OB Chapter 11: Leadership

80. Rory, a senior executive, has taken Sam, a new employee, "under his wing" to help him to develop his skills. What is Rory to Sam? a. A good leader b. A mentor c. A good manager d. A supportive friend. e. A sounding board

b.A mentor

55. A leadership theory that states that followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviours is known as a. Path-Goal Theory. b. Charismatic Leadership Theory. c. Trait Leadership Theory. d. Behavioural Leadership Theory e. Contingency Leadership Theory.

b.Charismatic Leadership Theory.

18. The University of Michigan studies define which leader as one who takes personal interest in the needs of his or her subordinates? a. personal b. country club c. employee-oriented d. humanistic e. achievement-oriented

c.employee-oriented

4. Acts that activate change in others congruent with the long-term objectives of the organization are known as a. charisma. b. management. c. leadership. d. social responsibility. e. transformation.

c.leadership.

57. Which of the following is not true of a charismatic leader? a. They have a vision and the ability to articulate that vision. b. They have behaviour that is out of the ordinary. c. They are assertive and self-confident. d. They are perceived as managers of the status quo. e. They are perceived as being a change agent.

d.They are perceived as managers of the status quo.

16. The University of Michigan studies identified which characteristic with effective performance as a leader? a. consideration b. interpersonal relations c. nonverbal relations d. employee orientation e. leadership contingency

d.employee orientation

40. According to the path-goal theory, an approach focused on providing specific guidance and establishing work schedules and rules is referred to as a. supportive. b. participative. c. institutional. d. charismatic. e. directive.

e.directive.

79. The theory that says that it's the leaders job to assist followers in attaining their goals and to ensure that these individual goals are compatible with the overall goals of the organization is called the a. Path-Goal Theory. b. Behavioural Model. c. Inspirational Leadership Model. d. Situational Leadership Model. e. Fiedler Contingency Model.

a.Path-Goal Theory.

42. According to the path-goal theory, a leader who sets challenging goals and seeks improvements in performance is referred to as a. achievement-oriented. b. participative. c. institutional. d. charismatic. e. directive.

a.achievement-oriented.

65. SCENARIO 11-4 For the past twenty years you have been working for a large corporation and have recently lost your job because the corporation reduced its workforce. You have just been hired by Acme Inc. Your new supervisor is a woman who has been at Acme for seven years. One of your colleagues has said, "Oh, she's typical of women leaders." You have never worked for a woman before. Your supervisor will probably demonstrate which leadership style? a. inclusive b. autocratic c. directive d. formal e. informal

a.inclusive

38. The leadership model that integrates the expectancy model of motivation with the Ohio State University leadership research is a. path-goal. b. Fiedler's. c. leader-participation. d. autocratic-democratic. e. leader-member exchange.

a.path-goal.

22. Research findings indicate that when an employee has a clear understanding of how to perform a task and reach a goal a ________ leader will increase employee satisfaction. a. people-oriented b. production-oriented c. technical-oriented d. goal-oriented e. task-oriented

a.people-oriented

71. Xavier is considered a good leader. His view of leadership is that it is social, intellectual and physical traits distinguish leaders from non-leaders. This is known as a. trait theories of leadership. b. behavioural theories of leadership. c. contingency theories of leadership. d. path-goal theory of leadership. e. situational leadership theory.

a.trait theories of leadership.

47. The type of leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements are a. transactional leaders. b. charismatic leaders. c. transformational leaders. d. employee-oriented leaders. e. process-oriented leaders.

a.transactional leaders.

83. Lianne does a great job of helping teams work more effectively by asking penetrating questions and by helping the team discuss problems. Her role is thus that of a a. troubleshooter. b. troublemaker. c. conflict manager. d. coach. e. mentor.

a.troubleshooter.

35. SCENARIO 11-2 Your supervisor has been studying leadership and has described so many theories to you that you are really confused. You ask her to explain the similarities of the many theories so that you can understand the relationship between them. What other term might be used to describe the concept of "task" in behavioural and contingency leadership theories? a. supportive b. initiating structure c. consideration d. relationship-oriented e. employee-oriented

b.initiating structure

14. According to the Ohio State studies, the extent to which a leader's behaviour is directed toward getting the job done is called a. consideration. b. initiating structure. c. employee-oriented. d. contingency theory. e. job structure.

b.initiating structure.

31. SCENARIO 11-1 You have discovered that the area managers in your organization seem to be very different in their managerial styles. In an effort to understand their styles, you decide to analyze their styles using Hersey and Blanchard's Situational Leadership. Jack is 66 years old, has been with the company since he was 24, and plans to retire at the end of the year. His employees are all experienced and productive employees in their jobs, and so he seems to "leave them alone" most of the time. Jack is generally not able to work well with Jill, who is a recent addition at the company, has an MBA and five years of industry experience at one of your main competitors. Jill's attitude is upbeat and she is always encouraging her employees that they need to work together because they have a "common stake" in the organization. Her employees are also experienced and productive employees and seem a bit frustrated with all the meetings and planning sessions Jill holds. Doug is a former military sergeant. Doug doesn't trust his employees to complete all of the job tasks at all times, and so he supervises them closely. He has told you before that his employees don't complete all of components of the job properly; when productivity has to be pushed, health and safety tasks get ignored and accident numbers go up; when there is no pressure to get a product run completed, often the quality control checks are dropped from the work routine, as the employees just don't seem to care. Doug sees it as his job to redirect the workers when they ignore or forget to complete these tasks correctly. Jill's approach would be described by Situational Leadership as a. task b. participating c. people orientation d. directing e. delegating

b.participating

1. John Kotter, of Harvard Business School argues "managers promote ________ while leaders press for ________." a. change; stability b. stability; change c. peace; harmony d. management; leadership e. change; supervision

b.stability; change

2. John is very effective at acting within the established culture of the organization, and gets a lot done with this approach. John is exhibiting a. supervision. b. leadership. c. management. d. transformation. e. charisma.

c.management.

24. According to research, in which situation will people-oriented leadership style give the best employee satisfaction? a. subordinate is unskilled in tasks b. subordinate is unclear about tasks c. task is interesting to the employee d. task is uninteresting to the employee e. subordinate is highly introvert

c.task is interesting to the employee

81. Leaders of teams often find the role is one of a. autocrat. b. follower. c. high power. d. facilitator. e. director.

d.facilitator.

63. SCENARIO 11-4 For the past twenty years you have been working for a large corporation and have recently lost your job because the corporation reduced its workforce. You have just been hired by Acme Inc. Your new supervisor is a woman who has been at Acme for seven years. One of your colleagues has said, "Oh, she's typical of women leaders." You have never worked for a woman before. You should expect your supervisor to do all of the following except a. be more democratic than you are accustomed to. b. lead through inclusion. c. attempt to enhance your self-worth. d. use a directive style of control. e. encourage participation and share power.

d.use a directive style of control.

78. A theory that proposes effective group performance depends upon the proper match between the leader's style and the degree to which the situation gives control to the leader is called the a. Path-Goal Theory. b. Behavioural Model. c. Inspirational Leadership Model. d. Situational Leadership Theory. e. Fiedler Contingency Model

e.Fiedler Contingency Model

75. Cora has a highly motivated staff that enjoys challenges. According to Path-Goal Theory, the best leadership style for her would be a. directive. b. supportive. c. charismatic. d. participative. e. achievement-oriented.

e.achievement-oriented.

49. Path-goal theory proposes two types of contingencies; these are a. environmental and leadership. b. transformational and transactional. c. task and people. d. environmental and subordinate. e. situational and leadership.

d.environmental and subordinate.

15. According to the Ohio State studies, the extent to which a leader shares mutual trust and respect for his or her employees is referred to as a. consideration. b. task-oriented behaviour. c. initiating structure. d. concern for production. e. employee-oriented behaviour.

a.consideration.

25. Leadership incompetence in organizations may be because a. leadership cannot be learned on the job b. leadership is hard to describe in a job description, so it is hard to hire leaders c. many managers are promoted from jobs that didn't have a leadership role, to a job that has a leadership role. d. leaders are born, and there are too few to supply all the needs of organizations e. most organizations don't value leadership, so don't hire for it

c.many managers are promoted from jobs that didn't have a leadership role, to a job that has a leadership role.

37. SCENARIO 11-2 Your supervisor has been studying leadership and has described so many theories to you that you are really confused. You ask her to explain the similarities of the many theories so that you can understand the relationship between them. Leadership theorists seem to agree that a. a leader's style is fixed. b. a leader's style is flexible c. traits are always important. d. there appear to be two dimensions of leadership—task and people. e. good leadership guarantees good results.

d.there appear to be two dimensions of leadership—task and people.

67. Andrew exhibits ethical conduct at all times, and exhibits values that are focused on others rather than on himself. He is thus exhibiting a. socialized charismatic leadership. b. authentic leadership. c. charismatic leadership. d. transactional leadership. e. transformational leadership.

a.socialized charismatic leadership.

46. A situation where leadership may not be important is when a. there are explicit formalized procedures. b. employees are inexperienced. c. employees lack training. d. employees lack professionalism. e. employees are indifferent towards organizational rewards.

a.there are explicit formalized procedures.

62. There are situations when charismatic leadership would be beneficial. Which of the following would be an example of such a situation? a. a business facing the introduction of a radically new product b. a business facing no life-threatening crisis c. during a time of peace d. during a time of political stability e. a seasonal business closing down temporarily

a.a business facing the introduction of a radically new product

36. SCENARIO 11-2 Your supervisor has been studying leadership and has described so many theories to you that you are really confused. You ask her to explain the similarities of the many theories so that you can understand the relationship between them. What other terms might be used to describe the concept of "people" in behavioural and contingency leadership theories? a. consideration, employee-oriented, and participating b. directive leadership, production-oriented, and supportive c. supportive, directive leadership, and relationship-oriented d. consideration, relationship-oriented, and initiating structure e. goal-setting, planning, and supportive

a.consideration, employee-oriented, and participating

44. According to the path-goal theory, a(n) ________ leader lets followers know what is expected of them and gives them specific guidance. a. directive b. indirective c. supportive d. participative e. achievement-oriented

a.directive

73. Tim lets his staff know exactly what is expected of them, and gives them specific guidance as to how to accomplish their tasks. According to Path-Goal Theory, he is a ________ leader. a. directive b. supportive c. participative d. charismatic e. achievement-oriented

a.directive

28. Path-goal theory identifies which leader as necessary for situations where the employees have ambiguous tasks? a. directive leader b. supportive leader c. task leader d. participative leader e. achievement-oriented leader

a.directive leader

17. The University of Michigan studies identify leaders who emphasize interpersonal relations as a. employee-oriented. b. initiating-oriented. c. production-oriented. d. relationship-oriented. e. contingency-oriented.

a.employee-oriented.

20. Leaders who are high in task orientation a. have higher productivity. b. rank their employees higher on performance appraisals. c. show no difference in job satisfaction. d. are more motivated. e. show no difference in motivation.

a.have higher productivity.

29. What theory proposes effective leaders adapt their leadership style according to how willing and able a follower is to perform tasks? a. situational leadership model b. contingency model c. certainty model d. path-goal theory e. task-structure model

a.situational leadership model

11. Which of the following statements is inconsistent with successful leadership behaviour patterns? a. Pioneering work in this area was done at the University of Michigan and the Ohio State University. b. Effective leaders are more concerned with the people they lead than about getting the job done. c. An individual scoring high on one dimension of leader behaviour will not necessarily score low on the other dimension. d. The two major dimensions of leader behaviour focus on people and tasks. e. Two dimensions of leader behaviour have been labelled as initiating structure and consideration.

b.Effective leaders are more concerned with the people they lead than about getting the job done.

45. Sometimes leadership may not be important. ________ make(s) it impossible for leader behaviour to make any difference to subordinate outcomes. a. Externalities b. Neutralizers c. Situational variables d. Participation e. Task structure

b.Neutralizers

48. Which of the following qualities is not necessary for a person to be an effective follower? a. commitment to a purpose outside of themselves b. aspirations of leadership c. courage, honesty and credibility d. build confidence and focus efforts e. manage themselves well

b.aspirations of leadership

66. Gianni knows who he is, what he believes in and values, and he acts on those values and beliefs openly and candidly. He is thus exhibiting a. moral leadership. b. authentic leadership. c. charismatic leadership. d. transactional leadership. e. transformational leadership.

b.authentic leadership.

26. What theories propose leadership effectiveness is dependent on the situation? a. behavioural theories b. contingency theories c. phenomenal theories d. dependency theories e. normative theories

b.contingency theories

76. Don is a good leader who believes that leaders should choose their style based on their perceptions of situational factors. This is known as a. trait theory. b. contingency theory. c. path-goal theory. d. behavioural theory. e. management theory.

b.contingency theory.

3. Ron always seems to be challenging the status quo and looks to create change whenever he feels that it is needed, and that is often. Ron is exhibiting a. supervision. b. leadership. c. management. d. transformation. e. charisma.

b.leadership.

54. Geo is considered to be a fiercely ambitious and driven person whose ambition is directed at the company rather than at himself. He is thus known as a ________ leader. a. directive b. level 5 c. charismatic d. participative e. supportive

b.level 5

6. Emery's best skills revolve around day-to-day caretaker activities that involve maintaining and allocating resources. He is exhibiting a. supervision. b. management. c. leadership. d. transformation. e. charisma.

b.management.

84. Terri is an expert at email correspondence. She is particularly adept at conveying the exact emotion that she wishes to convey, judging whether her message should be formal or informal, as well as being consistent with the verbal style of the sender. Thus, she is exhibiting a. situational leadership. b. online leadership. c. charismatic leadership. d. transformational leadership. e. transactional leadership.

b.online leadership.

41. According to the path-goal theory, a leader who consults with employees and uses their suggestions before making a decision is referred to as a. supportive. b. participative. c. institutional. d. charismatic. e. directive.

b.participative.

21. Research findings indicate that when a task is satisfying to an employee there is less need for a leader to be ________. a. production-oriented b. people-oriented c. initiating-oriented d. goal-oriented e. task-oriented

b.people-oriented

64. SCENARIO 11-4 For the past twenty years you have been working for a large corporation and have recently lost your job because the corporation reduced its workforce. You have just been hired by Acme Inc. Your new supervisor is a woman who has been at Acme for seven years. One of your colleagues has said, "Oh, she's typical of women leaders." You have never worked for a woman before. You might remind your new colleague that a. genetics is the reason women can't lead like men. b. regardless of gender, those in leadership positions are more alike than different. c. regardless of gender, those in leadership positions are more different than alike. d. research shows no difference in leadership styles between men and women. e. men are more successful than women in leadership positions.

b.regardless of gender, those in leadership positions are more alike than different.

10. If trait research had been successful, we would ________, whereas if behavioural studies were correct, we would ________. a. teach people certain traits; teach people certain behaviours b. select the right person for the job; train leaders c. change jobs to suit people; change people to suit jobs d. hire only women; hire either men or women e. teach people managerial principles; teach people certain behaviours

b.select the right person for the job; train leaders

32. SCENARIO 11-1 You have discovered that the area managers in your organization seem to be very different in their managerial styles. In an effort to understand their styles, you decide to analyze their styles using Hersey and Blanchard's Situational Leadership. Jack is 66 years old, has been with the company since he was 24, and plans to retire at the end of the year. His employees are all experienced and productive employees in their jobs, and so he seems to "leave them alone" most of the time. Jack is generally not able to work well with Jill, who is a recent addition at the company, has an MBA and five years of industry experience at one of your main competitors. Jill's attitude is upbeat and she is always encouraging her employees that they need to work together because they have a "common stake" in the organization. Her employees are also experienced and productive employees and seem a bit frustrated with all the meetings and planning sessions Jill holds. Doug is a former military sergeant. Doug doesn't trust his employees to complete all of the job tasks at all times, and so he supervises them closely. He has told you before that his employees don't complete all of components of the job properly; when productivity has to be pushed, health and safety tasks get ignored and accident numbers go up; when there is no pressure to get a product run completed, often the quality control checks are dropped from the work routine, as the employees just don't seem to care. Doug sees it as his job to redirect the workers when they ignore or forget to complete these tasks correctly. The ________ style appears to be Doug's situational leadership style. a. task b. selling c. participating d. directing e. delegating

b.selling

50. SCENARIO 11-3 The two leaders in your department are very different. John believes that he should guide and motivate by clarification of the roles and tasks of his subordinates. Alan feels that his role should be to provide individualized consideration and intellectual stimulation. Most of the workers believe that both leaders are well trained, but Alan has a special "spark" that employees feel when they work with him. John is which type of leader? a. transformational b. transactional c. charismatic d. team e. laissez-faire

b.transactional

56. Lilly does a great job of inspiring her employees to go beyond their own self-interests for the good of the organization. She thus is known as a ________ leader. a. transactional b. transformational c. supportive d. participative e. competent

b.transformational

59. The type of leader who inspires followers to transcend their own self-interest for the good of the organization and who is capable of having a profound effect on his or her followers is a(n) a. transcendent leader. b. transformational leader. c. transactional leader. d. employee-oriented. e. situational leader.

b.transformational leader.

60. A leader would not be called transactional when he or she a. gives rewards in exchange for good work. b. intervenes if standards aren't met. c. provides vision and a sense of mission. d. recognizes accomplishments. e. takes corrective action.

c.provides vision and a sense of mission.

85. National culture affects leadership style. Participative leadership would be the most effective leadership style in a country like a. Honduras. b. Saudi Arabia. c. Brazil. d. Iraq. e. China.

c.Brazil.

9. Which of the following did the Ohio State studies identify as the dimensions by which managers can be characterized? a. The dimensions found were achievement orientation and participation. b. Middle-of-the-road management produces satisfactory results. c. The dimensions found were consideration and initiating structure. d. Laissez-faire leadership was most effective. e. Leaders cannot effectively perform both dimensions of leadership.

c.The dimensions found were consideration and initiating structure.

51. SCENARIO 11-3 The two leaders in your department are very different. John believes that he should guide and motivate by clarification of the roles and tasks of his subordinates. Alan feels that his role should be to provide individualized consideration and intellectual stimulation. Most of the workers believe that both leaders are well trained, but Alan has a special "spark" that employees feel when they work with him. That special "spark" that people notice when they work with Alan may be termed a. transactional. b. laissez-faire. c. charisma. d. structure. e. transcendent.

c.charisma.

72. Waddy is a leader whose work relationships with his staff are characterized by mutual trust, respect for their ideas, and regard for their feelings. According to behavioural theories, this is known as a. hyperbole. b. initiating structure. c. consideration. d. emotional intelligence. e. key traits.

c.consideration.

13. According to the Ohio State studies, the extent to which a leader is likely to define and structure his or her role and those of subordinates in the search for goal attainment is called a. structured coercion. b. dominance. c. initiating structure. d. employee orientation. e. consideration.

c.initiating structure.

8. Steve is greatly admired in his organization, as he is an innovative thinker in the way he approaches problems he encounters in his role; Steve always asks the questions "how does this align with our goals and how can we get there?" He rarely concerns himself with "how do we usually handle a problem like this?" He is exhibiting a. supervision. b. management. c. leadership. d. transformation. e. charisma.

c.leadership.

70. SCENARIO 11-5 A recent phenomenon facing organizations is that of downsizing. This has a tremendous impact on the organization's function and presents a major challenge for leadership. Many individuals charged with taking an organization to higher levels of profitability, or even just surviving, are aware that they must somehow continue to provide meaningful work and facilitate pride and satisfaction on the part of employees. These individuals must be willing to take risks and develop effective people orientation skills. Speed of innovation and the focus on people, talent and skills is paramount. The biggest challenge is to survive in a rapidly changing environment and somehow keep the best people from leaving. In some areas, the workforce is aging and requires replacement. Many "hands-on," detail-oriented managers appear to be successful. Performance orientation, the ability to make the right decisions quickly, and changing an organization's structure to respond effectively are also major challenges. The fundamental questions raised by many are--What type of leadership is needed? What leadership styles are best suited? How does a leader change and adapt? Although much research has taken place in an attempt to describe leadership and differentiate it in terms of how it is practiced in a variety of situations, the conclusions don't always appear to be satisfactory. Which of the following is a managerial trait, rather than a leadership trait? a. plans strategy b. questions standard practice c. maintains and allocates resources d. uses empowering strategies e. reforms the system

c.maintains and allocates resources

74. Fred is facing a decision in which it is critical that his staff internalize the goals and carry through on the actions independently. According to the Path-Goal Theory, the best leadership style for him would be a. directive. b. supportive. c. participative. d. charismatic. e. achievement-oriented.

c.participative.

43. Which of the following theories assumes subordinates will react favourably to a leader who helps them progress toward their desired goals? a. behavioural approach b. attribution theory c. path-goal theory d. situational leadership model e. leader match approach

c.path-goal theory

61. Which of the following is characteristic of a charismatic leader? a. little regard for employees b. no commitment to company c. self-confidence d. team management e. conformance to established norms

c.self-confidence

77. Jing is an effective leader who is friendly with his staff and always shows concern for their needs. According to Path-Goal Theory, he is a ________ leader. a. directive b. participative c. supportive d. achievement-oriented e. charismatic

c.supportive

39. The leadership behaviours identified by the path-goal theory are a. participative, goal-oriented, supportive. b. achievement-oriented, humanistic. c. supportive, directive, participative, achievement-oriented. d. participative, directive. e. supportive, achievement-oriented.

c.supportive, directive, participative, achievement-oriented.

23. According to research, in which situation will task-oriented leadership style give the best employee performance? a. subordinate is pressured because of deadlines b. subordinate is pressured because of unclear tasks c. task is interesting to the employee d. task is uninteresting to the employee e. subordinate has clear understanding of task

c.task is interesting to the employee

52. SCENARIO 11-3 The two leaders in your department are very different. John believes that he should guide and motivate by clarification of the roles and tasks of his subordinates. Alan feels that his role should be to provide individualized consideration and intellectual stimulation. Most of the workers believe that both leaders are well trained, but Alan has a special "spark" that employees feel when they work with him. Alan is which type of leader? a. transactional b. Theory X c. transformational d. laissez-faire e. situational

c.transformational

7. Which of the following is characteristic of a manager? a. innovates for the entire organization b. asks "what" and "why" to change standard practices c. is a status quo challenger d. administers subsystems within an organization e. uses empowering strategies to make followers internalize values

d.administers subsystems within an organization

19. The followers of leaders who are high in people orientation a. are higher in productivity. b. rank their employees higher on performance appraisals. c. show no difference in job satisfaction. d. are more motivated. e. show no difference in motivation.

d.are more motivated.

53. Mei is a leader who has a clear vision of what her unit needs to accomplish, she is willing to take personal risks to achieve that vision, and she is sensitive to the needs of those who follow her. She is thus known as a ________ leader. a. directive b. supportive c. participative d. charismatic e. achievement-oriented

d.charismatic

12. If leadership behavioural theories are correct, then a. leadership trait theories are incorrect. b. leaders are born with leadership behaviours. c. leader behaviour should be altered. d. leadership can be learned. e. attribution theory has no validity.

d.leadership can be learned.

5. A person who relies on control strategies to get things done by subordinates is called a a. leader. b. director. c. mentor. d. manager. e. peer.

d.manager.

27. Path-goal theory identifies which leader as necessary for situations where the employees must "buy-in" and internalize the decision in order to be motivated in the task? a. directive leader b. supportive leader c. task leader d. participative leader e. achievement-oriented leader

d.participative leader

82. Ellen always looks to create opportunities for herself, and she is always quick to share credit with others when something goes well. She is thus exhibiting a. self-motivation. b. self-control. c. self-respect. d. self-leadership. e. self-esteem.

d.self-leadership.

69. SCENARIO 11-5 A recent phenomenon facing organizations is that of downsizing. This has a tremendous impact on the organization's function and presents a major challenge for leadership. Many individuals charged with taking an organization to higher levels of profitability, or even just surviving, are aware that they must somehow continue to provide meaningful work and facilitate pride and satisfaction on the part of employees. These individuals must be willing to take risks and develop effective people orientation skills. Speed of innovation and the focus on people, talent and skills is paramount. The biggest challenge is to survive in a rapidly changing environment and somehow keep the best people from leaving. In some areas, the workforce is aging and requires replacement. Many "hands-on," detail-oriented managers appear to be successful. Performance orientation, the ability to make the right decisions quickly, and changing an organization's structure to respond effectively are also major challenges. The fundamental questions raised by many are--What type of leadership is needed? What leadership styles are best suited? How does a leader change and adapt? Although organizations require a combination of strong leadership and strong management, the process of leadership does have specific characteristics. Which of the following best describes the role of leadership? a. Leaders have no vision—managers do that. b. Leaders let managers deal with change. c. Leaders let individuals deal with their own personal hurdles by leaving them on their own. d. Leaders are micromanagers. e. Leaders innovate for the entire organization.

e.Leaders innovate for the entire organization.

68. SCENARIO 11-5 A recent phenomenon facing organizations is that of downsizing. This has a tremendous impact on the organization's function and presents a major challenge for leadership. Many individuals charged with taking an organization to higher levels of profitability, or even just surviving, are aware that they must somehow continue to provide meaningful work and facilitate pride and satisfaction on the part of employees. These individuals must be willing to take risks and develop effective people orientation skills. Speed of innovation and the focus on people, talent and skills is paramount. The biggest challenge is to survive in a rapidly changing environment and somehow keep the best people from leaving. In some areas, the workforce is aging and requires replacement. Many "hands-on," detail-oriented managers appear to be successful. Performance orientation, the ability to make the right decisions quickly, and changing an organization's structure to respond effectively are also major challenges. The fundamental questions raised by many are--What type of leadership is needed? What leadership styles are best suited? How does a leader change and adapt? The differences between management and leadership is still a topic of discussion and debate. Although we seem to understand the differences somewhat better, there still is significant disagreement. Which of the following best describes the role of managers? a. Managers tend to prefer solitary activity. b. Managers make decisions on their own. c. Managers let others establish strategies to assist in decision making. d. Management doesn't have to cope with complexity. e. Managers are status quo stabilizers.

e.Managers are status quo stabilizers.

30. SCENARIO 11-1 You have discovered that the area managers in your organization seem to be very different in their managerial styles. In an effort to understand their styles, you decide to analyze their styles using Hersey and Blanchard's Situational Leadership. Jack is 66 years old, has been with the company since he was 24, and plans to retire at the end of the year. His employees are all experienced and productive employees in their jobs, and so he seems to "leave them alone" most of the time. Jack is generally not able to work well with Jill, who is a recent addition at the company, has an MBA and five years of industry experience at one of your main competitors. Jill's attitude is upbeat and she is always encouraging her employees that they need to work together because they have a "common stake" in the organization. Her employees are also experienced and productive employees and seem a bit frustrated with all the meetings and planning sessions Jill holds. Doug is a former military sergeant. Doug doesn't trust his employees to complete all of the job tasks at all times, and so he supervises them closely. He has told you before that his employees don't complete all of components of the job properly; when productivity has to be pushed, health and safety tasks get ignored and accident numbers go up; when there is no pressure to get a product run completed, often the quality control checks are dropped from the work routine, as the employees just don't seem to care. Doug sees it as his job to redirect the workers when they ignore or forget to complete these tasks correctly. Jack's style would be described in Situational Leadership as a. telling b. selling c. participating d. directing e. delegating

e.delegating

33. SCENARIO 11-1 You have discovered that the area managers in your organization seem to be very different in their managerial styles. In an effort to understand their styles, you decide to analyze their styles using Hersey and Blanchard's Situational Leadership. Jack is 66 years old, has been with the company since he was 24, and plans to retire at the end of the year. His employees are all experienced and productive employees in their jobs, and so he seems to "leave them alone" most of the time. Jack is generally not able to work well with Jill, who is a recent addition at the company, has an MBA and five years of industry experience at one of your main competitors. Jill's attitude is upbeat and she is always encouraging her employees that they need to work together because they have a "common stake" in the organization. Her employees are also experienced and productive employees and seem a bit frustrated with all the meetings and planning sessions Jill holds. Doug is a former military sergeant. Doug doesn't trust his employees to complete all of the job tasks at all times, and so he supervises them closely. He has told you before that his employees don't complete all of components of the job properly; when productivity has to be pushed, health and safety tasks get ignored and accident numbers go up; when there is no pressure to get a product run completed, often the quality control checks are dropped from the work routine, as the employees just don't seem to care. Doug sees it as his job to redirect the workers when they ignore or forget to complete these tasks correctly. The situational leadership style that Jill should use is a. telling b. selling c. participating d. directing e. delegating

e.delegating

34. SCENARIO 11-1 You have discovered that the area managers in your organization seem to be very different in their managerial styles. In an effort to understand their styles, you decide to analyze their styles using Hersey and Blanchard's Situational Leadership. Jack is 66 years old, has been with the company since he was 24, and plans to retire at the end of the year. His employees are all experienced and productive employees in their jobs, and so he seems to "leave them alone" most of the time. Jack is generally not able to work well with Jill, who is a recent addition at the company, has an MBA and five years of industry experience at one of your main competitors. Jill's attitude is upbeat and she is always encouraging her employees that they need to work together because they have a "common stake" in the organization. Her employees are also experienced and productive employees and seem a bit frustrated with all the meetings and planning sessions Jill holds. Doug is a former military sergeant. Doug doesn't trust his employees to complete all of the job tasks at all times, and so he supervises them closely. He has told you before that his employees don't complete all of components of the job properly; when productivity has to be pushed, health and safety tasks get ignored and accident numbers go up; when there is no pressure to get a product run completed, often the quality control checks are dropped from the work routine, as the employees just don't seem to care. Doug sees it as his job to redirect the workers when they ignore or forget to complete these tasks correctly. According to situational leadership, if Doug's employees accept all parts of the job and add health and safety routines and quality control checks to their jobs at all times, then Doug will be able to lead with belief that employees should interact as little as possible to achieve efficiency can be characterized, according to the managerial grid, as a. telling b. selling c. participating d. directing e. delegating

e.delegating

58. A leader would not be called transformational when he or she a. pays attention to the concerns and developmental needs of individual followers. b. changes followers' awareness of issues. c. is able to excite, arouse, and inspire followers to give forth more effort. d. is charismatic in nature. e. intervenes only if standards aren't met.

e.intervenes only if standards aren't met.