Principles of Management: Chapter 16 (Wesson)
which of the following is NOT an example of a decision making style that is recognized by the vroom decision tree model a. participate b. facilitate c. delegate d. consult group e. decide
a
which of the following are task-oriented leadership behaviors a. communicating annual sales targets in a national sales meeting b. completing a budget for the upcoming year c. making sure members of the company's team are interested in the work they are doing d. reviewing an employee's work before sending it on to a client
a, b, d
if a follower lacks job challenge, which leadership style is required
achievement-oriented
leadership role: doing a good job of creating external and internal relationships
building business partnerships
the degree to which the decision will have an impact on the organization
decision significance
the _ leader behavior is the traditional view of management
directive
leader behavior that tends to be more effective
employee-centered
the more important the information and the fewer the people who have access to it, the greater is the degree of _ power possessed by any one person
expert
t/f if one has power, they must use it
f
t/f leadership and management are the same thing
f
t/f the mere possession of legitimate authority makes someone a leader
f
decision making style: manager presents the problem to the group, defines the problem and its boundaries, and then facilitates group member discussion as they make the decision
facilitate
leadership style that mirrors job-centered behavior
initiating-structure
influencing a subordinate's behavior through an appeal to a set of higher ideals or values is an example of _
inspirational appeal
the influence tactic from al pacino in the scent of a woman example is _
inspirational appeal
a subordinate complying with a manager's request to get the rewards that the manager controls is an example of _ compliance
instrumental
doing something to get a reward that the manager controls is an example of _ compliance
instrumental
which two leader behaviors stem from the michigan studies
job-centered, employee-centered
directive, supportive, participative, and achievement-oriented are examples of which leadership style determinant that determine the subordinates' motivation to perform
leader behaviors
studies that tried to describe leadership behaviors as independent parts of a matrix
ohio state
the ability to affect the behavior of others
power
convincing subordinates compliance is in their best interest is an example of _
rational persuasion
the personal power that accrues to someone based on identification, imitation, loyalty, or charisma
referent
the greater the number of rewards a manager controls and the more important the rewards are to subordinates, the greater is the manager's _ power
reward
the power to give or withhold something subordinates want
reward
most day to day interactions between manager and subordinate are of the _ type
legitimate
leadership as a _ helps to define the organizational culture
process
in the army, many tasks are done according to a precise series of steps. for example, rifles are broken down and reassembled the same way every time they are cleaned. this is an example of the _ element of the path-goal theory a. environmental b. leadership style c. employee d. outcomes
a
nick (who has coercive power) is likely to have difficulty using his power if employees a. are not interested in nick's reward b. are not afraid of nick's punishments c. don't believe in nick's expertise d. feel that nick is unpleasant
b
leadership role: pushing subordinates to be the best they can be
championing continuous improvement
in _, the manager consciously becomes a model for the subordinate
personal identification
leadership as a _ means using non-coercive influence to shape the group's organization's goals
process
a concept that identifies situations in which leader behavior is neutralized or replaced by characteristics of subordinates, the task, and the organization
substitutes for leadership
if a follower lacks self-confidence, which leadership style is required
supportive
the _ leader behavior looks like setting challenging goals, expecting subordinates to perform at high levels, encouraging and showing confidence in subordinates
achievement-oriented
on your first day as a nursing home assistant, you realize that you and many of your coworkers have little experience in caring for the elderly. this is an example of the _ element of the path-goal theory a. employee b. subordinates' personal characteristics c. outcomes d. leadership style
b
nick, an internet marketing manager, has coercive power at work. people are likely to do what nick says because a. he is very charismatic b. he can increase their vacation time c. he can lower their pay d. his social media skills are awesome
c
threatening to fire, punish, or reprimand subordinates if they do not do something is an example of _
coercion
_ power is the capability to force compliance by means of psychological, emotional, or physical threat
coercive
the more punitive the elements under a manager's control and the more important they are to subordinates, the more _ power the manager possesses
coercive
leadership style in which the leader shows concern for subordinates and attempts to establish a friendly and supportive climate
consideration
decision making style: manager presents a problem to group at a meeting, gets their suggestions, then makes a decision
consult (group)
decision making style: manager presents program to group members individually, obtains their suggestions, then makes the decision
consult (individually)
decision making style: manager makes decision alone and then announces it or "sells" it to the group
decide
the degree of time pressure for making a decision in a timely basis
decision timeliness
the _ approach concerns itself with only a single aspect of leader behavior: subordinate participation in decision making
decision tree
the basic premise of the _ approach is that subordinate participation in decision making depends on the characteristics of the situation
decision tree
which situational approach to leadership attempts to prescribe a leadership style appropriate to a given situation
decision tree
decision making style: manager allows the group to define for itself the exact nature and parameters of the problem and then develop a solution
delegate
if a follower faces an ambiguous job, which leadership style is required
directive
people who have an external locus control, that assume that fate, luck, or "the system" determines what happens to them, probably require what type of leader behavior
directive
the _ leader behavior looks like letting subordinates know what is expected of them, giving guidance and direction, and scheduling work
directive
type of leader behavior: managers who focus on the development of cohesive work groups and satisfaction
employee-centered
task structure and work group are examples of which leadership style determinant that determine the subordinates' motivation to perform
environmental
_ power is derived from the possession of information or expertise
expert
the martian showed an example of commander lewis using what style from the decision tree
facilitate
leadership role: removing obstacles, showing the value/importance of learning, and helping you understand the importance behind it
facilitating learning
subordinates are involved when the decision significance is (low/high)
high
which group is generally part of the role-making process, and has special duties requiring responsibility and autonomy and special privileges
in-group
in order for reward power to be successful, a manager must add _ rewards such as praise, gratitude, and recognition
informal
withholding or distorting information to influence subordinates' behavior
information distortion
which two leader behaviors stem from the ohio state studies
initiating structure, consideration
leadership style in which the leader clearly defines the leader-subordinate role expectations, formalizes communications, and sets the working agenda
initiating-structure
the basis of _ compliance is clarifying important performance-reward contingencies
instrumental
five traits of the "great man" approach
intelligence, self-confidence, determination, integrity, sociability
the studies conducted at michigan found that _ leaders were the least productive because they focused on schedules and efficiency rather than on people
job-centered
type of leader behavior: managers who play close attention to subordinates' work, explain work procedures, and are keenly interested in performance
job-centered
which situational approach to leadership stresses the importance of variable relationships between supervisors and each of their subordinates
leader-member exchange approach
which situational approach to leadership uses vertical dyads in which leaders form unique independent relationships with each subordinate (dyad) in which the subordinate becomes a member of the leader's out-group or in-group
leader-member exchange group
_ are people who can influence the behaviors of others without having to rely on force
leaders
_ is necessary to create change, and _ is necessary to achieve orderly results
leadership, management
leadership role: instead of telling subordinates things, creating compelling messages
leading through vision and values
four leadership roles
leading through vision and values, championing continuous improvement, building business partnerships, facilitating learning
_ power is granted through the organizational hierarchy
legitimate
_ power is like your boss above you in an org chart
legitimate
_ power often has reward/coercive power
legitimate
a subordinate's compliance with a manager's request because the organization has given the manager the right to make the request is known as a _ request
legitimate
identified two forms of leader behavior, considered to be at opposite ends of the same continuum
michigan
the studies conducted at (ohio state/michigan) centered on leadership effectiveness
michigan
formalization, group cohesion, inflexibility, and a rigid reward structure are examples of _ characters that substitute for leadership
organization
legitimate, reward, and coercion power are examples of (organizational/personal) power
organizational
if a follower faces improper procedures and poor decisions, which leadership style is required
participative
people who have an internal locus of control, that believe what happens to them is a function of their own efforts and behavior, probably require what type of leader behavior
participative
the _ leader behavior looks like consulting with subordinates, soliciting suggestions, and allowing participation in decision making
participative
the _ theory states that the primary functions of a leader are to make valued or desired rewards available in the workplace and to clarify for the subordinate the kinds of behavior that will lead to goal accomplishment or rewards
path-goal
which situational leadership theory is a direct extension of the expectancy theory of motivation
path-goal
job-centered leadership behaviors are most likely to produce an increase in (performance/job satisfaction) for followers
performance
using the superior's referent power to shape a subordinate's behavior is an example of _
personal identification
the meaning of leadership has two dimensions: leadership as a _ and as a _
process, property
leadership as a _ explains the characteristics attributed to individuals perceived as leaders
property
_ is like reward power, except that the manager does not really control the reward
rational persuasion
ability, experience, need for independence, professional orientation, and indifference towards organizational goals are examples of _ characters that substitute for leadership
subordinates
perceived ability and locus of control are examples of which leadership style determinant that determine the subordinates' motivation to perform
subordinates' personal characteristics
developed because existing leadership models and theories do not account for situations in which leadership is not needed
substitute for leadership
the _ leader behavior looks like being friendly and approachable, having concern for subordinate welfare, and treating subordinates as equals
supportive
t/f initiating structure and consideration are independent behaviors on a matrix
t
t/f the trait approach provides potential, not a guarantee, for successful leadership
t
routineness, the availability of feedback, and intrinsic satisfaction are examples of _ characters that substitute for leadership
task
