Admin Chapter 1 Questions and Vocab

A theory of leadership that focuses on identifying the relationship between task characteristics and employee readiness and matching a supervisory response is best called: A. servant leadership theory B. path-goal theory of leadership C. transformational leadership theory D. situational leadership theory

D. situational leadership theory

mindfulness

approaching communication in a thoughtful and conscious manner in each interaction and avoiding the appearance that communication and leader behavior have become routine

In regard to the additive effect of transformational leadership and transactional leadership, which of the following is generally accepted as true? A. transactional leadership and transformational leadership are not contradictory styles but instead are complementary and can be used together B. the impact of transformational leadership on follower satisfaction is limited and only shown to occur when strategies are added to transactional leadership strategies C. there is no additive effect, as transformational leadership and transactional leadership have been proven to be contradictory in nature. D. there is no relationship btw transformational leadership and transactional leadership because one is a strategic approach and the other is a supervisory approach.

A. transactional leadership and transformational leadership are not contradictory styles but instead are complementary and can be used together

Two leadership theories that were developed separately but are recognized as most effective when they are combined are: A. transactional leadership theory and transformational leadership theory B. situational leadership theory and servant leadership theory C. charismatic leadership theory and servant leadership therapy D. path-gal leadership theory and situational leadership theory

A. transactional leadership theory and transformational leadership theory

intellectual stimulation (part of transformational)

Arousing followers' thoughts and imaginations as well as stimulating their ability to identify and solve problems creatively

One often-cited difference between leadership and management mentioned in this chapter is? A. leaders are born, whereas managers are made. B. leaders focus on strategic change, whereas managers focus on the "status" quo C. leadership has been researched in depth, whereas little research exists on management. D. leadership skills are a distinct set of skills used at particular times, whereas management skills are broad skills used in almost every situation.

B. leaders focus on strategic change, whereas managers focus on the "status" quo

When comparing Servant Leadership Theory and Transformational Leadership Theory, which of the following best describes the motivation of the leaders? A. transformational leaders are concerned about work groups only and typically do not consider the development of the individual, whereas servant leaders focus only on the individual B. servant leaders tend to see all persons as equal and valued, whereas transformational leaders value individuals but more in relation to helping the organization succeed C. servant leaders and transformational leaders are both thought to have a strong orientation toward the individual rather than consideration of the organization's success D. servant leaders are transformational leaders are both thought to have a strong orientation toward the success of the organization rather than toward the individual.

B. servant leaders tend to see all persons as equal and valued, whereas transformational leaders value individuals but more in relation to helping the organization succeed

Which of the following would be most accurate in regard to current thinking about the relationships btw human traits and leadership effectiveness? A. Human traits are predetermined at birth and there is little ability to change them as we develop. B. Trait theory is a new development in leadership research; although there is limited empirical evidence, the research to date appears promising as an explanation for leader effectiveness C. Traits may help us understand how a particular leader might be perceived, but there is little recent research to validate Trait Theory as effective in linking leaders with leadership outcomes. D. The connection between traits and leader outcomes has only been shown to have a strong correlation in strategies related to Transactional Leadership Theory.

C. Traits may help us understand how a particular leader might be perceived, but there is little recent research to validate Trait Theory as effective in linking leaders with leadership outcomes.

One accurate summary statement about what we know about the evidence on gender and leadership would be: A. women are typically perceived as more effective leaders than men as long as they present themselves as stereotypically female B. men have consistently shown to be more effective leaders than women C. men and women perceived as more effected as leaders when the approaches they use match their presentation as more "masculine" or "feminine" as perceived by followers D. evidence on gender and leadership has established that there is essentially no difference in how male and female leaders are perceived

C. men and women perceived as more effected as leaders when the approaches they use match their presentation as more "masculine" or "feminine" as perceived by followers

Which of the following pairs include two theories of leadership that could both be categorized as supervisory theories of leadership? A. Path-goal theory of leadership and servant leadership theory B. Transactional leadership theory and charismatic leadership theory C. Transformational leadership theory and transactional leadership theory D. Path-goal theory of leadership and transactional leadership theory

D. Path-goal theory of leadership and transactional leadership theory

leadership

a process of creating structural change wherein the values, vision, and ethics of individuals are integrated into the culture of a community as a means of achieving sustainable change

charisma

ability to instill pride, faith, and respect in subordinates by transmitting a sense of mission that is effectively articulated

individualized consideration (part of transformational)

delegates projects to stimulate the learning and growth of employees, coaches and teaches employees, and treats each employee with respect

transaction

in transactional leadership theory, occurs whenever the leader promises rewards and benefits to subordinates for their fulfillment of agreements and their contributions to goal achievement

360 degree feedback

receiving feedback on performance from subordinates, peers, and supervisors or those higher in an organizational structure

contingent rewards

rewards and recognition exchanged for accomplishment of assigned work duties or reaching organizational objectives

management

the process of guiding an organization by planning for future work obligations, organizing employees into functional units, directing employees in the process of completing daily work tasks, and controlling work processes and systems to assure adequate quality of work output

management by exception (part of transactional)

type of management in which leaders follow work performance closely to identify mistakes and intervene or give directions to correct actions during the work process (active) or may wait until work is completed and provide an employee with a negative evaluation, hoping that future performance will be improved (passive)