Chapter 12

Authentic leaders are known to be​ selfless, good​ listeners, honest, and willing to admit faults and improve performance. There are CEOs who have appeared to be good examples of authentic leaders. There are also other leaders who may be charismatic or transformational but have a wrong vision or are more focused on their own needs or pleasures. In​ addition, there are other challenges to effective leadership such as substitutes and neutralizers. Which of the following are NOT important characteristics and factors that lead to authentic leadership and increased​ trust, as well as ethical and effective​ leadership?: A. A manager reviewing and sharing employee performance reviews with senior subordinates. B. Leaders who use power in a socially constructive way to serve others. C. Leaders with​ honesty, principle,​ integrity, and trustworthiness. D. Socialized charismatic leadership in which​ "other-centered" values are practiced by leaders who model ethical conduct. E. Selecting the right leaders with traits such as extraversion and​ conscientiousness, who are also high​ self-monitors.

A manager reviewing and sharing employee performance reviews with senior subordinates.

What type of leadership focuses on the ethical aspects of​ leadership?: open channel, oral channel, video channel, channel high in richness, authentic leadership

Authentic leadership

Mentoring relationships serve both career and psychological functions for​ protégés. But, why would a leader want to be a​ mentor? A. All employees like to participate in a mentoring relationship. B. Mentoring provides a filtered access to the attitudes of employees. C. Because it is a natural trait according to the attribution theory of leadership. D. Because a leader may feel they have something to share with the younger generation and want to provide a legacy. E. Protéégéés are a poor source of early warning signals that identify potential organizational problems.

Because a leader may feel they have something to share with the younger generation and want to provide a legacy.

What behavior amongst followers increased when leaders were seen as embodying the identity and the values of the​ organization?: satisfaction, commitment, motivation, communication, integrity

Commitment

Which traits from the Big 5 personality framework seem to predict effective​ leadership?: - domination and emotional stability - conscientiousness and openness - extraversion and sociability - introversion and sociability - conscientiousness and emotional stability

Conscientiousness and openness

Charmaine is the director of training in her organization. She has decided to do a study of all the managers within the organization to determine leadership style and the amount of control each of the leaders has in a given situation. Charmaine is focusing on what leadership​ model?: situational leadership model, contingency model, servant leadership model, path-goal model, leader-participant theory

Contingency model

According to​ Fiedler's contingency​ model, effective group performance depends on the proper match between the​ leader's style and the degree to which the situation gives the leader control. Which of the following statements using​ Fiedler's model is​ correct/true? A.Leader-member relations is the degree of influence a leader has over power​ variables, such as​ hiring, firing,​ discipline, promotions, and salary increases. B. Fiedler assumes an​ individual's leadership style is​ fixed; if a situation requires a​ task-oriented leader and the person in the leadership position is​ relationship-oriented, either the situation has to be modified or the leader has to be replaced to achieve optimal effectiveness. C. Fiedler identified a multitude of ways to improve leader effectiveness. D. Fiedler's model is simple and straightforward. It is the standard bearer of leadership theory. E. Task-structure is the degree of influence a leader has over power​ variables, such as​ hiring, firing,​ discipline, promotions, and salary increases.

Fiedler assumes an​ individual's leadership style is​ fixed; if a situation requires a​ task-oriented leader and the person in the leadership position is​ relationship-oriented, either the situation has to be modified or the leader has to be replaced to achieve optimal effectiveness.

​Laissez-faire, transactional, and transformational leadership styles are part of which leadership​ model? path-goal leadership model, full-range leadership model, LMX leadership model, situational leadership model, servant leadership model

Full-range leadership model

HIT Corp. has developed a mentorship program for its managers and is encouraging them to serve​ functions, including coaching others to help them develop​ skills, acting as sounding boards for​ ideas, and counseling others to bolster their​ self-confidence. What other activities are generally included in a mentorship​ program?: A. The manager is assigned as a​ "trainer" and made responsible for all new employees. It is this training manager who selects the manager with whom each protéégéé will be paired. B. Identify a less​ experienced, lower-level employee who appears to have potential for future development. C. The manager is requested to go through a training program paired with the protéégéé to ease the​ employee's transition into the company. D. The manager is assigned to the protéégéé as their exclusive responsibility for a period of weeks to help indoctrinate the newly hired employee into the corporate entity. E. The manager is paired with a promising employee and encouraged to develop a personal relationship with the employee outside of work.

Identify a less​ experienced, lower-level employee who appears to have potential for future development.

Throughout​ history, strong leaders have been described by their traits. Trait theories of leadership focus on personal qualities and characteristics. The search for​ personality, social,​ physical, or intellectual attributes that differentiate leaders from​ non-leaders goes back to the earliest stages of leadership research. Which of the following accurately describes the difference between a leader and a​ non-leader? A. Studies have shown that the best leaders are introverted and cannot only achieve the​ organization's goals, but they can entice employees to perform at a high level.​ Non-leaders are extraverted. B. Leaders are born with the inherent skills to manage​ effectively, and​ non-leaders will never be able to be effective leaders. C. Agreeableness and emotional stability show strong relationships to leadership. D. Leaders who like being around people and are able to assert themselves​ (extraverted), who are disciplined and able to keep commitments they make​ (conscientious), and who are creative and flexible​ (open), do have an apparent advantage when it comes to​ leadership, suggesting good leaders do have key traits in common. E. Organizations need strong leadership and strong management for optimal effectiveness. We need leaders to challenge the status​ quo, create visions of the​ future, and inspire organizational members to achieve the visions. We also need nonleaders to formulate detailed​ plans, create efficient organizational​ structures, and oversee​ day-to-day operations.

Leaders who like being around people and are able to assert themselves​ (extraverted), who are disciplined and able to keep commitments they make​ (conscientious), and who are creative and flexible​ (open), do have an apparent advantage when it comes to​ leadership, suggesting good leaders do have key traits in common.

Kevin is a​ task-oriented leader and provides work support and clear direction to his​ employees, but the work environment requires a​ relationship-oriented leader. How should the company manage​ this? A. Send Kevin to a workshop that helps him to be a situational leader. B. Modify the situation to one that requires a​ relationship-oriented leader or replace Kevin. C. Increase the workload so the employees have time to focus only on tasks and meeting performance targets. D. Focus on the employees and provide interpersonal and leadership training for them. E. Provide rewards and incentives to Kevin so he will motivate the employees to work harder.

Modify the situation to one that requires a​ relationship-oriented leader or replace Kevin.

What concept makes it difficult for a leader to make any difference in follower​ outcomes?: neutralizers, substitutes, tight-knit groups, inept followers, modifiers

Neutralizers

____________ integrates charismatic and ethical leadership.: servant leadership, socialized charismatic leadership, trait leadership, the full-range leadership model, transformational leadership

Socialized charismatic leadership

Hometown Appliance has been having some significant issues with salesmen who are giving customers incorrect pricing or information in order to draw them into the​ store, or creating advertising to draw customers into the store only to tell them that the item is sold out. In order to resolve some of the ethical issues that the organization is​ having, what might be the best​ solution?: - re-vamp the training process - start at the direct manager level - start at the top of the command structure - start with the employees on the sales floor - fire everyone and hire new employees

Start at the top of the command structure.

Teams prefer male leaders when aggressively competing against other teams. Teams prefer female leaders when there is competition within teams and there is a call to improve positive relationships within the group. This phenomenon is an example of the results of​ ___________.: leadership neutralizers, online leadership, bias, attribution theory, trust development theory

attribution theory

The​ ______________________of leadership suggests that it is more important to appear to be a leader than to actually be one.: attribution theory, charismatic theory, behavioral approach, full-range leadership model theory, trait approach

attribution theory

One reason why leaders would be interested in mentoring others is because​ ________________.: A. because it protects the organization B. their bonus is connected to it C. because it increases the​ leader's level of transformational leadership D. because it ensures the leader has a replacement E.because​ it's part of the job

because it increases the​ leader's level of transformational leadership

The extent to which a​ person's job relationships are characterized by mutual​ trust, respect for​ employees' ideas, and regard for their feelings is known as​ _________________.: situational leadership, transformational leadership, consideration, behavioral analysis, contingency theory

consideration

Studies on the behavioral theory of leadership have received mixed results because​ _____________.: A. downward communication strives for higher employee engagement and feedback B. followers seldom experience job satisfaction C. they have been limited in application D. follower preferences do not remain constant from one culture to another E. they​ don't consider the follower

follower preferences do not remain constant from one culture to another

The Fiedler model found​ ________.: A. an​ individual's leadership style is​ variable, depending on situations and employee traits B. leader-member relations to be the degree of​ confidence, trust, and respect leaders have in their subordinates C. if a situation requires a​ task-oriented leader and​ he/she is​ relationship-oriented, either the situation has to be modified or the leader has to be replaced to achieve optimal effectiveness D. position power is the degree of influence a leader has over variables such as​ assigning, communicating,​ interacting, and motivating E. a leader can be trained to improve interpersonal skills to manage subordinates and improve performance

if a situation requires a​ task-oriented leader and​ he/she is​ relationship-oriented, either the situation has to be modified or the leader has to be replaced to achieve optimal effectiveness

Ohio State studies of leadership identified two critical dimensions in the behavioral approaches to leadership which included​ ____________________.: initiating structure, compromise, charismatic behaviors, team building, negotiation

initiating structure

Behavioral theories of leadership have found that​ ________.: A. initiating structure includes behavior that attempts to organize​ levels, workflows, and performance B. four dimensions that account for leadership behavior are initiating​ structure, consideration, relationship​ orientation, and variable effects C. consideration is where leaders consider all work and people risks before taking action D. initiating structure and consideration are the two dimensions that accounted for leadership behavior E. we have to select leaders with leadership behaviors

initiating structure and consideration are the two dimensions that accounted for leadership behavior

Trait theories of leadership have found​ ________.: A. social and physical attributes that differentiate leaders from​ non-leaders B. interpersonal skills and characteristics differentiate leaders from​ non-leaders C. leaders to be​ normal, like other people D. personal qualities and characteristics that differentiate leaders from​ non-leaders E. charisma and agreeableness to be the most important traits of leaders

personal qualities and characteristics that differentiate leaders from​ non-leaders

The primary quality produced by authentic leaders is​ ____________________.: trust, intellectual stimulation, improved communication, follower engagement, future leadership traits in followers

trust

Leaders develop ingroup and outgroup relationships according to which theory of​ leadership?: situational leadership model, leader-participant theory, path-goal model, leader-member exchange (LMX) theory, servant leadership model

​Leader-member exchange​ (LMX) theory