-member exchange theory

which of the following highlights the importance of leader behaviors, not just toward the group as a whole, but toward the individuals on a personal level

advocating one-best-way style of leadership

which of the following is a drawback of grid training

power

which of the following refers to the ability to influence others, which in an organizational setup means the ability to get things done or accomplish one's goals despite resistance from others

referent power

which of the following sources of power is most dominant when a leader is followed due to his or her charisma

democratic style results in positive attitudes

which of the following statements is true of decision styles

coercive power

which of the following types of power is most dominant when a leader utilizes his or her ability to control punishments

self-confidence

which trait distinguishes effective leaders from other people

expert power

which type of power is dominant when a leader is respected for his knowledge

psychological maturity

In Hersey and Blanchard's situational theory, which of the following is referred to as a follower's self-confidence and self-respect?

decide

In the context of Vroom's leader decision styles, which of the following styles is exemplified when a manager makes choices herself using information that she considers relevant and then announces it to the group?

facilitate

In the context of Vroom's leader decision styles, which of the following styles is used by a manager who shares a problem in a group meeting, and then defines the problem and boundaries with an objective to get concurrence on the decision?

drive

Maggie, an operations manager at West Ridge Grocers, has a high need for achievement, is constantly striving for improvement, and shows ambition and energy. This describes her ____.

path-goal

The theory that examines follower and environmental characteristics such as locus of control, ability, and formal authority system is the ____ theory.

allow a leader to overcome obstacles

as a leadership trait, self-confidence is most likely to

honesty and credibility

as an identified leadership trait, integrity refers to

want to lead

as an identified leadership trait, leadership motivation suggests that great leaders:

make decisions on their own

autocratic leaders

accomplishing organizational goals

task performance behaviors are focused on

integrity

the correspondence between actions and words that includes characteristics such as honesty and credibility is a leadership trait known as

a leader should analyze a situation before deciding what to do

the situational approach to leadership suggests that

task performance, group maintenance, and employee participation in decision making

the three categories of leadership behaviors that have received particular attention are

reflect only the leaders' needs

visions can be inappropriate, or fail, when they:

strategic

what leadership gives purpose and meaning to organizations while envisioning and creating a positive future

supervisory

what leadership refers to leadership behavior that provides guidance, support, and corrective feedback for the day-to-day activities of work unit members

reward

what poser is held by a manager who has control over the size of an employee's raise

legitimate

what power is dominant when subordinates are obliged to comply by virtue of a boss's authority

behavioral

(blank) approach is a leadership perspective that attempts to identify what effective leaders do and gives less importance to personality characteristics

laissez-faire

(blank) is a leadership philosophy characterized by an absence of managerial decision making

the vroom model

(blank) is a situational model that focuses on the participative dimension of leadership

lateral

(blank) leadership invites colleagues at the same level to solve problems together

democratic

(blank) leadership is a form of leadership in which the leader solicits input from subordinates

referent

At an architecture firm where Jamie works, her manager is a personable and likable person who is quite popular. Jamie has said that if she were the manager, she would manage just as he does, and she likes working with him. This manager seems to have a high degree of _____ power.

transactional

A leader who manages through connections, using legitimate, reward, and coercive powers to give commands and exchange rewards for services rendered, is best known as a _____ leader.

vroom model of leadership

A situational model of leadership that focuses on how leaders go about making decisions using factors like decision significance, leader expertise, and group support for objectives is referred to as the ____.

geared toward motivating people

According to path-goal theory, achievement-oriented leadership is descriptive of leader behaviors that are ____.

group maintenance

Actions taken to ensure the satisfaction of group members, develop and maintain harmonious work relationships, and preserve the social stability of the group are referred to as _____ behaviors.

knowledge of the business

Effective leaders have been shown to possess a high level of expertise about their industries, companies, and relevant technical matters. This trait is referred to as ____.

coersive

Kelly, a manager at a restaurant, has the responsibility of scheduling workers and assigning projects during each shift. Employees who have performed poorly are often scheduled for the unpopular weekend shifts and the worst shift duties. In order to avoid this, most employees try to perform well. In this case, Kelly seems to use a high degree of _____ power.

laisse-faire

Leticia has again found herself frustrated at work. Her manager, for whatever reason, never makes a decision. If anything is to get done, Leticia and her coworkers simply do what they think is best. From the scenario, it can be inferred that Leticia's manager has adopted a _____ decision style.

reward

Managers at Top-Tech Inc. determined that there would be no end-of-year bonuses due to predicted leveling of sales. Perry, a department manager, let his staff know that even high-performing employees would not get bonuses this year. This change limits Perry's _____ power.

shared

Matt, Renee, and Anders were on a team at their engineering company. Though Matt had the most experience of the three, he did not always assume the leadership role. Some projects fell into the specialized areas of the others, so he moved the leadership around the group as appropriate. Matt's style would be classified as _____ leadership

expert

Scenario A. As a consultant to a local manufacturing facility, Kevin is conducting a leadership training seminar. He encounters several managers who believe that they can describe the keys to their success: 1. Paul says that he is successful because when he tells his subordinates to do something, they do it because he's the boss and that's that. 2. Marta explains that she can get her employees to do what she wants because they like her and they want her to like them. 3. Carl feels that his employees are cooperative because they realize that he knows more about how their jobs are done than anybody else in the plant. 4. Liz says that all the others should use her secret: "If I can't get someone to work, I just take away their leave privileges and that corrects that problem!" 5. Phil gets more work from his team by getting the upper management to sanction incentives to the top performers of the month. From scenario A, it can be inferred that Carl is exhibiting (blank) power

referent

Scenario A. As a consultant to a local manufacturing facility, Kevin is conducting a leadership training seminar. He encounters several managers who believe that they can describe the keys to their success: 1. Paul says that he is successful because when he tells his subordinates to do something, they do it because he's the boss and that's that. 2. Marta explains that she can get her employees to do what she wants because they like her and they want her to like them. 3. Carl feels that his employees are cooperative because they realize that he knows more about how their jobs are done than anybody else in the plant. 4. Liz says that all the others should use her secret: "If I can't get someone to work, I just take away their leave privileges and that corrects that problem!" 5. Phil gets more work from his team by getting the upper management to sanction incentives to the top performers of the month. From scenario A, it can be inferred that Marta exhibits what power?

reward power

Scenario A. As a consultant to a local manufacturing facility, Kevin is conducting a leadership training seminar. He encounters several managers who believe that they can describe the keys to their success: 1. Paul says that he is successful because when he tells his subordinates to do something, they do it because he's the boss and that's that. 2. Marta explains that she can get her employees to do what she wants because they like her and they want her to like them. 3. Carl feels that his employees are cooperative because they realize that he knows more about how their jobs are done than anybody else in the plant. 4. Liz says that all the others should use her secret: "If I can't get someone to work, I just take away their leave privileges and that corrects that problem!" 5. Phil gets more work from his team by getting the upper management to sanction incentives to the top performers of the month. Which types of power best describes Phil's approach?

legitimate

Scenario A. As a consultant to a local manufacturing facility, Kevin is conducting a leadership training seminar. He encounters several managers who believe that they can describe the keys to their success: 1. Paul says that he is successful because when he tells his subordinates to do something, they do it because he's the boss and that's that. 2. Marta explains that she can get her employees to do what she wants because they like her and they want her to like them. 3. Carl feels that his employees are cooperative because they realize that he knows more about how their jobs are done than anybody else in the plant. 4. Liz says that all the others should use her secret: "If I can't get someone to work, I just take away their leave privileges and that corrects that problem!" 5. Phil gets more work from his team by getting the upper management to sanction incentives to the top performers of the month. Which types of power does Paul exhibit?

coercive power

Scenario A. As a consultant to a local manufacturing facility, Kevin is conducting a leadership training seminar. He encounters several managers who believe that they can describe the keys to their success: 1. Paul says that he is successful because when he tells his subordinates to do something, they do it because he's the boss and that's that. 2. Marta explains that she can get her employees to do what she wants because they like her and they want her to like them. 3. Carl feels that his employees are cooperative because they realize that he knows more about how their jobs are done than anybody else in the plant. 4. Liz says that all the others should use her secret: "If I can't get someone to work, I just take away their leave privileges and that corrects that problem!" 5. Phil gets more work from his team by getting the upper management to sanction incentives to the top performers of the month. which types of power does Liz exhibit?

autocratic

Scenario B. At a management retreat, Maria and her colleagues are reminiscing about how much they enjoyed college life. Everyone remembers their favorite management topics. Maria is all surprised to realize that each of them has a favorite leadership perspective. However, no one can remember the name of the theory they liked most! 1. Tammy knows that her favorite leadership perspective is the one that assumed that leaders are born, not made. (This is because Tammy Jean does, in fact, believe she is a "born leader.") 2. Li, on the other hand, has found that her most effective style of leadership is to capitalize on the fact that she arouses a sense of excitement in her employees, who genuinely like and admire her and want to follow her lead. 3. William argues that his favorite theory recognized that the best answer concerning which style of leadership to use is "It depends!" He maintains that the theory he liked the most argued for "looking before you lead." 4. Matt argues that the company will be most effective when the leader makes decisions on his or her own and then announces those decisions to the group From scenario B, it can be understood that Matt's favorite form of leadership is

charismatic

Scenario B. At a management retreat, Maria and her colleagues are reminiscing about how much they enjoyed college life. Everyone remembers their favorite management topics. Maria is all surprised to realize that each of them has a favorite leadership perspective. However, no one can remember the name of the theory they liked most! 1. Tammy knows that her favorite leadership perspective is the one that assumed that leaders are born, not made. (This is because Tammy Jean does, in fact, believe she is a "born leader.") 2. Li, on the other hand, has found that her most effective style of leadership is to capitalize on the fact that she arouses a sense of excitement in her employees, who genuinely like and admire her and want to follow her lead. 3. William argues that his favorite theory recognized that the best answer concerning which style of leadership to use is "It depends!" He maintains that the theory he liked the most argued for "looking before you lead." 4. Matt argues that the company will be most effective when the leader makes decisions on his or her own and then announces those decisions to the group Li's leadership style can be referred to as that (blank) approach

situational

Scenario B. At a management retreat, Maria and her colleagues are reminiscing about how much they enjoyed college life. Everyone remembers their favorite management topics. Maria is all surprised to realize that each of them has a favorite leadership perspective. However, no one can remember the name of the theory they liked most! 1. Tammy knows that her favorite leadership perspective is the one that assumed that leaders are born, not made. (This is because Tammy Jean does, in fact, believe she is a "born leader.") 2. Li, on the other hand, has found that her most effective style of leadership is to capitalize on the fact that she arouses a sense of excitement in her employees, who genuinely like and admire her and want to follow her lead. 3. William argues that his favorite theory recognized that the best answer concerning which style of leadership to use is "It depends!" He maintains that the theory he liked the most argued for "looking before you lead." 4. Matt argues that the company will be most effective when the leader makes decisions on his or her own and then announces those decisions to the group William's favorite leadership perspective is that (blank) approach

group maintenance

Scenario C. Candice is an effective and admired leader in her organization, a large bottling company. She breaks down the behaviors she thinks have led to her success: 1. She expects a lot from her staff. She sets high goals so they need to work hard and be productive while they are at work. She also expects high-quality output. 2. Additionally, she works hard to maintain good relationships with each and every employee that she has. She regularly provides praise and seeks ways to help individuals solve problems and reduce stress. She has been told she is easy to talk to. 3. Finally, Candice thinks that it is important to get buy-in from her employees on many issues, so she solicits input from them on some decisions and really tries to take it into consideration. Sometimes she even meets with the whole group and tries to reach consensus. Candice's behaviors described in number 2 could be known as (blank behaviors)

democratic

Scenario C. Candice is an effective and admired leader in her organization, a large bottling company. She breaks down the behaviors she thinks have led to her success: 1. She expects a lot from her staff. She sets high goals so they need to work hard and be productive while they are at work. She also expects high-quality output. 2. Additionally, she works hard to maintain good relationships with each and every employee that she has. She regularly provides praise and seeks ways to help individuals solve problems and reduce stress. She has been told she is easy to talk to. 3. Finally, Candice thinks that it is important to get buy-in from her employees on many issues, so she solicits input from them on some decisions and really tries to take it into consideration. Sometimes she even meets with the whole group and tries to reach consensus. Candice's behaviors described in number 3 best exemplifies (blank) decision style

task performance

Scenario C. Candice is an effective and admired leader in her organization, a large bottling company. She breaks down the behaviors she thinks have led to her success: 1. She expects a lot from her staff. She sets high goals so they need to work hard and be productive while they are at work. She also expects high-quality output. 2. Additionally, she works hard to maintain good relationships with each and every employee that she has. She regularly provides praise and seeks ways to help individuals solve problems and reduce stress. She has been told she is easy to talk to. 3. Finally, Candice thinks that it is important to get buy-in from her employees on many issues, so she solicits input from them on some decisions and really tries to take it into consideration. Sometimes she even meets with the whole group and tries to reach consensus. Candice's behaviors describes in number 1 could be known as (blank) behaviors

challenge

Scenario D. As a career development specialist with a large multinational corporation, George speaks with young managers regularly about furthering their own leadership development. Patterned after what George learned in his first management course, he gives them three pieces of advice for effective developmental experiences: 1. First, instead of always taking the familiar path, try something that is a little uncomfortable and new for you. 2. Second, think about what has been successful for you and what hasn't. Ask your peers, supervisors, colleagues, and customers for feedback to clarify what you need to improve or change. 3. Finally, make sure you have a network of individuals who are willing to "talk you through" when things are tough. In his first piece of advice, George is referring to which of the following key components for effective developmental experiences?

assessment

Scenario D. As a career development specialist with a large multinational corporation, George speaks with young managers regularly about furthering their own leadership development. Patterned after what George learned in his first management course, he gives them three pieces of advice for effective developmental experiences: 1. First, instead of always taking the familiar path, try something that is a little uncomfortable and new for you. 2. Second, think about what has been successful for you and what hasn't. Ask your peers, supervisors, colleagues, and customers for feedback to clarify what you need to improve or change. 3. Finally, make sure you have a network of individuals who are willing to "talk you through" when things are tough. In his second piece of advice, George is referring to which of the following key components for effective developmental experiences?

support

Scenario D. As a career development specialist with a large multinational corporation, George speaks with young managers regularly about furthering their own leadership development. Patterned after what George learned in his first management course, he gives them three pieces of advice for effective developmental experiences: 1. First, instead of always taking the familiar path, try something that is a little uncomfortable and new for you. 2. Second, think about what has been successful for you and what hasn't. Ask your peers, supervisors, colleagues, and customers for feedback to clarify what you need to improve or change. 3. Finally, make sure you have a network of individuals who are willing to "talk you through" when things are tough. In his third piece of advice, George is referring to which of the following key components for effective developmental experiences?

purpose and meaning to organizations

Strategic leadership primarily gives

trait

Tammy's favorite leadership perspective is the (blank) approach

situational approach

The leadership perspective that proposes that universally important traits and behaviors do not exist, and that effective leadership behavior varies from circumstance to circumstance is known as the ____.

a mental image of a future state of an organization

Which describes a vision as it pertains to leadership

fiedler's contingency model

Which of the following situational approaches to leadership postulates that effectiveness depends on the personal style of the leader and the degree to which the situation gives the leader power, control, and influence over the situation?

intergroup

a leader who leads collaborative performance between different organizations is referred to as a (blank) leader

trait approach

a leadership perspective that focuses on individual leaders and attempts to determine the personal characteristics that leaders share is referred to as the

drive

a set of leader characteristics that reflect a high level of effort and a high need for achievement is identified as

inspire a shared vision

according to James Kouzes and Barry Posner, the best leaders:

is both performance and maintenance orientated

according to leader behavior research findings at Ohio State and Michigan, the idea leader

task performance behaviors

actions taken to ensure that the work group or org. reaches its goals are referred to as

how leaders influence subordinates' perceptions of their work goals and how those goals might be attained

path-goal theory is concerned with

appealing personal characteristics

referent power is described as the power that exists through having

provides support and corrective day-to-day feedback

supervisory leadership is best described as behavior that