Leadership

Question 1

The process of GUIDING and DIRECTING the behavior of people in the organization in order to achieve a certain objective

Answer 1

Leadership

Question 2

The idea that people who BECOME LEADERS possess traits or characteristics different from people who do not become leaders

Answer 2

Leader Emergence (Traits, Needs, Orientation)

Question 3

A personality trait characterized by the tendency to ADAPT ONES BEHAVIOR to fit a particular social situation

Answer 3

Self-Monitoring

Question 4

When the leader is NOT DISTRACTED by stressful situations and when the leader uses a more DIRECTIVE leadership style

Answer 4

Cognitive Ability

Question 5

The extent to which a person wants to be in CONTROL of other people

Answer 5

Need for POWER

Question 6

The extent to which a person DESIRES to be SUCCESSFUL

Answer 6

Need for ACHIEVEMENT

Question 7

The extent to which a person DESIRES to be AROUND PEOPLE

Answer 7

Need for AFFILIATION

Question 8

Psych tests that can measure NEED FOR POWER

Answer 8

1. TAT

2. Job Choice Exercise (JCE) - developed by Stahl and Harrell

Question 9

Leaders that act in a WARM and SUPPORTIVE manner, show CONCERN to their subordinate, believe that employees are intrinsically motivated, seek responsibility, self-controlled, do not necessarily dislike work

Answer 9

Person-Oriented Leaders

Question 10

Leaders that DEFINE and STRUCTURE their own roles and those of their subordinates to attain the group’s formal goals

Answer 10

Task-Oriented Leaders

Question 11

Tools to measure Task or Person oriented leaders

Answer 11

1. LOQ - Leadership Opinion Questionnaire (filled out by supervisors or leaders that want to know their leadership styles)
2. LBDQ - Leader Behavior Description Questionnaire (completed by subordinates)

Question 12

6 Unsuccessful Leader traits

Answer 12

1. Lack of Training
2. Cognitive Deficiencies
3. Personality
4. Paranoid or Passive Aggressive
5. High likability Floater
6. The Narcissist

Question 13

Also known as SITUATIONAL THEORY developed by Fred Fieldler

Answer 13

Situational Favorability Theory

Question 14

Refers to the extent to which tasks have CLEAR GOALS and problems can be solved

Answer 14

Task Structuredness

Question 15

The greater the POSITION or legitimate power of the LEADER, the more favorable the situation

Answer 15

Leader Position Power

Question 16

Also known as the IMPACT THEORY and was developed by Geler Downey and Johnson (1980)

Answer 16

Organizational Climate Theory (6 behavioral styles)

Question 17

6 behavioral styles according to Organizational Climate Theory

Answer 17

1. INFORMATIONAL style - info giver
2. MAGNETIC style- charismatic personality
3. POSITION style - virtue
4. AFFILIATION style - caring for others
5. COERCIVE style - rewards and punishment
6. TACTICAL style - strategy

Question 18

Behavior will be ACCEPTED by subordinates only to the extent to which the behavior helps the subordinate ACHIEVE their goals

Answer 18

Subordinate Ability

Question 19

A theory of leadership stating that leaders will be effective if their behavior helps subordinates achieve relevant goals

Answer 19

Path Goal Theory (4 behavioral styles)

Question 20

4 behavioral styles of the Path Goal Theory

Answer 20

1. INSTRUMENTAL style - plans activities
2. SUPPORTIVE style - show concern
3. PARTICIPATIVE style - employee participation
4. ACHIEVEMENT ORIENTED style - challenging goals

Question 21

Leadership theory developed by Hersey and Blanchard (1988)

Answer 21

Situational Leadership Theory (Follower Readiness)

Question 22

4 behavior styles of Situational Leadership Theory

Answer 22

1. Delegating
2. Directing
3. Supporting
4. Coaching

Question 23

Leadership theory developed by Dansereu, Graen and Haga (1975)

Answer 23

Leader-Member Exchange theory (LMX)

Question 24

A theory of leadership that concentrates on helping a leader choose how to make a decision (Vroom & Yetton, 1973)

Answer 24

Vroom-Yetton Model (Leadership through Decision Making theory)

Question 25

Leaders are more effective when they are out of their offices, WALKING AROUND, meeting with and talking to employees

Answer 25

Leadership Through Contact (management by walking around - MBWA)

Question 26

Important to a leader because as it increases, so does the leader's potential to INFLUENCE others.

Answer 26

Leadership Through Power (management by power)

Question 27

Three basic types of Power according to Raven, 1992

Answer 27

1. EXPERT power - knowledge 2. LEGITIMATE power - elected 3. REWARD or COERCIVE power - rewards and punishment 4. REFERENT power - identification with a leader

Question 28

Leadership style if a leader focuses on TASK ORIENTED behaviors

Answer 28

Transactional Leaders

Question 29

Leadership type that focuses on CHANGING and TRANSFORMING goals, values, ethics, standards and the performance of others

Answer 29

Transformational Leadership

Question 30

Model that views leadership as a DECISION MAKING PROCESS in which the leader examines certain factors within the situation to determine which making style will be most effective (Vroom and Jago)

Answer 30

The Normative Decision Model

Question 31

5 decision making styles according to the Normative Decision Model

Answer 31

1. Autocratic I - leader solves problems 2. Autocratic II - ideas from subordinates 3. Consultative I - explain > ideas > decision 4. Consultative II - sharing > ideas > decision 5. Group II - sharing > discussion > ideas

Question 32

Model developed by Muczyk and Bernand C. Reinmann

Answer 32

The Muczyk-Reiman Model (Participation and Direction)