Psych 358 BYU

Leaders' use of physical force to get their way is which kind of power?

Coercive (Involves the use of force to effect change, against their will)

Jim is a district manager of Wendy's West Michigan. When he hires people, the most important thing he looks for is whether people are good problem solvers. Which approach or model is Jim using? the Mumford skills model Jim isn't using any of these the trait approach the style approach. Katz's skills approach

the Mumford skills model it contends that a leader's effectiveness depends on the leader's ability to solve complex organizational problems. It addresses questions like: Why are some leaders good problem solvers and others are not?

According to Burns, followers should remember that their leaders are above them and act accordingly. T/F

False (Leaders are not above or better than followers. Leaders and followers must be understood in relation to each other. They are two sides of the same coin)

The research on leadership generally has found it to be a relatively simple process. T/F

False (Leadership is a complex process with multiple dimensions)

The trait approach determines the most important traits in a highly objective way. T/F

False (One of its weaknesses is its failure to delimit a definitive list of traits)

An individual perceived by other group members as influential can only be an assigned leader, not an emergent one. T/F

False (Some people are leaders because of their formal position in an organization - assigned leadership, whereas others are leaders because of the way other group members respond to them - emergent leadership)

Select the options that correctly complete this sentence: According to early LMX theory: - the leader usually expects extra duties from out-group members. - the out-group has less influence with the leader than does the in-group. - out-group members may not want to be in-group members. - in-group members are chosen on the basis of compatibility with the leader.

the out-group has less influence with the leader than does the in-group. out-group members may not want to be in-group members. in-group members are chosen on the basis of compatibility with the leader. (the leader does not usually expect extra duties from out-group members)

In the Leadership Grid, the 9, 9 type of leader prefers the middle ground, soft-pedals disagreement, and swallows convictions in the interest of progress. T/F

False (The 9, 9 or team management style places a strong emphasis on both tasks and interpersonal relationships. The 5, 5 or middle-of-the-road management describes leaders who are compromisers, who have an intermediate concern for the task and an intermediate concern for the people who do the task)

Kotter argues that managerial and leadership functions are really quite similar. T/F

False (The overriding function of management is to provide order and consistency to organizations, whereas the primary function of leadership is to produce change and movement)

"She is a natural leader" is a phrase commonly expressed by people who take a process perspective toward leadership. T/F

False (The style approach emphasizes the behavior of the leader)

The style approach is not heuristic. T/F

False (The style approach is heuristic. Based on the style approach, leaders can assess their actions and determine how they may want to change to improve their leadership style)

Whereas the skills approach emphasizes the personality characteristics of the leader, the trait approach emphasizes the behavior of the leader. T/F

False (The trait approach emphasizes the importance of the leader's personality)

The acronym VDL stands for Variation Dependent Leadership. T/F

False (it stands for vertical dyad linkage)

One of the strengths of the situational approach is its clear conceptualization of subordinates' developmental levels. T/F

False A criticism of situational leadership concerns the ambiguous conceptualization in the model of subordinates' development levels. It is not clear how commitment is combined with competence to form four distinct levels of development.

Men and women are perceived as equally capable leaders in mixed-sex groups. T/F

False A study of 40 mixed-sex college groups found that women, while equally successful at leading the group to achieve its goal, were rated significantly lower on leadership and likability than men.

The situational approach requires leaders to demonstrate a strong degree of control. T/F

False As situations become more supportive and less directive, leaders give control to subordinates.

D4 subordinates are not certain that they can do the job by themselves. T/F

False D4 employees are the highest in development, having a high degree of competence and commitment

In the situational approach, leadership style defines directive behaviors as those that help group members in goal achievement via two-way communication. T/F

False Directive behaviors help group members accomplish goals by clarifying, often with one-way communication, what is to be done, how it is to be done, and who is responsible for doing it. Supportive behaviors help group members feel comfortable about themselves, their coworkers, and the situation. They involve two-way communication and responses that show social and emotional support for others.

In the situational approach, leadership style refers to motivational principles. T/F

False Leadership style consists of the behavior pattern of a person who attempts to influence others. It includes both directive (task) behaviors and supportive (relationship) behaviors.

In SLII, Style 2 is low directive and low supportive. T/F

False Style 2 is called coaching and is high directive and high supportive. The leader gives encouragement and solicits subordinate input, but the leader makes the final decisions. Style 4 is called delegating and is low directive and low supportive. The leader gives less task input and social support, facilitating employees' confidence and motivation. The subordinate takes responsibility for getting the job done the way he or she sees fit, and the leader gives up control.

In SLII, delegating is ineffective with subordinates who are very competent and committed. T/F

False Style 4 is called delegating and is low directive and low supportive. This style is best used with subordinates who are very competent and committed.

Assisting group members in building cohesiveness is primarily a task behavior. T/F

False Task behaviors facilitate goal accomplishment for group members. Relationship behaviors help subordinates feel comfortable with themselves, with each other, and with their situation.

The process definition of leadership states that certain individuals have inborn qualities that differentiate them from non-leaders. T/F

False The process viewpoint suggests that leadership is a phenomenon that resides in the context of the interactions between leaders and followers and makes leadership available to everyone.

In his early studies, Stogdill found that leaders in one situation would almost always be leaders in another situation. T/F

False Traits that leaders possess must be relevant to situations in which the leader is functioning. Leaders in one situation may not necessarily be leaders in another situation.

Power that any elected official has is

Legitimate (It is a form of position power - It is the influence capacity a leader derives from having higher status than the followers have)

Select the correct characteristics of the mature partnership phase. Mutual trust Respect Transformational relationships Reciprocity

Mutual trust Respect Transformational relationships Reciprocity

Leaders' power to provide pay raises and promotions is

Reward

During the stranger phase of leadership making, how is it most accurate to describe roles? (Select all that apply.) scripted negotiated tested

Scripted (not negotiated or tested)

A criticism of transformational leadership is that it treats leadership as a personality trait. T/F

True

A disadvantage of path-goal theory is that its approach could foster subordinate dependency. T/F

True

A strength of the transformational model is its emphasis on followers' needs, values, and morals. T/F

True

According to Bass, charisma is a necessary but not sufficient condition for transformational leadership. T/F

True

Career experience is a strong influence on a leader's competencies. T/F

True

Charismatic leadership is often described in ways that make it similar to, if not synonymous with, transformational leadership. T/F

True

Charismatic leadership transforms followers' self-concepts and tries to link the identity of the followers to the collective identity of the organization. T/F

True

Criticisms of transformational leadership are that it is elitist and antidemocratic, and that it suffers from heroic leadership bias. T/F

True

During the first phase of leadership making, the interactions within the leader-subordinate dyad are generally low quality. T/F

True

During the partner phase of leadership, the leader and the subordinate have reciprocal influence on each other. T/F

True

Environmental influences are factors in a situation that lie outside the leader's competencies, characteristics, and experiences. T/F

True

Human skills are important at all levels of management. T/F

True

In LMX theory, leadership making suggests that leaders help everyone to be in the in group. T/F

True

In LMX theory, the dyadic relationship is the focal point of the leadership process. T/F

True

In SLII, Style 3 is high supportive and low directive. T/F

True

In work settings where the formal authority system is weak, leadership becomes a tool that helps subordinates by making the rules and work requirements clear. T/F

True

LMX can be criticized for failing to fully explain the way high-quality, leader-member exchanges are created. T/F

True

LMX challenged the assumption that leaders treated followers in a collective way, as a group, using an average leadership style. T/F

True

Laissez-faire leadership represents the absence of leadership. T/F

True

Later studies of LMX showed that high-quality relationships between leaders and subordinates produce less employee turnover. T/F

True

Leadership occurs in both large and small groups. True or False

True

Mumford's research studied military personnel rather than business and organizational leaders. T/F

True

Over 60 different leadership classification systems have been developed. T/F

True

Participative leadership is effective with subordinates who have a strong need to control (internal locus of control). T/F

True

Path-goal leadership is not a trait approach that locks leaders into only one kind of leadership. T/F

True

Path-goal theory is based on motivation principles drawn from Expectancy Theory. T/F

True

Situational leadership requires the clear recognition of subordinate needs. T/F

True

The SLII model emphasizes flexibility in leadership style. T/F

True

The situational approach contends that leadership involves both directive and supportive behaviors. T/F

True

The skills approach is relatively new and has not been widely used in training and development. T/F

True

The skills approach provides a structure consistent with leadership education programs. T/F

True

The skills approach suggests that many individuals have the potential for leadership. T/F

True

The style approach has been validated by a wide range of studies. T/F

True

The style approach has failed to identify a universally effective leadership style. T/F

True

The style approach suggests that leadership cannot be explained by any list of personality traits. T/F

True

The trait approach failed to identify a definitive set of specific leadership traits. T/F

True

The trait approach has a century of research to back it up. T/F

True

Transactional leadership focuses on the exchanges that occur between leaders and their followers. T/F

True

Transactional leadership refers to the bulk of leadership models. T/F

True

Transformational leadership views leaders as social architects. T/F

True

The "great person" approach focuses on important political leaders. T/F

True ("Great man" theories focus on identifying the innate qualities and characteristics possessed by great social, political, and military leaders)

Based on results from later studies, Stogdill argued that personality and situational factors were both determinants of leadership. T/F

True (Based on the 2nd survey, he argued more moderately that both personality and situational factors were determinants of leadership)

Some studies have suggested that masculinity is a leadership trait. True or False

True (Both Mann and Lord et al. found that masculinity was related to how ppl perceived leaders)

Leaders who use coercion are generally more interested in their own goals than those of subordinates. T/F

True (Coercion involves the use of force to effect change and means influencing others to do something against their will;Genuine leadership, on the other hand, involves influencing a group of individuals toward a common goal that all desire)

In application, the trait approach can help individuals pinpoint their strengths and weaknesses. T/F

True (It doesn't provide a definitive set of traits, but does provide direction regarding which traits are good to have, so can pinpoint strengths and weaknesses)

A boss, by definition, usually has position power over subordinates. T/F

True (Position power is the power a person derives from a particular office or rank. It is the influence capacity a leader derives from having higher status than his or her followers)

The trait approach focuses primarily on the leader, not on the followers or the situation. T/F

True (The trait approach focuses exclusively on the leader)

According to Situational Leadership, D3 subordinates may be highly skilled but also lack commitment. T/F

True Development level is the degree to which subordinates have the competence and commitment necessary to accomplish a given task or activity. D3 represents employees who have moderate to high competence but may lack commitment.

The trait approach emphasizes that leadership resides within the individual. T/F

True It focuses exclusively on the leader

A factor common to the leadership classification systems is the view of leadership as a process of influence. T/F

True Leadership doesn't exist w/o influence

In the Leadership Grid, a person who uses but does not integrate the 1, 9 and 9, 1 styles of leadership could be called a "benevolent dictator." T/F

True Paternalism/maternalism refers to a leader who uses both 1, 9 and 9, 1 styles but does not integrate the two. This is the "benevolent dictator" who acts graciously but does so for the purpose of goal accomplishment. In essence, they treat people as if they were dissociated from the task.

SLII is used by many corporations to train leaders. T/F

True Situational leadership is well known and frequently used for training leaders within organizations. It is used in training programs in more than 400 of the Fortune 500 companies. It is seen as a credible model for training people to become effective leaders.

Select all options that accurately complete this sentence: The need for directive leadership increases when employees: believe that outside circumstances control their lives. feel competent to complete their work. want to help make decisions. believe they are in charge of their lives.

believe that outside circumstances control their lives.

Which of these is not a competency? problem-solving skills knowledge social judgment skills all of these are competencies cognitive ability

cognitive ability

Management by exception involves - taking a hands-off approach. - correcting misbehavior of employees. - negotiating special rules and tasks with employees. - offering payoffs for employees who perform their duties. - giving individualized attention to employees.

correcting misbehavior of employees

From what style does path-goal theory suggest that leaders should respond to dogmatic and authoritarian followers?

directive style (give subordinates instructions, tells them what's expected, how to do it, timeline, etc.)

Which of the following attributes begins to decline in later adulthood? motivation crystallized cognitive ability personality general cognitive ability effectiveness.

general cognitive ability

According to House, which option is not one of the specific types of behaviors commonly exhibited by charismatic leaders? - serving as a strong role model - arousing emotions - articulating vision - giving structure to complex tasks - articulating ideological goals with moral overtones

giving structure to complex tasks

Bill is in charge of hiring a new manager for the first shift on the production line. According to Katz' model, Bill should be looking for a person with which of the following types of skills? Bill shouldn't be looking for any of these skills human and technical skills conceptual skills technical skills human and conceptual skills

human and technical skills (useful skills for lower management)

Which option best describes the elements of a model of transformational leadership? - forming, storming, norming, performing - supporting, controlling, delegating, directing - motivating, planning, controlling, organizing - idealized influence, inspirational motivation, intellectual stimulation, individualized consideration - laissez-faire, contingent reward, management-by-exception, corrective transactions

idealized influence, inspirational motivation, intellectual stimulation, individualized consideration

Which of the following is not a subordinate benefit of high LMX? increased relational communication. ample access to supervisors. preferential treatment. increased job-related communication. increased performance-related feedback.

increased relational communication. (Benefits: ample access to supervisors. preferential treatment. increased job-related communication. increased performance-related feedback.)

In the skills model, which of these is a general cognitive ability? motivation intellectual ability acquired over time knowledge information processing none of the above

information processing

In the skills model, crystallized knowledge refers to which of the following? intelligence quotient intellectual ability acquired over time effectiveness motivation crystallized knowledge refers to none of these

intellectual ability acquired over time

Select all of the options that correctly complete this sentence: Researchers agree that leadership A. is influenced by the situation. B. is an inborn trait. C. cannot be learned.

is influenced by the situation (research indicates that leadership is learnable and not simply an inborn trait)

Select the work experiences that contribute to leaders' knowledge and skills. mentoring challenging assignments hands-on experience none of these contribute to leaders' knowledge and skills

mentoring challenging assignments hands-on experience

Select all the options that best describe path-goal theory. motivational theory great person theory transformational theory

motivational theory (Path-goal theory derived from expectancy theory)

During the acquaintance phase of leadership making, subordinates tend to focus

on both their own and the group's interests.

Sara is criticized for shifting her management style too much and is known as a leader who watches out for herself. She is a/an 1, 9 leader. opportunistic leader. paternalistic leader. 9, 1 leader. 9, 9 leader.

opportunistic leader. (Opportunism refers to a leader who uses any combination of the basic five styles for the purpose of personal advancement.)

Select all of the individual attributes A. personality B. general cognitive ability C. motivation

A, B, C (Plus crystallized cognitive ability)

Select all of the traits that are associated with effective leadership A. self confidence B. intelligence C. sociability D. none of the above

A, B, and C (Plus determination and integrity)

Select all of the options which represent strengths of the trait approach. A. It is intuitively appealing. B. none of these are strengths of the trait approach. C. A century of research backs it up. D. It emphasizes the leader in the leadership process.

A, C, D

Select all of the options that correctly complete this sentence: In a major review in 1948, Stogdill suggested that: A. no consistent set of traits differentiated leaders from non-leaders. B. a consistent set of traits differentiated leaders from non-leaders. C. leadership traits were independent of situation factors. D. extroversion was a definitive leadership trait.

A..... Traits that leaders possess must be relevant to situations in which the leader is functioning. Leaders in one situation may not necessarily be leaders in another situation. An individual does not become a leader solely because that individual possesses certain traits. Rather, the traits that leaders possess must be relevant to the situation in which the leader is functioning.

Which of the following is not one of the classifications for a definition of leadership? - A behavior - An artistic process - The focus of group process - An instrument of goal achievement - A personality trait

An artistic process

Select the types of skills that are most important for leaders operating at lower levels of management A. technical and conceptual B. technical and human C. none of these are most important for leaders D. human and conceptual E. human, technical, and conceptual operating at lower levels of management

B

Select all the options that correctly complete this sentence: The individual attributes factor in the skills model suggests A. that traits are not important to leadership. B. that the skills model is not just a competency-based model. C. that traits are important to leadership.

B and C

Mary has managed the mailroom for two years. Management views Mary as a person with special leadership talents, such as intelligence, sociability, and determination. Management is using which of the following approaches? A. skills approach B. trait approach C. styles approach D. attributions approach E. managerial grid approach

B. trait approach

Which of the following are examples of positive communication behaviors that account for successful leader emergence? - being dominant, speaking frequently - being informed, initiating new ideas - sense of humor, facial expressiveness - asking questions, being flexible - differentiating oneself from the group, challenging group norms

Being informed, initiating new ideas (Others include: being verbally involved, seeking others' opinions, and being firm but not rigid)

Which scholar(s) created the Leadership Grid?

Blake and Mouton

Select all of the options that correctly describe trait research. A. provides useful data for training and development. B. links traits to outcomes. C. shows that successful leaders tend to have certain identified traits. D. none of the above

C

Motivation and personality fall within the competencies component of Mumford's skills model. T/F

False

Path-goal leadership is an approach to leadership for which many management-training programs have been developed. T/F

False

Path-goal theory is a lot like coaching and giving guidance. T/F

False

Path-goal theory predicts that subordinates who have a strong need for affiliation prefer directive leadership. T/F

False

Personality and other personal characteristics are unrelated to the process of how in-groups are formed. T/F

False

Pseudo-transformational leadership could be described as a form of socialized leadership. T/F

False

Ryan White was more of a transactional leader than a transformational leader. T/F

False

Social judgment is an individual attribute in the skills model. T/F

False

Studies have shown that high LMX has a direct impact on employee creativity. T/F

False

Subordinates in the out-group receive more information and concern from their leaders than do in-group members. T/F

False

Technical skills grow in importance as one moves up the managerial hierarchy. T/F

False

The Big Five & Leadership meta-analysis found that the factor most strongly associated with leadership was conscientiousness. T/F

False

The emergence of a vision should originate only from the leader, not the followers within the organization. T/F

False

The problem with the LMX approach is that it gives little attention to the importance of communication in leadership. T/F

False

The skills approach is not descriptive. T/F

False

The "great person" approach stresses that leaders' traits are learned. T/F

False ("Great man" theories focus on identifying the innate qualities and characteristics possessed by great leaders. It was believed that people were born with these traits and that only the "great" people possessed them)

A major strength of the trait approach is that it is quite useful for training. T/F

False (It is viewed as an innate characteristic that cannot be learned)

Followers are usually responsible for maintaining the relationship with leaders. T/F

False (Leader often initiates r/s, creates communication linkages, and caries burden for maintaining the r/s)

Select all the options that path-goal theory suggests. - Leaders need confidence and articulateness. - Subordinates with an external locus of control should be directed. - Leaders should help subordinates around their difficulties by removing obstacles. - Task and subordinate characteristics affect leadership effectiveness.

- Subordinates with an external locus of control should be directed. - Leaders should help subordinates around their difficulties by removing obstacles. - Task and subordinate characteristics affect leadership effectiveness.

Emotional intelligence has to do with two different domains and the interplay between them. Those two domains are A. affective and cognitive. B. effective and reflective. C. mind and body. D. traits and styles. E. task and process.

A

Select all of the options that correctly describe the trait approach. A. It emphasizes leader personality. B. It emphasizes behavior of leaders. C. It lays out a set of hypotheses about leadership.

A

Select all of the options that correctly complete this sentence: Emotional intelligence includes our ability to perceive and A. to manage emotions within one's self. B. to use emotions to facilitate thinking. C. to reason/understand emotions. D. to express emotions. E. emotional intelligence includes none of these.

A B C D

Select all the options that correctly complete this sentence: Defining leadership as a process means that: A. It is a transactional event B. The leader affects and is affected by followers C. It is an inborn trait or characteristic

A and B

Select the behaviors that social intelligence includes. A. appropriate public behavior B. self-monitoring C. acquiring social status

A and B

Select all of the options that correctly complete this sentence: According to the trait approach, leaders should A. have determination. B. have integrity. C. be much smarter than their followers.

A and B (Although it is good to be bright, the research also indicates that a leader's intellectual ability should not differ to much from that of the subordinates).

Select all of the options that correctly complete this sentence: The trait approach to leadership is appealing because A. people have a need to see their leaders as gifted people. B. it is based on subjective determinations of the important leadership traits. C. it has been in existence for over 100 years.

A and C (B is a weakness of trait theory)

You have recently been made a department head of the new regional office. In getting to know your departmental staff, you have noticed that one of your inexperienced employees is not following through on assigned tasks. She is enthused about her new job and wants to get ahead in the organization. Which alternative represents the most effective leadership style for this situation? - Discuss the lack of follow-through with her and explore possible ways to solve his problem (S3). - Define the steps necessary to complete the assigned tasks and monitor her performance frequently (S1). - Let her know about the lack of follow-through and give her more time to improve her performance (S4). - Specify what she must do to complete the tasks but incorporate any suggestions she may have (S2).

Define the steps necessary to complete the assigned tasks and monitor her performance frequently (S1). Style 1 is called directing and is high directive and low supportive. This style is best used when with subordinates are low in competence and high in commitment (D1).

Which of the following refers to the power Bill Gates had when he and Paul Allen started the Microsoft company? - reward - referent - legitimate - expert - coercive

Expert power (Is based on followers' perceptions of the leader's competence)

A problem with LMX theory is that it appears to be unrelated to positive organizational outcomes. T/F

False

According to Blake and Mouton, the "authority-compliance manager" is highly concerned with people and has little concern for results. T/F

False

According to path-goal theory, when jobs are very complex, supportive leadership should be provided. T/F

False

According to the Leadership Grid, opportunistic leaders rely primarily on the 5, 5 style of leadership. T/F

False

Bass and Avolio suggest that transformational leadership cannot be taught, since it results from innate leadership characteristics. T/F

False

Crystallized cognitive ability refers to one's innate intellectual ability or intelligence. T/F

False

In LMX, it is usually the leader who makes an offer to the subordinate for improved career-oriented exchanges. T/F

False

In-group relationships are based on the formal employment contract (defined roles). T/F

False

Katz states that human skills are most important for middle and top management levels. T/F

False

Leadership research suggests conclusively that it is best for leaders to be high-task and high-relationship in all situations. T/F

False

According to path-goal theory, achievement-oriented leadership is most effective in settings where followers are required to perform unambiguous tasks. T/F

False.....Achievement-oriented leadership is characterized by a leader who challenges subordinates to perform work at the highest level possible, establishing a high standard of excellence and seeking continuous improvement. Leaders show a high degree of confidence that subordinates are capable of establishing and accomplishing challenging goals. Achievement-oriented leadership is most effective in settings in which subordinates are required to perform ambiguous tasks. In settings where the task is more structured and less ambiguous, achievement-oriented leadership appears to be unrelated to subordinates' expectations about their work efforts.

What does using the path-goal approach, expectancy theory suggest? (Select all that apply.) - Leaders' needs and followers' needs overlap. - Followers are motivated if they think completing a given task will result in a valuable payoff. - A leader should try to help followers reach their fullest potential.

Followers are motivated if they think completing a given task will result in a valuable payoff.

Transformational leadership does what? (Select all that apply.) - Increases the motivation and morality of followers. - Helps followers reach their full potential. - Creates a connection between leaders and followers.

Increases the motivation and morality of followers. Helps followers reach their full potential. Creates a connection between leaders and followers.

Select all the disadvantages of LMX theory. It directs our attention to the importance of the leader-member dyad. It discriminates against some subordinates. It runs counter to the human value of fairness.

It discriminates against some subordinates. It runs counter to the human value of fairness. (incorrect: It directs our attention to the importance of the leader-member dyad.)

Select all of the options that correctly characterize transformational leadership. - It helps followers to transcend their own self-interests for the good of the group. - It results in performance that goes well beyond what is expected. - Is a process in which leaders and followers exchange efforts for specified rewards.

It helps followers to transcend their own self-interests for the good of the group. It results in performance that goes well beyond what is expected. (Is NOT a process in which leaders and followers exchange efforts for specified rewards.)

Jim is a manager of a Wendy's. He is very concerned with efficiency and with making employees happy. Which of the following is true of Jim? Jim is low in initiating structure and high in consideration. Jim is a country-club manager. Jim is an impoverished leader. Jim is a compromiser. Jim is a high-high style leader.

Jim is a high-high style leader.

You are the leader of a small jazz band, comprised of four of your peers who have never been in a jazz group before. As the leader of the band, you have been very straightforward about how the band will function. You have clearly described each of the members' roles, and they are starting to catch on to how the group works. What style do you exhibit next?

Style 2 Style 2 is called coaching and is high directive and high supportive. The leader gives encouragement and solicits subordinate input, but the leader makes the final decisions. This style is best used when with subordinates have some competence and low commitment (D2).

You are leader of a group project for a class. The other group members seem insecure about whether they can complete the project, but it is apparent that they are competent enough to do a good job. In prior meetings, you have been coaching them on the project. Based on SLII, which leadership style should you exhibit at the next meeting?

Style 3 Style 3 is called supporting and is high supportive and low directive. The leader does not focus exclusively on goals but uses supportive behaviors that bring out the employees' skills around the task to be accomplished. The leader gives control for day-to-day decisions but remains available to facilitate problem solving. This style is best used when with subordinates are very competent and lack commitment (D3).

You are president of a large corporation. At a typical monthly meeting, each of your vice presidents gives standard area reports. In the past, these reports have been good, and the VPs seem satisfied about their work. Based on SLII, which leadership style should you exhibit at the next meeting?

Style 4 Style 4 is called delegating and is low directive and low supportive. The subordinate takes responsibility for getting the job done the way he or she sees fit, and the leader gives up control. This style is best used when with subordinates are very competent and committed (D4).

Kouzes and Posner's five practices that enable leaders to accomplish extraordinary things include all of these except support contingent reward. model the way. challenge the process. inspire a shared vision. encourage the heart.

Support contingent reward (the fifth one is enable others to act)

Larry dislikes giving instructions to employees. He is uncomfortable with which of the following? (Select all that apply.) the nondirective approach process behavior task behavior

Task behavior

From which style does path-goal theory suggests that leaders should respond to autonomous group members with unstructured tasks? directive style. supportive style. achievement style. participative style.

participative style. Participative leadership consists of inviting subordinates to share in the decision making. Subordinates with an internal locus of control believe that they are in charge of the events that occur in their lives. Path-goal theory suggests that for these subordinates, participative leadership is most satisfying because it allows them to feel in charge of their work and to be an integral part of decision making.

According to Blake and Mouton, which leadership style includes rewards and approval for people in return for their loyalty and obedience? opportunism paternalism/maternalism middle-of-the-road none of these authority/compliance

paternalism/maternalism

The primary functions of management are:

planning, organizing, staffing, and controlling.

Select all the options that correctly complete this sentence: It is accurate to say that SLII is primarily - prescriptive. - descriptive. - well supported by research.

prescriptive

Select all options that accurately describe what directive leadership does: attempts to make work challenging invites shared decision-making provides performance standards

provides performance standards; does not: attempt to make work challenging or invite shared decision-making

Which of the following presents a competency-based approach to leadership? contingency approach style approach great person approach trait approach skills approach

skills approach

Select all the items that measure performance outcome: solutions that go beyond given information original solutions to problems standard external criteria

standard external criteria

Select the options that correctly complete this sentence: House notes that effects of charismatic leadership are more likely to occur in - contexts in which followers experience few difficulties. - supportive environments. - stressful situations.

stressful situations (Not in contexts in which followers experience few difficulties or supportive environments)

Select all the options that represent main components in path-goal theory. subordinate characteristics work setting leader style

subordinate characteristics work setting leader style