chapter 11

Question 1

leaders

Answer 1

People who can influence the behaviors of others without having to rely on force; those accepted by others as leaders

Question 2

Legitimate power

Answer 2

Power granted through the organizational hierarchy (managers, ceos, etc)

Question 3

Reward power

Answer 3

The power to give or withhold rewards, such as salary increases, bonuses, promotions, praise, recognition

Question 4

Coercive power

Answer 4

The power to force compliance by means of psychological, emotional, or physical threat

Question 5

referent power

Answer 5

The personal power that accrues to someone based on identification, imitation, loyalty, or charisma

Question 6

Expert power

Answer 6

The personal power that accrues to someone based on the information or expertise they possess

Question 7

The trait approach

Answer 7

some basic trait or set of traits existed that differentiated leaders from nonleaders.

Question 8

job-centered leader behavior

Answer 8

The behavior of leaders who pay close attention to the job and work procedures involved with that job

Question 9

employee-centered leader behavior

Answer 9

The behavior of leaders who develop cohesive work groups and ensure employee satisfaction

Question 10

initiating-structure behavior

Answer 10

The behavior of leaders who define the leader–subordinate role so that everyone knows what is expected, establish formal lines of communication, and determine how tasks will be performed

Question 11

consideration behavior

Answer 11

The behavior of leaders who show concern for subordinates and attempt to establish a warm, friendly, and supportive climate

Question 12

LPC theory

Answer 12

A theory of leadership that suggests that the appropriate style of leadership varies with situational favorableness

Question 13

least-preferred coworker (LPC) measure

Answer 13

The measuring scale that asks leaders to describe the person with whom he or she is able to work least well

Question 14

path–goal theory

Answer 14

A theory of leadership suggesting that the primary functions of a leader are to make rewards available in the workplace and to clarify the kinds of behavior that will lead to those rewards

Question 15

Vroom’s decision tree approach

Answer 15

Predicts what kinds of situations call for different degrees of group participation

Question 16

Decide Decision-Making Style

Answer 16

The manager makes the decision alone and then announces or “sells” it to the group.

Question 17

Consult Decision-Making Style

Answer 17

The manager presents the situation to group members individually, obtains their suggestions, and then makes the decision.

Question 18

Facilitate Decision-Making Style

Answer 18

The manager presents the situation to the group at a meeting, defines the problem and its boundaries, and then facilitates group member discussion as they make the decision.

Question 19

Delegate Decision-Making Style

Answer 19

The manager allows the group to define for itself the exact nature and parameters of the situation and then to develop a solution.

Question 20

substitutes for leadership

Answer 20

A concept that identifies situations in which leader behaviors are neutralized or replaced by characteristics of subordinates, the task, and the organization

Question 21

charismatic leadership

Answer 21

assumes that charisma, an individual trait of the leader, fosters interpersonal attraction, inspiring support and acceptance.

Question 22

transformational leadership

Answer 22

Leadership that goes beyond ordinary expectations by transmitting a sense of mission, stimulating learning experiences, and inspiring new ways of thinking

Question 23

strategic leadership

Answer 23

The ability to lead change in the organization in order to achieve and maintain a superior alignment between the organization and its environment

Question 24

Political behavior

Answer 24

Activities carried out for the specific purpose of acquiring, developing, and using power and other resources to obtain one’s preferred outcomes

Question 25

inducement

Answer 25

when a manager offers to give something to someone else in return for that person’s support.

Question 26

creation of an obligation

Answer 26

do something for someone so they owe you for something later

Question 27

Impression management

Answer 27

A direct and intentional effort by someone to enhance his or her image in the eyes of others

Question 28

middle of the road management

Answer 28

Concern: people MID, product MID

Question 29

Authority-compliance management

Answer 29

Concern: people LOW, product HIGH

Question 30

Impoverished management

Answer 30

Concern: people LOW, product LOW

Question 31

Team management

Answer 31

Concern: people HIGH, product HIGH

Question 32

Country club management

Answer 32

Concern: people HIGH, product LOW