BUAD FINAL
Leadership-Member Exchange model
-Suggests that leaders form unique independent relationships with each of their subordinates -Supervisors establish a close working relationship with a small number of trusted subordinates referred to as the "in-group" -Subordinates who are not a part of the "in-group" are called the "out-group" and they receive less of the supervisor's time and attention
Trait Approach
-based on traits alone, not training or actual skills -Attempts to identify stable and enduring character traits that differentiate effective leaders from non-leaders Early researchers believed that leaders had some unique set of qualities that distinguished them from their peers
Path-Goal Theory of Leadership
-situational approach -Focuses on the situation and leader behaviors rather than on fixed traits of the leader -suggests that leaders can readily adapt to different situations and change behaviors
A virtual organization may not even have a permanent office A)true B)false
A
Problems related to resistance , control, power, can be overcome by broad participation and communication in planning the change A)true B)false
A
Referent, expert, informational, and persuasive powers all contribute to: A)personal power B)referent power C)authority D)psychological power E)postion power
A
Situational models assume that appropriate leader behavior varies from one situation to another. A)true B)false
A
The overall objective of an organization using the leadership grid is to train it's managers using organizational development. A)true B)false
A
WHich leadership style of hersey and blanchard model entails allowing followers to work independently with little or no overseeing? A)delegating B)selling C)telling D)participating E)situational
A
When engaging in impression management, people tend to speak at a higher pitch A)true B)false
A
Which of the following is NOT true of the use of data collected through the survey feedback process? A)results should only be reviewed by top management B)results are aggregated by a group or department C)Results are used for solving problems D)results are returned to all levels of the organization E)results are used to identify problems
A
Which of the following is the best description of the new role of leaders in an organization A)coach B)supervisor C)decision maker D)monitor E)director
A
________ are individual ,task, and organizational characteristics that tend to outweigh the leaders ability to affect satisfaction and performance. A)Leadership substitutes B)locus of control C)situational factors D)leadership meutralizers E)behavioral factors
A
a company that wants to promote a culture of openness and team work should ensure that it's intranet has A) a broad scope of info B)narrow scope of info C)cluttered interface D)lot of censorship E)limited update schedule
A
if a companies top managers participate in illegal or unethical behavior these are ENACTED vales and norms of the firm A)true B)false
A
managers interested in changing cultures should attempt to substitute stories and myths that support old cultural values with stories and myths that support new ones. A)true B)False
A
reducing uncertainty is one very effective way to reduce the impact of negative political behavior A)true B)false
A
which of the following is the most important mechanism of organizational structure? A)observing behavior of others B)corporate pamphlets C)formal training D)press releases E)corporate statements
A
A manager who exhibits employee-centered leader behaviors pays attention to the human aspects of the group. A) True B) False
A) True
According to Vroom, a manager who presents the program to group members individually, obtains their suggestions, and then makes the decision is using a ___________ style of subordinate participation. A) Consult (individually) B) Facilitate C)Decide D)Delegate E) consult (group)
A) consult individually
-developing a human network for achieving an agenda Organizing and staffing. Establishing some structure for accomplishing plan requirements, staffing that structure with individuals, delegating responsibility and authority for carrying out the plan, providing policies and procedures to help guide people, and creating methods or systems to monitor implementation A)management B)Leadership
A)management
creating an agenda; Planning and budgeting. Establishing detailed steps and timetables for achieving needed results; allocating the resources necessary to make those needed results happen A)management B)Leadership
A)management
executing plans: Controlling and problem solving. Monitoring results vs. plan in some detail, identifying deviations, and then planning and organizing to solve these problems A)managment B)Leadership
A)management
outcomes; Produces a degree of predictability and order and has the potential to consistently produce major results expected by various stakeholders (e.g., for customers, always being on time; for stockholders, being on budget) A)Management B)Leadership
A)management
Types of leader Path-Goal behaviors (Achievement oriented)
Achievement-oriented: setting challenges goals, expecting subordinates to perform at their highest level, and showing strong confidence that subordinates will put forth effort and accomplish the goals
Employee-centered leader behavior
Attempting to build effective work groups with high performance goals
According to project globe which style of leadership emphasizes creating a sense of common purpose and includes being collaborative, diplomatic, and administratively competent? A)Autonomous B)team-oriented C)humane oriented D)self productive E)participative
B
According to project globe which type of leadership inculdes behavior intending to ensure the safety and security of the leader and the group? A)team-oriented B)self protective C)participative D)humane oriented E)autonomous
B
According to the LMX model the, _____________ of a leader is a small group of trusted employees who are given more autonomy and responsibility than others. A)task force B)in-group C)strategic group D)subordinate group E)out-group
B
Charismatic leaders are always ethical leaders A)true B)false
B
Current study of leadership focuses almost exclusively on the traits, or the personal characteristics, of leaders. A) True B)False
B
In a _________ culture, employee values and behaviors are consistent with the organizations values,and the culture is resistant the change A) weak, postive B)strong, positive C)moderate, neutral D)weak, negative E) strong, negative
B
Michelle is a manager whose subordinates have moderate to high readiness. According to Hersey and Blanchard model of leadership, Michelle should use which of the following styles? A)delegating B)participating C)situational D)selling E)telling
B
Reward power is limited to material rewards such as pay and work assignments A)true B)false
B
The organizational ________ is defined as the system of task, reporting and authority relationships within which the work of the organization is done A)management B)structure C)matrix D)community E)goal system
B
When a manager has a large span of control, she can maintain close control over workers and stay on contact with daily operations. A)true B)false
B
Which political tactic entails befriending powerful people or starting small subgroups to promote specific aims? A)eliminating political rivals B)building coaltions C)leveraging technology D)image building E)controlling lines of communication
B
________ model suggests that leaders form unique and independent relationships with each of their employees A)The hersey blanchard model B)LMX (leader member exchange) C)The path goal theory D)Charismatic leadership E)Transformational leadership
B
inmost cases expert power tends to follow exact lines of authority A)true B)false
B
the 4 areas in which pressures change are the least powerful involve technology, people, information processing communication, and competition. A)true B)false
B
the path goal theory has 5 decision styles defined: decide, delegate, consult (individually), consult (group) and facilitate. A)true B)flase
B
training programs are ALWAYS easily transferable A)true B)false
B
which organizational source of resistance to change occurs because numerous organizational systems are in place to maintain stability? A)group inertia B)overdetermination C)narrow focus of change D)threatened expertise
B
which source of individual resistance to change occurs when people are simply scared of something that is unfamiliar?
B
-developing a human network for achieving an agenda Aligning people. Communicating the direction by words and deeds to all those whose cooperation may be needed to influence the creation of teams and coalitions that understand the vision and strategies and accept their validity A)management B)Leadership
B)Leadership
creating an agenda; Establishing direction. Developing a vision of the future, often the distant future, and strategies for producing the changes needed to achieve that vision A)management BLeadership
B)Leadership
executing plans Motivating and inspiring. Energizing people to overcome major political, bureaucratic, and resource barriers to change by satisfying very basic, but often unfulfilled, human needs A)management B)Leadership
B)Leadership
outcomes; Produces change, often to a dramatic degree, and has the potential to produce extremely useful change (e.g., new products that customers want, new approaches to labor relations that help make a firm more competitive) A)management B)Leadership
B)Leadership
An organizations assumptions are _________ resistant to change A)inconsistently B)moderately C)highly D)cautiously E)never
C
Organizations with a __________ create cross functional and cross level sub teams to complete specific projects and tasks A)centralized structure B)virtual structure C)lattice structure D)network structure E)division structure
C
Organizations with a ___________ are characterized by formal division of labor,hierarchy, and standardization of work procedures A)prebureaucratic structure B)functional structure C)bureaucratic structre D)matrix structure E) lattice structure
C
Which influence tactic entails asking to do something "because were friends" or asking for a personal favor? A)Exchange B)coalition tactics C)personal appeals D)ingratiation E)pressure
C
Which source of individual resistance to change occurs when people resist change for fear of what others will think? A) fear of the unknown B)lack of awareness C)social factors D)economic factors E habit
C
jim strongly disagrees with a new program that is being developed and wants to prevent the program from moving forward. Jim manages to fill up the department meeting agenda with other issues, so the new program is therefore not discussed. Which political power is jim using? A)Using outside experts B)controlling decision parameters C)controlling the agenda D)game playing E) controlling info
C
the first step in Lewins process model of change is A)observing B)refreezing C)unfreezing D)planning E)change itself
C
Least Preferred Coworker Theory (LPC) can or cannot be easily changed?
CANNOT
Leader initiating-structure behaviors
Clearly defining leader-subordinate roles such that subordinates know what is expected of them
Vroom's Decision Tree CONSULT GROUP
Consult (group): the manager presents the problem to group members at a meeting, gets their suggestions, and then makes the decision
Vroom's Decision Tree CONSULT INDIVIDUALLY
Consult (individually): the manager presents the program to group members individually, obtains their suggestions, and then makes the decision
A manager who relies solely on force and formal authority to direct the behavioral of employees is: A)exhibiting poor leadership B)exhibiting excellent leadership C)Exhibiting moderate leadership D)not exhibiting leadership E) exhibiting minimal leadership
D
According to the path-goal theory leaders can affect subordinates' performance by A) establishing fixed responses to environmental situations B)Allowing subordinates to set their own goals C)Evaluating performance and communicating this to an employee D) Clarifying what behaviors will lead to desired rewards
D
What type of leadership focuses on the basic distinction between leading for change and leading for stability? A)Virtual leadership B)Charasmatic leadership C)Transactional leadership D)Transformational leadership
D
When an organizational restructuring results in fewer employees which of the following is NOT a common effect on the employees who remain? A)increased turnover intention B)increased stress C)decreased commitment D)Increased motivation E all of these
D
Which term refers to using any type of power ti demean, exploit or take advantage of someone or influencing someone to do something that they later regret? A)Coalition tactics B)pressure tactics C)political behavior D)Abuse of power E)Controlling decision parameters
D
intranets that are rarely updated can reflect a culture that A)has poor attention to detail B)has poor internal communication C)does not value employee contributions D)all of these are correct
D
one conclusion of the ohio state studies was that a leader clearly defines the leader-subordinate roles so that subordinates know what is expected of them is exhibiting? A)consideration behavior B)job-centered leader behavior C)task oriented leader behavior D)initiating-structure behavior E)employee centered leader behavior
D
which political tactic entails using neutral third parties who are actually paid and directed by someone,or otherwise predisposed to act in her favor? A)controlling the agenda B)game playing C)controlling info D)using outside experts E)controlling decision parameters
D
Vroom's Decision Tree DECIDE
Decide: the manager makes the decision alone and then announces or "sells" it to the group
Vroom's Decision Tree DELEGATE
Delegate: the manager allows the group to define for itself the exact nature and parameters of the problem and then develop a solution
Types of leader Path-Goal behaviors (directive)
Directive: leader lets subordinates know what is expected of them, gives specific guidance as to how to accomplish tasks, schedules work to be done, and maintains definitive standards of performance for subordinates
An organzation's power is greater if the things they control are: A)without substitute B)a scarce resource C)important D)rare E)all of the above
E
Ethical concerns about ___________ leadership stem from the fact that some leaders inspire inappropriate or illegal behaviors. A)contemporary B)situational C)achievement oriented D)directive E)charasmatic
E
Organizational culture helps people understand A)which types of problems are likely to arise in their company B)why their firm is out preforming the competition C) when to best socialize new employees D)how to improve their relations with customers. E)which actions are considered acceptable and which are considered unacceptable
E
The ares in which the pressures change appear most powerful involve all of the following EXCEPT: A) competition B) technology C)people D)information processing E)all of these are powerful pressures for change
E
Which political tactic entails establishing gate keepers to restrict access to information? A)eliminating political rivals B)building coaltions C)leveraging technology D)image building E)controlling lines of communication
E
a centralized heavily edited and filtered intranet reflects a culture in which information flows ________ freely and employee contributions are _________ valued. A) less, more B) somewhat, somewhat C) more, less D) more, more E)less, less
E
all of the following statements are true about socialization EXCEPT: A) it occurs in organizations in much the same way as it occurs in society. B)it is the process through which individuals learn acceptable behavior. C)socialization programs do not necessarily change employees values D)employees who are socialized into an organization usually accept the actual cultural values rather than the formal values of the organization E)it is usually something that can be accomplished in a day-long new employee orientation program
E
an organization's culture of _________ reflects the extent to which majority memebers value efforts to increase minority representation, and whether the qualifications and abilities of minority members are questioned. A)strategy B)conflict C)diversity D)multiculturalism E)inclusion
E
in organizations with a __________ employees report to BOTH a project or a product team and to a functional manager. A)bureaucratic structure B)prebureaucratic structure C)lattice structure D)functional structure E)matrix structure
E
what tern refers to a group of people who whose shared expertise and interest in a joint enterprise informally binds them together? A)cross functional team B)direct cintact C)task force D)liaison role E) community of practice
E
Vroom's Decision Tree FACILITATE
Facilitate: the manager presents the problem to the group at a meeting, defines the problem and its boundaries, and then facilitates group member discussion as members make the decision
Michigan Leadership Studies Results indicated 2 fundamental leader behaviors
Job-centered leader behavior Employee-centered leader behavior
Ohio State Leadership Studies
Leader consideration behaviors;Showing concern for subordinates' feelings and respecting subordinates' ideas -Leader initiating-structure behaviors
Path-Goal Theory of Leadership
Leaders affect subordinates' performance by clarifying the behaviors (paths) that will lead to desired rewards (goals).
leadership substitutes
Leadership substitutes: individual, task, and organizational characteristics that tend to outweigh the leader's ability to affect subordinates' satisfaction and performance. -Leadership substitutes can facilitate performance regardless of whether or not a leader is present. Substitutes make leadership unnecessary.
LPC theory
Least Preferred Coworker Theory
Types of leader Path-Goal behaviors (Participative)
Participative: leader consults with subordinates about issues and takes their suggestions into account before deciding
Job-centered leader behavior
Paying close attention to the work of subordinates, explaining work procedures, and demonstrating a strong interest in performance
project globe 6
Self-protective leadership: includes behaviors intending to ensure the safety and security of the leader and the group; being self-centered, status conscious, conflict inducing, and face saving Autonomous leadership: being independent and unique Participative leadership: leaders involve others in making decisions
Leader consideration behaviors
Showing concern for subordinates' feelings and respecting subordinates' ideas
Least Preferred Coworker Theory (LPC)
Situational Approach The degree of task or relationship motivation in a given leader is measured by the LPC Scale. Asks leaders to think of all the persons with whom they have worked and to then select their least-preferred coworker
Hersey and Blanchard's situational theory
Suggests that appropriate leader behavior depends on the "readiness" of followers or subordinate's As follower readiness improves, the leader's relationship style should change
Types of leader Path-Goal behaviors (supportive)
Supportive: leader is friendly, shows concern for subordinates' status, well-being, and needs
Hersey and Blanchard's FOUR steps
Telling: rely on direction and defining roles Selling: offering direction and defining roles with explanation and information Participating: allow subordinates to share in decision making Delegating: allow subordinates to work independently with little or no oversight.
ETHICAL leadership
a source of power - builds trust and eliminates hidden agendas.
Charasmatic Leadership
charisma is a personal characteristic of the leader which inspires support and acceptance. Leadership is based on leader's personal charisma. Not always ethical.
Vroom's Decision Tree
decide, delegate, consult (individually), consult (group), faciliatate
Types of leader Path-Goal behaviors
directive, supportive, participative, achievement oriented
leadership neutralizers
even if a leader is present and attempts to engage in various leadership behaviors, those behaviors may be ineffective- neutralized. "Neutralizers" make it impossible for leader behavior to make any difference to followers/employees' outcomes
behavioral approach
to determine what behaviors are associated with effective leadership. -The researchers assumed that the behaviors of effective leaders differed from the behaviors of less effective leaders.
