HRM 360 Quiz 3 Leadership

What are the three guidelines in the Path-Goal Theory?

1. Determine what outcomes subordinates are trying to obtain in the workplace. 2. Reward subordinates for performing at high levels or achieving their work goals by giving them desired outcomes. 3. Make sure the subordinates believe they can obtain their work goals and perform at high levels.

What are the Six Key Traits?

1. Drive 2. Motivation 3. Honesty and Integrity 4. Self-Confidence 5. Intelligence (Mental Ability) 6. Knowledge of the Business

The Ohio State Studies

A behavioral approach to leadership. 2 Key dimensions: consideration (relationship focus) and Initiating structure (Task focus) Good leaders will do both.

Leader Punishing Behavior

A leader's negative response to subordinates' undesired behavior.

Leader Reward Behavior

A leader's positive reinforcement of subordinates' desirable behavior.

Vroom and Yetton Model

A model that describes the different ways in which leaders can make decisions and guides leaders in determining the extent to which subordinates should participate in decision making.

Path-Goal Theory

A theory that describes how leaders motivate their followers to achieve group and organizational goals and the kinds of behaviors leaders can engage in to motivate followers.

Leader-Member Exchange Theory

A theory that describes the different kinds of relationships that may develop between a leader and a follower and what the leader and follower give to and receive back from the relationship

Gili sees herself as a no-nonsense type of manager. She focuses on motivating and directing her employees primarily through contingent reward-based exchanges. Gili can be best described as a ________ leader. A. transactional B. transformational C. charismatic D. substitute

A. transactional

What are the four different decision making styles (Vroom and Yetton Model)?

Autocratic Consultative Group Delegated

Which of the following leaders is most likely to be charismatic? A. Diti - who is a low LPC leader B. Bort - who is a transformational leader C. Jerby - who is a transactional leader D. Homer - who is a leadership substitute

B. Bort - who is a transformational leader

Bort is a high LPC leader. According to Fielder's Contingency theory, Bort would be most effective in ________ siutations. A. Highly favorable B. Moderately favorable C. Highly unfavorable D. A and C E. A and B

B. Moderately favorable

According to lecture, transformational leadership is more transitory than transactional leadership. This statement is A. true B. false

B. false

Great "Man" Theory

Born a leader Leadership is in genetics

Which of the following leadership theories focuses on the unique relationship that develops between a leader and each of his/her followers? A. Vroom-Yetton B. Fiedler's Contingency Theory C. Leader Member Exchange Theory D. Leadership Substitutes

C. Leader Member Exchange Theory

If a low LPC leader is in a moderately favorable situation, what does Fiedler recommend that he/she do? A. change his/her style to high LPC B. don't change anything about the situation C. change leader-member relations D. quit E. all of the above

C. change leader-member relations

Rica makes sure that her employees believe that they can attain their work goals and perform at high levels. Rica can be best described as following A. the Ohio State Studies. B. Trait Theory C. Leader-Member Exchange Theory D. House's Path-Goal Theory E. The Great Man Theory

D. House's Path-Goal Theory

Who would be a leadership neutralizer? A. Jerby - who has low intrinsic motivation B. Judy - who has low skills C. Nam - who is intelligent D. Jerby & Juby E. Juby & Nam

D. Jerby & Juby

Which of the following is a leadership style in the Vroom-Yetton Leadership Model? A. autocratic B. delegated C. consultative D. all of the above

D. all of the above

What are the 4 types of behaviors that leaders can engage in to motivate subordinates?

Directive behavior (similar to initiating structure) Supportive behavior (similar to consideration) Participative behavior Achievement-oriented behavior

Jerby instructs all of her managers to show high levels of consideration and low levels of initiating structure. To which leadership theory/model is Jerby referring? A. Fielder's Contingency Theory B. the Vroom-Yetton Model C. Leader-Member Exchange Theory D. Path-Goal Theory E. None of the above

E. None of the above

After obtaining the necessary information from his employees, Mike makes a decision himself. According to the Vroom-Yetton model, Mike is using a(n) ________ leadership style. A. group B. autocratic C. initiating structure D. consideration E. directive F. consultative

F. consultative

What are the 3 Situational Factors in Fielder's Contingency Theory?

Leader member-relations: Do employees like each other and do they like you? Task Structure: How structured is the task employees have to complete Leader Position Power: To what degree can you punish/reward your employees

Characteristics of Transactional Leaders

Leaders and followers are in an exchange relationship. Ex: I'll do what you say and pretend to smile because you will give me money Tends to be transitory. Once there is no longer a transaction the relationship is over.

What's the difference between a Low LPC and a High LPC?

Low LPC = task focus best in high favorable + highly unfavorable situations High LPC = relationship focus best in moderately favorable situations

Gender and Leadership Stereotype (Men)

Men tend to be task-oriented

Leadership substitute

Something that acts in place of a formal leader and makes leadership unnecessary

Leadership Neutralizer

Something that prevents a leader from having any influence and negates a leader's efforts

Consultative (Vroom and Yetton Model)

Subordinates have some input, but the leader makes the decision

Leadership

The capability of an individual to exercise influence and control over other members to help a group or organization achieve its goals.

Group (Vroom and Yetton Model)

The group makes the decision; the leader is just another group member

Delegated (Vroom and Yetton Model)

The leader makes subordinates solely responsible for making the decision

Autocratic (Vroom and Yetton Model)

The leader makes the decision without input from subordinates

Fielder's Contingency Theory

The theory that leader effectiveness is determined by both the personal characteristics of leaders and by the situations in which leaders find themselves. A contingency approach towards leadership. 2 Key factors: Leadership Style (High/Low LPC) and Situational Factors.

Pure Trait Approach

There are some traits regardless of the situation that can make someone a successful leader You got it, where ever you go you'll be a successful leader

Enlightened Approach

Traits matter, but so does the situation and the followers Traits are necessary, but not sufficient to explain leadership

Characteristics of Charismatic and Transformational Leaders

Vision: Future oriented, and vision appeals to other people's end values Rhetorical skills: Good at selling their vision, they use stories, similes, analogies, metaphors and other ways to communicate their vision Image and Trust Building: Strong moral conviction, unconventional tactics, self-confidence Personalized Leadership: Type of person you admire and want to be like. Someone who has referent power.

What is Social/Environmental Engineering?

When a leader does not fit into the situation he/she works best in he/she should change the situation and try to fit the leader to the right situation.

Gender and Leadership Stereotype (Women)

Women tend to be relationship-oriented

Participative behavior (path-goal theory)

enables subordinates to be involved in making decisions that affect them

Supportive behavior (path-goal theory)

lets subordinates know their leader cares about their well-being and is looking out for them

Directive behavior (path-goal theory)

lets subordinates know what tasks need to be performed and how they should be performed

Achievement-oriented behavior (path-goal theory)

pushes subordinates to do their best

In group (Leader-Member Exchange Theory)

relationship between followers and leader characterized by trust, commitment and involvement subordinates tend to be satisfied and perform at a high level

Out group (Leader-Member Exchange Theory)

relationship between followers and the leader is based on the formal authority of the leader and obedience to rules subordinates tend to be less satisfied and perform at lower levels