07_Leadership in Organizations

Question 1

Leader Characteristics:

“Consideration”

Answer 1

Warmth, concern, rapport

High consideration = person-oriented style

Question 2

Leader Characteristics:

Initiating structure

Answer 2

Extent to which a leader defines, directs, and structures their role, and the roles of subordinates

High initiating structure = task-oriented

Question 3

Leader Characteristics:

Gender differences

Answer 3

No difference in terms of initiating structure

Female leaders more likely to rely on participative decision-making style

Question 4

Personality trait that is the strongest predictor of Effective Leadership

Answer 4

Extroversion

Question 5

Effective Leaders:

Intelligence level compared to subordinates

Answer 5

Most successful when intelligence is only somewhat greater

Large discrepancy= difficulties w/ communication and trust

Question 6

Contingency Theory Of Leadership (Fielder):

Overview

Answer 6

Favorableness

Effective leadership results from Interaction between leader’s style and favorableness of the situation

Question 7

High LPC leader

Answer 7

Relationship-oriented

Maintains supportive and trusting relationships

Question 8

Fiedler’s Contingency theory:

Situational Favorableness is defined as the amount of influence and power a leader has, and is determined by these 3 factors….

Answer 8

Nature of relationships with subordinates

Nature of task (highly structured = higher influence)

Leader’s position power (amount of influence)

Question 9

Fiedler’s Contingency theory:

Curvilinear Correlation between style and favorableness

Answer 9

Low LPC = best in very unfavorable and very favorable situations

High LPC = best in moderately favorable situations

Question 10

Cognitive Resource Theory:

Overview

Answer 10

Under low levels of stress, Intelligence is more predictive of performance than experience

(Extension of Fielder’s contingency theory)

Question 11

Path-Goal Theory:

Main role of Effective Leader

Answer 11

Leader helps subordinates fulfill personal goals through achievement of organizational goals

Question 12

Path-Goal Theory:

Two Primary Functions of the Leader

Answer 12

Clarifying Goals and paths that lead to achievement

Providing rewards to support and give attention to employee needs

Question 13

Path-Goal Theory:

4 types of Leadership Approaches

Answer 13

Directive

Supportive

Participative

Achievement-oriented

Question 14

Path-Goal Theory:

What determines the appropriate style of leadership approach?

Answer 14

Employee characteristics:
Ability level, Locus of control

Work environment:
Task structure, authority system

Question 15

Situational Leadership:

Overview

Answer 15

Leadership styles depends on level of task-orientation and relationship-orientation

Effective style depends on subordinate’s job maturity

Question 16

Situational Leadership:

4 leadership styles

Answer 16

Telling Leader

Selling Leader

Participating Leader

Delegating Leader

Question 17

Situational Leadership:

Telling leader

Answer 17

High task-orientation

Low relationship style

Effective for Employees that are:
Low ability
Low willingness

Question 18

Situational Leadership:

Selling Leader

Answer 18

High task-orientation

High relationship-orientation

Effective for Employees that are:
Low ability
High willingness

Question 19

Situational Leadership:

Participating Leader

Answer 19

Low task-orientation

High relationship-orientation

Effective for Employees that are:
High ability
Low willingness

Question 20

Situational Leadership:

Delegating Leader

Answer 20

Low task-orientation

Low relationship-orientation

Effective for Employees that are:
High ability
High Willingness

Question 21

Vroom-Yetton-Jago
Normative Decision-Making Model:

5 basic decision strategies

Answer 21

Autocratic I

Autocratic II:
Seeks input
Makes final decision

Consultative I:
Leader explains problem to each employee
Decision may not reflect employee input

Consultative II:
Leader explains problem to employees as a group Decision may not reflect employee input

Group G:
Leader explains the problem to employees as a group Group makes final decision

Question 22

Transformational Leaders:

Relationship with employees

Answer 22

Empower

Raise consciousness through appeals to morality

Inspires by providing vision and sense of mission

Question 23

Transformational Leaders:

Framing

Answer 23

Defining organization’s goals activities in ways that make the more meaningful

Question 24

Transactional leaders

Answer 24

Emphasize behaviors related to work-related activities

Rely on rewards and punishments

Appeal to self-interest of employees for motivation

Stability over change