Mgt320 Test 1

Leaders are?

-Committed to common good rather than self interest -Firm in their beliefs

What is leadership?

-Influencing others to come together around common vision -Multidirectional and noncoercive -Reciprocal in nature -Creates change

Leader member exchange (LMX)

-Most effective and successful theory -Focus on the effect of followers on leaders and quality of individual leader-member relationships -Individual bond w each follower

Influence theory and relational theory

-New theory's -How to create positive relationships in workplace

Effective followers are?

-Self thinkers who do assignments with energy and enthusiasm -Good leaders develop self thinkers

What is a norm?

An accepted behavior

Contingency theory

Behaviors can benefit some or hurt depending on the situation

Behavior theory

Certain behaviors lead to better leadership ex. cussing brings attention

Blake & Moulton

Chapter 2 slide 12

According to the trait approach to leadership, which of the following is categorized as a social characteristic of leaders? a. Optimism b. Knowledge c. Cooperativeness d. Humility

Cooperativeness

Culture vs Climate

Culture- A pattern of shared assumptions and beliefs about how things are done in an organization Climate- Employee's shared perceptions of organizations policy's/practices/etc.

What is directive leadership, and is it bad?

Directive leadership -Seen as micromanaging -Lots of direction/repetitive Is it bad? -No can be used well for new employees. However, as the employees skills grow the type of leadership should also change

In a strong culture you will see weaker norms

False

In the context of mechanisms used by leaders to enact cultural values, a story is an object, act, or event that conveys meaning to others

False. A symbol is an object, act or event. A story is narrative of true events that is repeated frequently

Culture gaps are usually minimal in the case of merger

False. Culture gaps can be immense, especially in the case of mergers -A culture gap is any systematic difference between two cultures which hinders mutual understanding or relations. Such differences include the values, behavior, education, and customs of the respective cultures

A derailed manager has the ability to see the big picture when promoted into a general management position

False. Derailed managers plateau after success because they are unable to move above the technical aspect of a role

As discussed in your book, in the involvement corporate culture, leaders tend to value reliability and emphasize order and discipline

False. Leaders tend to emphasize cooperation and consideration, making these friendly places to work. In consistency culture, reliability is valued

Management is concerned with communicating the vision and developing a shared culture and set of core values that can lead to the desired future state

False. Leadership communicates the vision

As discussed in your book, in a hyper-connected, networked age, competition becomes more important than collaboration

False. Most successful leaders stress compromise, teamwork and collaboration

The contingency approach to leadership sought to identify the traits leaders possessed that distinguished them from people who were not leaders.

False. That is the Traits approach. The contingency approach believes one's ability to lead depends on more than their traits but also the circumstances and their followers.

The role of leadership is to motivate people through rewards and punishments

False. The role of leadership is to attract and energize people and motivate them through purpose

Task-oriented leadership behaviors include giving time and encouragement.

False. This is People-oriented behaviors.

Steve leads the administrative department of Mayo Pvt. Ltd. He encourages people to perform to their maximum potential by providing support and regular feedback. He ensures that the opinions of his team members are considered before a decision is made. He does not believe in rigidity and inviolate procedures. In the context of the given scenario, Steve holds that: a. wealthy employees should be given more power. b. people at the bottom of the organization should have limited authority c. human capital is more important than financial capital. d. tangible assets form the financial basis of today's economy.

Human capital is more important than financial capital

Corollary

In group/Out group- status of followers In a business setting you want all followers to be in an in group. In group leaders support their followers and give them new challenges. However, in outside followers receive no consideration, are micromanaged, and leaders tend to focus on their poor performances.

Trait theory

Individuals have traits making them a good leader (charisma, manliness, etc)

Great man theory

Leader is seen as a man

Are all norms good?

No, just because a norm is accepted does not mean it is ethical

Was the first group of studies to be done about types of leaders

Ohio State studies

Two types of leaders

People oriented Task oriented

How do task oriented leaders view people oriented leaders?

See them as bad leaders

How do people oriented leaders view task oriented leaders?

See them as good leaders

Leadership evolution

Slide 12 Chapter 1

Which of the following is a quality of managers? a. They create vision and strategy instead of planning and budgeting. b. They use personal influence instead of the power of their position. c. They invest in people instead of investing in goods. d. They have expert minds rather than open minds.

They have expert minds rather than open minds

A few traits typically considered highly important for leadership are optimism, self-confidence, honesty and integrity, and drive.

True

At its most basic, culture is a pattern of shared assumptions and beliefs about how things are done in an organization

True

Places that are stable are harder to change a climate

True

Some values that seem to be important to many companies today, whatever the industry or type of culture, include open communication, teamwork, and quality

True

In a performance oriented culture the bottom line is the most important thing

True, they care more about profits (majority of the time)

Consideration describes the extent to which a leader cares about subordinates, respects their ideas and feelings, and establishes mutual trust.

True.

As discussed in your book, the myth of a "complete leader" can cause stress and frustration for leaders and followers, as well as damage to the organization.

True. Interdependence is the key to effective leadership.

Leaders influence people to change by providing an inspiring vision of the future and shaping the culture and values needed to attain it

True. This is under the Influence Theories

Which of the following statements is true of uniformity in organizations? a. It is encouraged in the new paradigm of leadership. b. People with similar job skills are placed in separate departments. c. Homogenous groups find it challenging to communicate with one another. d. Uniform thinking can be a disaster in a multinational and diverse world.

Uniform thinking can be a disaster in a multinational and diverse world. -Uniformity is being all the same, and people that think the same do not challenge each other to better themselves

Which of the following statements is a stereotype about leaders? a. Leaders are different and above others. b. All leaders are sometimes followers as well. c. Leaders should not commit to something outside their own self-interest. d. Leaders do not know how to follow or set an example for others.

a. Leaders are different and above others.

An organization's culture may not always be in alignment with the expectations/desire of senior leaders. This phenomenon is known as: a. cultural diversity. b. culture gap. c. visible behavior. d. clan culture.

b. Culture gap

Which of the following is an example of initiating structure behavior of leaders? a. Showing appreciation b. Directing tasks c. Seeking input from subordinates d. Listening carefully to problems

b. Directing tasks

Which of the following statements is true of a high-performance culture? a. It discourages individual employee ownership of bottom-line results. b. It embodies shared responsive values that guide business practices. c. It fails to uphold cultural values. d. It heavily relies on the rule of reciprocity.

b. It embodies shared responsive values that guide business practices.-A high-performance culture is an organizational culture built on a set of universally accepted behaviors and norms that are encouraged by leaders and facilitated by optimal tools and processes

In the ______, leaders actively create change by encouraging and rewarding creativity, experimentation, and innovation. a. achievement corporate culture b. adaptability corporate culture c. consistency corporate culture d. involvement corporate culture

b. adaptability corporate culture

High-quality leader-member exchange relationships: a. lead to poor job satisfaction in the long run. b. have been found to lead to very positive outcomes for the organization. c. pertain to lesser responsibility and authority in the case of followers. d. support the sharply differentiated in-group and out-group relationships

b. have been found to lead to very positive outcomes for the organization.

Leaders can enact cultural values in an organization through: a. relationship marketing. b. specialized language. c. diversification. d. the rule of reciprocity.

b. specialized language.

Some values become so deeply embedded in a culture that organizational members: a. can see, hear, and observe them by watching other members of the organization. b. may not take them for granted. c. may not be consciously aware of them. d. can see patterns of behavior, symbols, and ceremonies.

c. may not be consciously aware of them.

As discussed in your book, which of the following is a characteristic of old paradigm leaders? a. They are facilitators. b. They are humble. c. They are collaborators. d. They are diversity avoiders.

d. They are diversity avoiders

As discussed in your book which of the following statements is true of entrepreneurial leaders? a. They stay away from risks and are unwilling to stretch themselves. b. They refrain from taking up new opportunities. c. They are concerned with maintaining the status quo. d. They tend to be persistent, independent, and action oriented

d. They tend to be persistent, independent, and action oriented

According to Blake and Mouton, ____ occurs when primary emphasis is given to people rather than work outputs. a. team management b. authority-compliance management c. middle-of-the-road management d. country club management

d. country club management