Chapter 14 - Leadership: Styles and Behaviors

Question 1

describes how leader–member exchange (LMX) relationships develop over time on a dyadic basis, can explain why those differences exist.5 The theory argues that new leader–member relationships are typically marked by a role taking phase

Answer 1

Leader–member exchange theory

Question 2

during which the employee’s own expectations for the dyad get mixed in with those of the leader.

Answer 2

Role making

Question 3

defined as the degree to which the leader’s actions result in the achievement of the unit’s goals, the continued commitment of the unit’s employees, and the development of mutual trust, respect, and obligation in leader–member dyads.

Answer 3

Leader Effectiveness

Question 4

traits are more predictive of leader emergence (i.e., who becomes a leader in the first place) than they are of leader effectiveness (i.e., how well people actually do in a leadership role).

Answer 4

Leader emergence

Question 5

the leader makes the decision alone without asking for the opinions or suggestions of the employees in the work unit.

Answer 5

Autocratic style

Question 6

the leader presents the problem to individual employees or a group of employees, asking for their opinions and suggestions before ultimately making the decision themself.

Answer 6

Consultative style

Question 7

which the leader presents the problem to a group of employees and seeks consensus on a solution, making sure that their own opinion receives no more weight than anyone else’s.

Answer 7

Facilitative style

Question 8

the leader gives an individual employee or a group of employees the responsibility for making the decision within some page 473set of specified boundary conditions.

Answer 8

Delegative style

Question 9

suggests that the focus should shift away from autocratic, consultative, facilitative, and delegative leaders to autocratic, consultative, facilitative, and delegative situations.

Answer 9

Time-driven model of leadership

Question 10

Is the decision significant to the success of the project or the organization?

Answer 10

Decision significance

Question 11

Is it important that employees “buy in” to the decision?

Answer 11

Importance of commitment

Question 12

Does the leader have significant knowledge or expertise regarding the problem?

Answer 12

Leader expertise

Question 13

How likely is it that employees will trust the leader’s decision and commit to it?

Answer 13

Likelihood of commitment

Question 14

Do employees share and support the same objectives, or do they have an agenda of their own?

Answer 14

Shared objectives

Question 15

Do the employees have significant knowledge or expertise regarding the problem?

Answer 15

Employee expertise

Question 16

Do the employees have the ability to work together to solve the problem, or will they struggle with conflicts or inefficiencies?

Answer 16

Teamwork skills

Question 17

reflects the extent to which the leader defines and structures the roles of employees in pursuit of goal attainment.

Answer 17

Initiating structure

Question 18

reflects the extent to which leaders create job relationships characterized by mutual trust, respect for employee ideas, and consideration of employee feelings.

Answer 18

Consideration

Question 19

argues that the optimal combination of initiating structure and consideration depends on the readiness of the employees in the work unit.

Answer 19

Life cycle theory of leadership

Question 20

is broadly defined as the degree to which employees have the ability and the willingness to accomplish their specific tasks.

Answer 20

Readiness

Question 21

high initiating structure and low consideration—in which case the leader provides specific instructions and closely supervises performance.

Answer 21

Telling

Question 22

high initiating structure and high consideration—in which the leader supplements their directing with support and encouragement to protect the confidence levels of the employees.

Answer 22

Selling

Question 23

low initiating structure and high consideration—becomes the optimal combination of leader behaviors.

Answer 23

Participating

Question 24

low initiating structure and low consideration—such that the leader turns over responsibility for key behaviors to the employees.

Answer 24

Delegating

Question 25

involves inspiring followers to commit to a shared vision that provides meaning to their work while also serving as a role model who helps followers develop their own potential and view problems from new perspectives.

Answer 25

Transformational leadership

Question 26

avoidance of leadership all together

Answer 26

laissez-faire (hands-off) leadership

Question 27

occurs when the leader rewards or disciplines the follower depending on the adequacy of the follower’s performance.

Answer 27

Transactional leadership

Question 28

the leader waits around for mistakes and errors, then takes corrective action as necessary.

Answer 28

Passive management-by-exception

Question 29

the leader arranges to monitor mistakes and errors actively and again takes corrective action when required.

Answer 29

Active management-by-exception

Question 30

represents a more active and effective brand of transactional leadership, in which the leader attains follower agreement on what needs to be done using promised or actual rewards in exchange for adequate performance.

Answer 30

Contingent reward

Question 31

involves behaving in ways that earn the admiration, trust, and respect of followers, causing followers to want to identify with and emulate the leader.

Answer 31

Idealized influence

Question 32

involves behaving in ways that foster an enthusiasm for and commitment to a shared vision of the future.

Answer 32

Inspirational motivation

Question 33

involves behaving in ways that challenge followers to be innovative and creative by questioning assumptions and reframing old situations in new ways.

Answer 33

Intellectual stimulation

Question 34

involves behaving in ways that help followers achieve their potential through coaching, development, and mentoring.

Answer 34

Individualized consideration

Question 35

Transformational leadership has a __________ effect on performance

Answer 35

Moderate positive

Question 36

Transformational leadership has a _________ effect on commitment

Answer 36

Strong positive

Question 37

suggests that certain characteristics of the situation can constrain the influence of the leader, making it more difficult for the leader to influence employee performance.

Answer 37

Substitutes for leadership model

Question 38

reduce the importance of the leader while simultaneously providing a direct benefit to employee performance.

Answer 38

Substitutes

Question 39

only reduce the importance of the leader; they themselves have no beneficial impact on performance.

Answer 39

Neutralizers

Question 40

during which a manager describes role expectations to an employee and the employee attempts to fulfill those expectations with their job behaviors.

Answer 40

Role taking

Question 41

marked by the frequent exchange of information, influence, latitude, support, and attention.

Answer 41

“high-quality exchange” dyad

Question 42

judgments of leader effectiveness should gauge how effective the page 469most critical leader–member dyads appear to be.

Answer 42

Leader–member exchange theory