Leadership and Navigation

Question 1

Leader imposes a vision or solution on the team and demands the team follow this directive

Answer 1

Coercive leadership

Question 2

Leader proposes a bold vision or solution and invites the team to join the challenge

Answer 2

Authoritative leadership

Question 3

Leader creates strong relationships with and inside team, encouraging feedback. Team is motivated by loyalty.

Answer 3

Affiliative leadership

Question 4

Leader invites followers to collaborate and commits to activity by consensus

Answer 4

Democratic leadership

Question 5

Leader sets a model for high performance standards and challenges team to meet expectations

Answer 5

Pacesetting

Question 6

Leader focuses on developing team members’ skills, believing that success comes from aligning the org’s goals with employee’s personal and professional goals

Answer 6

Coaching

Question 7

Effective HR Leaders…

Answer 7

• Develop and coach others
• Build positive relationships
• Model their values and fulfill their promises and commitments
• Have functional expertise

Question 8

Ineffective HR leaders…

Answer 8

• Focus internally rather than externally to stakeholders
• Lack strategic perspective, focusing on short term objectives and daily tasks
• Do not anticipate or react well to change
• Resist “stretch” goals

Question 9

Trait Leadership Theory

Answer 9

leaders possess certain innate characteristics that followers do not

Question 10

Behavioral Leadership Theory

Answer 10

leaders influence group members through certain behaviors

Question 11

Situational Leadership Theory

Answer 11

leaders can flex their behaviors to meet the needs of unique situations

Question 12

Transactional leadership

Answer 12

preference for order and structure, focuses on control and short term planning

Question 13

Transformational leadership

Answer 13

ability to inspire employees to embrace change, encourage and motivate to innovate and seek out changes

Question 14

Theory that leadership involves managing tasks and employee relationships

Answer 14

Blake-Mouton Theory

Question 15

Hershey-Blanchard Situational Leadership

Answer 15

leadership style evolves as members grow:
- telling
- selling
- participating
- delegating

Question 16

Leaders change situation to make more favorable

Answer 16

Fiedler’s Contingency Theory

Question 17

Path-Goal Theory

Answer 17

Leader performs the behavior needed to help employees stay on track toward goals

Question 18

Parts of the formal organization

Answer 18

• traditional reporting lines
• decision making process
• funding process
• org’s strategy, mission, and values
• events that shape decision-maker’s assessments

Question 19

Informal organization

Answer 19

Culture and social dynamics

Question 20

How to understand the informal organization

Answer 20

• observation, identify people who are treated as leaders
• seeing what types of behavior are rewarded and what ideas are accepted

Question 21

Benefit of finding allies

Answer 21

building support with other stakeholders who can improve proposals and strengthen value prop to management

Question 22

Type of power that can save time in decision making and focus the team on org’s goals

Answer 22

Legitimate power

Question 23

Type of power that appeals to individual motivators

Answer 23

Reward power

Question 24

Type of power that wins respect and improves the team by offering advice and guidance

Answer 24

Expert power

Question 25

Type of power that appeals to social needs and desire of affiliation

Answer 25

Referent power

Question 26

Type of power likely to get immediate results, but damages member’s motivation and self-direction over time

Answer 26

Coercive power

Question 27

Motivation Theory X/Theory Y

Answer 27

Motivation is seen as absolutely irrelevant (X) or absolutely critical (Y)

Question 28

Maslow’s 5 Categories of Needs

Answer 28

1. physiological
2. safety
3. belonging
4. esteem
5. actualization

Question 29

Theory that behavior is driven by intrinsic factors: challenging work, meaningful impact, recognition, and extrinsic factors: job security, pay, conditions

Answer 29

Herzberg Needs

Question 30

3 basic desires of McClelland Needs

Answer 30

1. achievement
2. affiliation
3. power

Question 31

Needs for innate needs, relatedness, autonomy, and purpose

Answer 31

Self-determination

Question 32

Level of effort depends on expectancy (success), instrumentality (reward), and valence (reward is meaningful)

Answer 32

Vroom expectancy

Question 33

Track record of success can create empowered employees, while track record of failure can create learned helplessness

Answer 33

Heider, Weiner Attribution

Question 34

Motivation can be increased by providing employees with goals against which they can assess their achievement

Answer 34

Goal Setting

Question 35

Equity Theory

Answer 35

Motivation based on sense of fairness between inputs and outputs

Question 36

Leadership qualities: a leader should be…

Answer 36

• both self-motivated and self-disciplined
• comfortable with risk taking
• committed to continuous learning
• embody a growth mindset

Question 37

Individuals judge people based upon how they view the reason for their behavior

Answer 37

Attribution theory

Question 38

Reverse Mentorship

Answer 38

Allows both parties to benefit from the knowledge and experience of the other. Useful in global contexts and diverse workforces.

Question 39

Blake Mouton’s leadership type - low task, high relationship, avoids punitive actions so not to jeopardize relationships

Answer 39

Country Club Managers

Question 40

Blake Mouton’s manager type - low task, low relationship, use a delegate and disappear approach

Answer 40

Impoverished Managers

Question 41

Blake Mouton’s high task, low relationship managers, expect people to do what they are told without question, don’t foster collaboration

Answer 41

Authoritarian Managers

Question 42

Blake Mouton’s midpoint managers, get the work done but are not considered leaders

Answer 42

Middle of the Road Managers

Question 43

Blake Mouton’s high task, high relationship managers, lead by positive example, foster a team environment, and encourage individual and team development

Answer 43

Team Leaders

Question 44

Leadership theory that focuses on a two-way relationship between leaders and chosen employees. The leader mentors selected team members and gives them access to more information and resources

Answer 44

Leader-Member Exchange Theory

Question 45

Leader’s goal is to serve the needs of their employees. Leaders work to help their employees develop and perform to the highest possible level, and this will generate benefits within and without the org.

Answer 45

Servant Leadership