Chapter 17

Question 1

The Nature of Leadership

Answer 1

The Meaning of Leadership
Power and Leadership
Using Power

Question 2

The Meaning of Leadership

Answer 2

Process: what leaders actually do.
Property: who leaders are.
Leaders

Question 3

Process: what leaders actually do.

Answer 3

Using noncoercive influence to shape the group’s or organization’s goals.
Helping to define organizational culture.

Question 4

Property: who leaders are.

Answer 4

The set of characteristics attributed to individuals perceived to be leaders.

Question 5

Leaders

Answer 5

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

Question 6

Power and Leadership

Answer 6

Power is the ability to affect the behavior of others.
Legitimate power
Reward power
Coercive power
Referent power
Expert power

Question 7

Legitimate power

Answer 7

Granted through the organizational

hierarchy.

Question 8

Reward power

Answer 8

The power to give or withhold rewards, such as salary increases, bonuses, promotions, praise, recognition, and interesting job assignments.

Question 9

Coercive power

Answer 9

Is the capability to force compliance by means of psychological, emotional, or physical threat.

Question 10

Referent power

Answer 10

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

Question 11

Expert power

Answer 11

Is derived from the possession of information or expertise.

Question 12

Using Power

Answer 12

Legitimate request
Instrumental compliance
Coercion
Rational persuasion
Personal identification
Inspirational appeal
Information distortion

Question 13

Legitimate request

Answer 13

Compliance by a subordinate with a manager’s request because the organization has given the manager the right to make the request.

Question 14

Instrumental compliance

Answer 14

Subordinate complies to get the reward the manager controls.

Question 15

Coercion

Answer 15

Threatening to fire, punish, or reprimand subordinates if they do not do something.

Question 16

Rational persuasion

Answer 16

Convincing subordinates that compliance is in their own best interest.

Question 17

Personal identification

Answer 17

Using the referent power of a superior’s desired behaviors to shape the behavior of a subordinate.

Question 18

Information distortion

Answer 18

Withholding or distorting information (which may create an unethical situation) to influence subordinates’ behavior.

Question 18

Traits Approach to Leadership

Answer 18

Assumed that a basic set of personal traits that differentiated leaders from nonleaders could be used to identify leaders and as a tool for predicting who would become leaders.
The trait approach was unsuccessful in establishing empirical relationships between traits and persons regarded
as leaders.
Hundreds of studies boil down to five common traits…

Question 19

Leadership Behaviors

Answer 19

Michigan Studies (Rensis Likert)
Ohio State Studies

Question 20

Michigan Studies (Rensis Likert)

Answer 20

Job-centered behavior
Employee-centered behavior
These two forms of leader behaviors were considered to be at opposite ends of the same continuum and similar to (respectively) Likert’s System 1 and System 4 of organizational design.

Question 21

Job-centered behavior

Answer 21

Managers who pay close attention to

subordinates’ work, explain work procedures, and are keenly interested in performance.

Question 22

Employee-centered behavior

Answer 22

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

Question 23

Ohio State Studies

Answer 23

The studies did not interpret leader behavior as being one dimensional as did the Michigan studies.
Identified two basic leadership styles that can be exhibited simultaneously:
• Initiating-structure behavior
• Consideration behavior

Question 24

Initiating-structure behavior

Answer 24

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 25

Consideration behavior

Answer 25

The leader shows concern for subordinates and attempts to establish a friendly and supportive climate.

Question 26

Ohio State Studies Assumptions:

Answer 26

Leaders who exhibit high levels of both behaviors would be most effective leaders.

Question 27

Situational Approaches to Leadership

Answer 27

Least-Preferred Coworker Theory (Fiedler) Path-Goal Theory (Evans and House) Vroom Decision Tree Approach The Leader-Member Exchange (LMX) Approach

Question 28

Situational Models of Leader Behavior Assumes:

Answer 28

Appropriate leader behavior varies from one situation to another. Key situational factors that are interacting to determine appropriate leader behavior can be identified.

Question 29

Least-Preferred Coworker Theory (Fiedler)

Answer 29

The appropriate style of leadership varies with situational favorableness (from the leader’s viewpoint). Contingency variables determining situational favorableness: • Leader-member relations • Task structure • Position Power

Question 30

Leader-member relations

Answer 30

The nature of the relationship between the leader and the work group.

Question 30

Task structure

Answer 30

The degree to which the group's task is well defined.

Question 30

Position Power

Answer 30

the power vested in the leader’s position.

Question 30

Least preferred coworker (LPC)

Answer 30

The measuring scale that asks leaders to describe the person with with whom they are least able to work well. whom they are least able to work well. High LPC scale scores indicate a relationship orientation; low LPC scores indicate a task orientation on the part of the leader.

Question 30

Path-Goal Theory (Evans and House)

Answer 30

The primary functions of a leader are to make valued or desired rewards available in the workplace and to clarify for the subordinate the kinds of behavior that will lead to goal accomplishment or rewards.

Question 31

Path-Goal Theory Leader Behaviors:

Answer 31

Directive leader behavior Supportive leader behavior Participative leader behavior Achievement-oriented leader behavior

Question 32

Directive leader behavior

Answer 32

Letting subordinates know what is expected of them, giving guidance and direction, and scheduling work.

Question 33

Supportive leader behavior

Answer 33

Being friendly and approachable, showing concern for subordinates' welfare, and treating members and equals.

Question 34

Participative leader behavior

Answer 34

Consulting with subordinates, soliciting suggestions, and allowing participation in decision making.

Question 35

Achievement-oriented leader behavior

Answer 35

Setting challenging goals, expecting subordinates to perform at high levels, encouraging and showing confidence in subordinates.

Question 36

Vroom Decision Tree Approach

Answer 36

Attempts to prescribe a leadership style appropriate to a given situation. Decision significance Decision Timeliness

Question 37

Vroom Decision-Making Styles

Answer 37

``` Decide Consult (individually) Consult (group) Facilitate Delegate ```

Question 38

Decide

Answer 38

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

Question 39

Consult (individually)

Answer 39

Manager presents program to group | members individually, obtains their suggestions, then makes the decision.

Question 40

Consult (group)

Answer 40

The manager presents the problem to group members at a meeting, gets the suggestions, and then makes the decisions.

Question 41

Facilitate

Answer 41

Manager presents the problem to the group, defines the problem and its boundaries, and then facilitates group member discussion as they make the decision.

Question 42

Delegate

Answer 42

Manager allows the group to define for itself the exact nature and parameters of the problem and then develop a solution.

Question 43

The Leader-Member Exchange (LMX) Approach

Answer 43

Stresses the importance of variable relationships between supervisors and each of their subordinates. Leaders form unique independent relationships (“vertical dyads”) with each subordinate in which the subordinate becomes a member of the leader’s out-group or in-group.

Question 44

Related Perspectives on Leadership

Answer 44

Substitutes for Leadership Charismatic Leadership (House) Transformational Leadership

Question 45

Substitutes for Leadership

Answer 45

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

Question 46

Charismatic Leadership (House)

Answer 46

Charisma, an interpersonal attraction that inspires support and acceptance, is an individual characteristic of a leader. Charismatic persons are more successful than noncharismatic persons. Charismatic leaders are self-confident, have a firm conviction in their belief and ideals, and possess a strong need to influence people.

Question 47

Charismatic leaders in organizations must be able to:

Answer 47

Envision the future, set high expectations, and model behaviors consistent with expectations. Energize energize others through a demonstration of excitement, others through a demonstration of excitement, personal confidence, and patterns of success. Enable others by supporting them, by empathizing with them.

Question 48

Transformational Leadership

Answer 48

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

Question 49

Transformational Leadership Seven keys to successful leaders:

Answer 49

Encouraging risk Being an expert Inviting dissent Simplifying things

Question 50

Political Behavior

Answer 50

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

Question 51

Common Political Behaviors

Answer 51

``` Inducement Persuasion Creation of an obligation Coercion Impression management ```

Question 52

Inducement

Answer 52

Offering to give something to someone else in return for that person’s support.

Question 53

Persuasion

Answer 53

Relies on both emotion and logic.

Question 54

Creation of an obligation

Answer 54

Providing support for another person’s position that obliges that person to return the favor at a future date.

Question 55

Coercion

Answer 55

using force to get one’s way.

Question 56

Impression management

Answer 56

Making a direct and intentional effort to enhance one’s image in the eyes of others.

Question 57

Managing Political Behavior

Answer 57

Be aware that even if actions are not politically motivated, others may assume that they are. Reduce the likelihood of subordinates engaging in political behavior by providing them with autonomy, responsibility, challenge, and feedback. Avoid using power to avoid charges of political motivation.