Lecture 6

Question 1

Roles of managers

Answer 1

Decision roles

• Resource allocator (HR, financial resources)
• Problem solver
• Innovator (fresh ideas)
• Negotiator (contact with other companies, stakeholders)

Informational roles

• Monitor/ receiver( Collection of internal & external information)
• Sender (Dissemination of information)

Interpersonal roles

• Figurehead/ front (wo)man (Representative)
• Networker (Internal & external personal contact)
• Supervisor (Personnel selection, evaluation, instruction, motivation, conflict management)

Question 2

Theory X and Theory Y

Answer 2

Theory X (Authoritarian leadership, No consideration of personal needs; No investment in training)

• No ambition
• Afraid to take charge
• No capability to develop

Theory Y (Participative leadership; Considerate, personal relationships; Investment in development)

• High ambition
• Eager to take responsibility
• Creativity and ability to learn

Question 3

Continuum theory of idealized leadership styles (Tannenbaum and Schmidt)

Answer 3

1. Authoritarian leadership (Hitler)
   - Exclusively task & control- oriented
   - Employees regarded as a production factor
   - The manager decides & commands
2. Patriarchic leadership (Godfather)
   - Primarily task, but also relationship-oriented
   - The manager decides & tries to convince subordinates by instructions
3. Participative leadership (Japan)
   - Equally task- & relationship- oriented
   - Suggestions & feedback expected from subordinates
   - The manager decides & picks proposed alternatives
4. Cooperative leadership
   - Manager moderates, sets limits
   - Leadership position almost abdicated
   - Manager delegates decision-making within boundaries to the team

Question 4

Managerial Grid of Blake and Mouton

Answer 4

Task Management ( Performance striving) (Task high, relation low)

Impoverished Management (Apathetic leader)
(Task low, relation low)

Middle of the Road Manag.
(Compromise between consideration of employees & task performance)

Country Club Management (Cosy & friendly atmosphere) ( Task low, relation high)

Team Management (Strong achievement striving & focus on employees) (Task high, relation high)

Question 5

Situational leadership model of Hersey and Blanchard (a contingency theory)

Answer 5

• Delegating style ( Task low, Relation low)
• Participating style ( Task low, Relation high)
• Selling style (Task high, Relation high)
• Telling style (authoritarian) ( Task high, Relation high)

Question 6

хер знает

Answer 6

The exertion of authority by supervisor

Empowerment of subordinates

Question 7

Social power (French and Raven)

Answer 7

1. Legitimate power (president, prime minister, CEO)
2. Reward power (Salary, bonus, promotion)
3. Expert power ( Information, knowledge, skills, abilities)
4. Referent power (Charisma, esteem, respect)
5. Coercive power (Aggression, sanctioning/ punishment)

Question 8

Full range of leadership model (Avolio and Bass)

Answer 8

Transactional leadership (Guides followers)

1. Laissez-Faire (avoid responsibilities)
2. Management by Exception Passive (Only act when something wrong)
3. Management by Exception Active (Watches for deviations, takes corrective action)
4. Contingent Reward (Promises exchange of rewards)

Transformational leadership (Inspires followers)

5. Individualized Consideration (Gives personal attention, advice)
6. Intellectual Stimulation (Promotes rationality)
7. Inspirational Motivation (Provides vision & purpose)
8. Idealized Influence (Acts as a role model, gains respect &trust)