Chapter 14

Question 1

Leaders

Answer 1

The process of influencing others to achieve group or organizational goals

Question 2

Leaders

Answer 2

• Focus on vision, mission, goals, and objectives
• Encourage creativity and risk taking
• have long-term perspective
• concerned with end

Question 3

Managers

Answer 3

• focus on productivity and efficiency
• preservers of the status quo
• have a short-term perspective
• concerned with means

Question 4

Trait theory

Answer 4

A leadership theory that holds that effective leaders possess a similar set of traits or characteristics

Question 5

Traits

Answer 5

Relatively stable characteristics, such as abilities, psychological motives, or consistent patterns of behavior

Question 6

Leaders differ from non leaders based on the following traits:

Answer 6

• drive
• desire to lead
• honesty/integrity
• self confidence
• emotional stability
• cognitive ability and knowledge of the business

Question 7

Initiating structure

Answer 7

The degree to which a leader structures the roles of followers by:

• setting goals
• giving directions
• setting deadlines
• assigning tasks

Question 8

Leadership behavior

Answer 8

A leaders ability to initiate structure affects subordinates job performance

Question 9

Consideration

Answer 9

Extent to which a leader is friendly, approachable, and supportive and shows concern for employees
-Affects subordinates job satisfaction

Question 10

Situational approach

Leadership style

Answer 10

The way a leader generally behaves toward followers

-situational approaches assume that the effectiveness of any leadership style depends on the situation

Question 11

Contingency theory

Answer 11

A leadership theory states that to maximize work group performance, leaders must be matched to the situation that best fits their leadership style

Question 12

Fielders contingency theory

-assumptions

Answer 12

Leaders are effective when their work groups perform well

-Leaders are unable to change their leadership styles

Question 13

Least Preferred CoWorker LPC questionnaire used to measure leadership style

Answer 13

• score above 64 indicates relationship oriented style
• score 57 or below indicates a task-oriented style
• score from 58 to 63 indicates a flexible style

Question 14

Situational favorableness

Answer 14

The degree to which a particular situation either permits or denies a leader the chance to influence the behavior of group members

Question 15

Factors that determine situational favorableness

Answer 15

-Leader-member relations
Task structure
-position power

Question 16

Leader-member relations

Answer 16

The degree to which followers respect,trust, and like their leaders

Question 17

Task structure

Answer 17

The degree to which the requirements of a subordinates tasks are clearly specified

Question 18

Position Power

Answer 18

The degree to which leaders are able to hire,fire,reward,and punish workers

Question 19

Hersey Blanchard situational leadership

Situational theory

Answer 19

Leaders need to adjust their leadership styles to match followers readiness

Question 20

Performance readiness

Answer 20

Ability and willingness to take responsibility for directing one’s behavior at work

Question 21

Job readiness and psychological readiness components combine to produce four different levels of performance readiness

Answer 21

R1: insecure persons who are neither willing nor able to take responsibility
R2: people who are confident and willing but not able to take responsibility
R3: people who are insecure and able but not willing to take responsibility
R4: people who are confident and willing and able to take responsibility

Question 22

Path-goal theory:

Answer 22

A leadership theory that states leaders can increase subordinate satisfaction and performance by

• clarifying and clearing the paths to goals
• increasing the number and kinds of rewards available for goal attainment

Question 23

Conditions for path clarification, path clearing,and rewards

Answer 23

• Leader behavior must be a source of immediate or future satisfaction for followers
• leader behavior must offer something unique and valuable to followers while providing the coaching, guidance, support, and rewards necessary for effective work performance

Question 24

Subordinate Contingency

Answer 24

• perceived
• locus of control
• experience

Question 25

Leaders styles in path-goal theory | Directive leadership

Answer 25

Leader let’s employees know precisely what is expected of them -gives them specific guidelines for performing tasks -schedules work -

Question 26

Normative Decision Theory

Answer 26

A theory that suggests how leaders can determine an appropriate amount of employee participation when making decisions -Decision styles -Autocratic A1 Or A11 Consultative (C1 or C11) -Group G11 decisions Right degree of employee participation improves: -Quality of decisions -Extent to which employees accept and are committed to decisions

Question 27

Quality Rule:

Answer 27

If the quality of the decision is important, then don’t use an autocratic decision style

Question 28

Leader Information Rule:

Answer 28

If the quality of the decision is important, and if the leader doesn’t have enough information to make the decision on his or her own, then don’t use an autocratic decision style

Question 29

Subordinate Information Rule:

Answer 29

If the quality of the decision is important and subordinate don’t have enough information to make the decision themselves then don’t use a group discussion style

Question 30

Goal congruence rule:

Answer 30

If the quality of the decision is important and subordinates goals are different from the organizations goals then don’t use a group decision style

Question 31

Problem structure rule

Answer 31

If the quality of the decision is important, the leader doesn’t have enough information to make the decision on his or her own, and the problem is unstructured, then don’t use an autocratic decision style

Question 32

Decision rules to increase decision acceptance | Commitment probability rule:

Answer 32

If having subordinates accept and commit to the decision is important, then don’t use an autocratic decision style

Question 33

Subordinate conflict rule ;

Answer 33

If having subordinates accept the decision is important and critical to successful implementation and subordinates are likely to disagree or end up in conflict over the decision, then don’t use an autocratic or consultative decision style

Question 34

Commitment requirement rule

Answer 34

If having subordinates accept the decision is absolutely required for successful implementation, and subordinates share the organization goals, then don’t use an autocratic or consultative style

Question 35

Visionary leadership

Answer 35

Leadership that creates a positive image of the future that motivates organizational members and provides direction for the future planning and goal setting

Question 36

Charismatic leadership

Answer 36

The behavioral tendencies and personal characteristics of leaders that create an exceptionally strong relationship between them and their followers

Question 37

Transformational leadership

Answer 37

Leadership that - generates awareness and acceptance of a group’s purpose and mission - gets employees to see beyond their own needs and self-interests for the good of the group

Question 38

-Components

Answer 38

- charismatic leadership or idealized influence - inspirational motivation - intellectual stimulation - individualized consideration

Question 39

Transactional leadership

Answer 39

Leadership based on an exchange process in which followers are rewarded for good performance and punished for poor performance

Question 40

Situational theory

Answer 40

States that leaders need to adjust their leadership styles to match followers readiness

Question 41

Performance readiness

Answer 41

The ability and willingness to take responsibility for directing ones behavior at work