Leadership and Navigation

Question 1

Coercive Approach to leadership

Answer 1

leader imposes a vision or solution on the team and demands that the team follows this directive- effective during a crisis when immediate and clear action is required.

Question 2

Authoritative Approach to leadership

Answer 2

leader proposes a bold vision or solution and invites the team to join this challenge- effective at times when there is no clear path forward and the proposal is compelling.

Question 3

Affiliative approach to leadership

Answer 3

the leader creates strong relationships with and inside the team, encouraging feedback. The team is motivated by loyalty- effective at all times but not when used alone.

Question 4

Democratic Approach to leadership

Answer 4

leader invites followers to collaborate and commits to acting by consensus- effective when a leader does not have a clear vision or anticipates strong resistance but not when time is short.

Question 5

Pacesetting approach to leadership

Answer 5

the leader sets a model for high-performance standards and challenges followers to meet these expectations- effective with teams of highly skilled and motivated employees not when expectations exhaust employees.

Question 6

Coaching approach to leadership

Answer 6

the leader focuses on developing team members’ skills, believing that success comes from aligning the organization’s goals with employee’s personal and professional goals- effective when leaders are highly skilled in strategic management, communication and motivation not when employees resist changing performance.

Question 7

Trait Theory

Answer 7

leaders posses certain innate characteristics that followers do not possess- implies that leadership can not be learned.

Question 8

Behavioral theories

Answer 8

leadership theory that believes that leaders influence group members through certain behvaiors

Question 9

Blake-Moulton Theory

Answer 9

a leadership theory that believes leadership involves managing tasks and employees. Has 5 types of managers with only 1 true leader (team leader)

Question 10

country club managers

Answer 10

Blake-Moulton manager- (low task, high relationship) create a secure atmosphere and trust individuals to accomplish goals, avoiding punitive actions so as not to jeopardize relationships.

Question 11

Impoverished managers

Answer 11

Blake-Moulton Theory manager (low task, low relationship) use a “delegate and disappear” style. Detached

Question 12

Authoritarian Managers

Answer 12

Blake-Moulton Theory manager (high task, low relationship) expect people to do what they are told without question

Question 13

Middle of the road managers

Answer 13

Blake-Moulton Theory manager (midpoint on both task and employee) get the work done but are not considered leaders

Question 14

Team leaders

Answer 14

Blake-Moulton Theory manager only true leader (high task, high relationship) lead by positive example, foster a team environment, and encourage individual and team development

Question 15

Situational Theories

Answer 15

leadership theory that leaders can flex their behaviors to meet needs of unique situations, employing both task or directive behaviors and relationship or supportive behaviors with employees.

Question 16

Hersey-Blanchard Situational Leadership

Answer 16

Leadership theory that states that leaders adapt their behaviors to meet the evolving needs of team members. Tasks and Relationships. As teams grow in skill and experience leaders supply teh appropriate behavior:
1- telling- when employee is not yet motivated or competent
2- selling- when the increasingly competent employee still needs focus and motivation (why are we doing this)

3- Participating- when competent workers can be included in problem solving and coached on higher skills
4- Delegating- when very competent team members can benefit from greater levels of autonomy and self-direction.

Question 17

Fiedler’s Contingency Theory

Answer 17

Leadership theory that leaders change the situation to make it more favorable and more likely to achieve good outcomes. changing relationships and tasks

Question 18

Path-Goal Theory

Answer 18

leadership theory that emphasizes the leader’s role in coaching and developing followers’ competencies. Leader performs the behavior needed to help employees stay on track towards their goals. Involves addressing different types of employee needs:
1-directive- help the employee understand the task and its goal.
2-supportive- try to fulfill employee’s relationship needs
3-Achievement- motivate by setting challenging goals
4- Participative- provide more control over work and leverage group expertise through the participative decision making

Question 19

Emergent Theory

Answer 19

a leadership theory that states that leaders are not appointed but emerge from the group, which chooses the leader based on interactions.

Question 20

Legitimate Power

Answer 20

power created by title or position in the hierarchy that is associated with the rights of leadership.
Effective- saves time in decision making and focuses team on organization’s goals
Limitations- may be insuffieicient if leaders is not competent and effective

Question 21

Reward Power

Answer 21

power created when the leader can offer followers something they value in exchange for their committment
Effective- can appeal to team members’ individual motivators
Limitations- useful only when leader has access to and can extend meaningful rewards

Question 22

Expert Power

Answer 22

power created when a leader is recognized as possessing great intelligence, insight or experience
Effetive- can improve a team’s efforts by offering advice and guidance, can win respect for the team and its work
Limitations- can create dependency and weaken taem members’ ntiaitve or discrouge independent contributions.

Question 23

Referent Power

Answer 23

power created by the force of the leader’s personality, the ability to attract administration, affection and/or loyalty
Effective- appeals to social needs of individuals, desire for affiliation

Limitations- will weaken if leder is not competent, effective and fair

Question 24

Coercive Power

Answer 24

power created when the leader has the power to punish those who do not follow.
Effective- likely to get immediate results
Limitations- damages team members’ motivation and self-direction over time

Question 25

Theory X

Answer 25

A motivational theory where motivation is seen as irrelevent. Leaders micromanage and coerce team members because they believe people do not like to work and must be strictly controlled and forced to work.

Question 26

Theory Y

Answer 26

A motivational theory where motivation is seen as absolutely critical int he workplace. Leaders believe that employees dislike rigid controls and inherently want to accomplish something. Leaders apply a more participative style that empowers employees.

Question 27

Needs Theory

Answer 27

A motivational theory that individuals are motivated by a desire to satisfy certain needs. Common factors are achievement, social connection, some degree of control.

Question 28

Maslow Theory

Answer 28

A motivational theory that believes 5 basic categories of needs must be met in ascending order: physiological (basic needs related to survival), safety and security, belonging and love (acceptance), esteem (both self-esteem and the respect of others), self actualization (need to fulfill one's potential). Lower level needs must be relatively satisfied in order for a high-level need to emerge or serve to motivate.

Question 29

Herzberg Theory

Answer 29

Motivational Theory that behavior is driven by intrinsic factors (innate desires, internal such as challenging work, meaningful impact, recognition) and extrinsic factors (workplace hygiene, external such as job security, pay, and work conditions). Money Vs. Job Title. Satisfying hygiene factors can remove some areas of discontent that interfere with motivation but are not enough to motivate themselves.

Question 30

McClelland Theory

Answer 30

Motivational theory that states individuals are motivated by 3 basic desires: achievement/accomplishment, affiliation (feeling like part of a group), and power (influence or control over others). Employees have all three needs but their relative importance varies. Effective leaders identify and appeal to each employee's primary motivators.