MGT 14

Which of the following is a characteristic of transformational leaders?

D. They encourage people to do exceptional things.

Passive leaders inspire trust in their followers because they express their integrity by being consistent, single-minded, and persistent in pursuit of their goal.

F

T or F: Adaptive, flexible organizational cultures are less likely to foster transformational leadership than bureaucratic ones.

F

T or F: Narcissistic leaders tend to bring out the best work behaviors in others.

F

T or F: Reward power results from managers' authority to punish their employees.

F

____ is the model that requires a manager to assess her own leadership orientation and the level of her situational control.

Fiedler's contingency model

expert power

Influencing Behavior Because of One's Expertise

Legitimate Power:

Influencing Behavior Because of One's Formal Position

T or F: As a manager, when you provide rewards or reprimand your subordinates, you are practicing transactional leadership.

T

T or F: Emily has a charismatic personality, and finds it easy to get others to agree with her. Emily has referent power.

T

T or F: Leadership is the ability to influence employees to voluntarily pursue organizational goals.

T

referent power

Influencing Behavior Because of One's Personal Attraction

reward power

Influencing Behavior by Promising or Giving Rewards

coercive power

Influencing Behavior by Threatening or Giving Punishment

James leads a training and development team. He expects excellence, sets challenging goals, and expresses confidence that all team members are capable of doing their part to meet and exceed the goals. According to revised path-goal theory, James is using a(n) ______ leadership style.

achievement-oriented

Karl was put on probation for a string of customer complaints about his poor service and professionalism. His supervisor was using ______ power.

coercive

Lamar brought his proposal to Lindsay before the meeting saying, "I'm sure you have some ideas on this, and we could try to get them incorporated upfront." Which influence tactic is Lamar using?

consultation

The approach to leadership that suggests that effective leadership behavior depends on the situation at hand is the ______ approach.

contingency

Kim supervises a group of customer service representatives. Kim is respected and well liked by her staff, and she has worked hard to make sure each of them knows how to do their job well. She is responsible for all staffing and reward decisions in her department. Kim has _____ in the contingency model.

high situational control

The leadership styles of ________ originally included supportive and achievement-oriented and two others, but was more recently revised to include a total of eight styles.

house's path-goal model

In the leader-member exchange model, the relationship between leader and follower that is characterized by mutual trust, respect, and liking is known as a(n) ________ exchange.

in-group

Leadership is the ability to ______ employees to voluntarily pursue organizational goals.

influence

Increasing employee psychological empowerment requires four kinds of behaviors, including all of the following except

inspiration

The ______ model of leadership emphasizes that leaders have different sorts of relationships with different employees.

leader-member exchange (LMX) Correct trait

"Do my subordinates accept me as a leader?" This question reflects which of the following dimensions of situational control?

leader-member relations

Jane leads a task force developing specifications for a new customer database to be used by several departments. Jane is an IT supervisor, but most of the other task force members are directors of other departments. At the first meeting, a few of them asked questions that she couldn't answer. According to the contingency model, Jane's situational control is likely

low

According to Fiedler's contingency model, ______ situation control favors a leader who is ______-oriented.

moderate; relationship

When Nelson saw Betty in the stockroom stuffing her purse with expensive printer cartridges, Betty was quick to say, "We've been friends since first grade, so I'm sure you won't say anything about this." Betty was using a(n) _____ on Nelson.

personal appeal

David's peers were surprised when he received a promotion and suddenly became their supervisor. They thought he was rather unreliable and weren't sure he was up to the task. According to the contingency model, David has

poor leader-member relations.

The three dimensions of situational control are leader-member relations, the task structure, and

position power

Trina is outgoing, warm, and truly inspirational when she talks about where she wants to lead her division. Her employees seem eager to do anything she asks. Because of her personality and not her position, Trina has ______ power.

referent

In Fiedler's contingency leadership model, ________ is the amount of influence a leader has in his or her immediate work environment.

situational control

The three dimensions of situational control include leader-member relations, position power, and

task structure

James manages his employees by carefully monitoring their production, comparing what they do to predicted schedules and desired budgets. James can best be described as a ______ leader.

task-oriented

Marcel supervises a group of paralegals serving the firm's lawyers. He gets along well with his employees, and he has created detailed procedures for all the types of legal document they encounter. Marcel hires and fires; he also gives work assignments, performance appraisals, and promotions. The optimal leadership style for Marcel is _____ according to the contingency model.

task-oriented