Ch 10

Question 1

Leadership

Answer 1

The process by which a person exerts influence over other people and inspires, motivates and directs their activities to help achieve group or organizational goals

Question 2

Leader

Answer 2

An individual who is able to exert influence over other people to help achieve group or organizational goals

Question 3

Personal Leadership Style

Answer 3

The specific ways in which a manager chooses to influence others shapes the way that manager approaches the other tasks of management.

Question 4

Servant leaders

Answer 4

leader who has a strong desire to serve and work for the benefit of others and meeting goals

Question 5

Legitimate Power

Answer 5

The authority that a manager has by virtue of his or her position in an organizational hierarchy

Question 6

Reward Power

Answer 6

The ability of a manager to give or withhold tangible and intangible
rewards

Question 7

Coercive Power

Answer 7

The ability of a manager to punish others

Question 8

Expert Power

Answer 8

Power that is based on special knowledge, skills, and expertise that a leader possesses

Question 9

Referent Power

Answer 9

Power that comes from subordinates’ and coworkers’ respect, admiration, and loyalty.

Question 10

Empowerment

Answer 10

the process of giving employees at all levels the authority to make decisions, be responsible for their outcomes, improve quality, and cut costs

Question 11

empowerment increases

Answer 11

a managers ability to get things done

Question 12

Empowerment increases

Answer 12

workers involvement, motivation, and commitment

Question 13

empowerment gives

Answer 13

managers more time to concentrate on their pressing concerns

Question 14

Trait Model

Answer 14

Focuses on identifying personal characteristics that cause effective leadership

Question 15

Behavioral Model

Answer 15

Identifies the two basic types of behavior that many leaders engaged in to influence their subordinates 1)consideration 2)initiating structure

Question 16

Consideration

Answer 16

behavior indicating that a manager trusts, respects, and cares about subordinates

Question 17

Initiating structure

Answer 17

behavior that managers engage in to ensure that work gets done, subordinates perform their jobs acceptably, and the organization is efficient and effective

Question 18

Contingency Models

Answer 18

Whether or not a manager is an effective leader is the result of the interplay between what the manager is like, what they do, and the situation in
which leadership
takes place

Question 19

Contingency Models

Answer 19

Whether or not a manager is an effective leader is the result of the interplay between what the manager is like, what he does, and the situation in
which leadership
takes place

Question 20

Fred Fiedler’s Model of Contingency

Answer 20

Personal characteristics can influence leader effectiveness
Leader style is the manager’s characteristic approach to leadership

Question 21

Relationship-oriented style

Answer 21

leaders concerned with developing good relations with their subordinates and to be liked by them

Question 22

Task-oriented style

Answer 22

leaders whose primary concern is to ensure that subordinates perform at a high level and focus on task accomplishment

Question 23

Leader–member relations

Answer 23

The extent to which followers like, trust, and are loyal to their leader; a determinant of how favorable a situation is for leading.

Question 24

Task structure

Answer 24

the extent to which workers tasks are clear-cut so that a leader’s subordinates know what needs to be accomplished and how to go about doing it

Question 25

Position Power

Answer 25

the amount of legitimate, reward, and coercive power leaders have by virtue of their position
Leadership situations are more favorable for leading when position power is strong.

Question 26

A contingency model of leadership proposing the effective leaders can motivate subordinates by:

Answer 26

1. Clearly identifying the outcomes workers are trying to obtain from their jobs.
2. Rewarding workers for high-performance and goal attainment with the outcomes they desire
3. Clarifying the paths to the attainment of the goals, remove obstacles to performance, and express confidence in worker’s ability.

Question 27

Directive behaviors

Answer 27

setting goals, assigning tasks, showing subordinates how to complete tasks, and taking concrete steps to improve performance

Question 28

Supportive behavior

Answer 28

expressing concern for subordinates and looking out for their best interests

Question 29

Participative behavior

Answer 29

giving subordinates a say in matters that affect them

Question 30

Achievement-oriented behavior

Answer 30

Setting very challenging goals, believing in worker’s abilities

Question 31

Leadership Substitute

Answer 31

A characteristic of a subordinate or characteristic of a situation or context that acts in place of the influence of a leader and makes leadership unnecessary

Question 32

Possible substitutes can be found in:

Answer 32

• Characteristics of the subordinates: their skills, experience, motivation.
• Characteristics of context: the extent to which work is interesting and fun.

Question 33

Transformational leadership

Answer 33

• Makes subordinates aware of the importance of their jobs and performance to the organization by providing feedback to the worker
• Makes subordinates aware of their own needs for personal growth and development
• Motivates workers to work for the good of the organization, not just themselves

Question 34

Charismatic Leader

Answer 34

An enthusiastic, self-confident transformational leader who is able to clearly communicate his or her vision of how good things could be

Question 35

Intellectual Stimulation

Answer 35

Behavior a leader engages in to make followers be aware of problems and view these problems in new ways, consistent with the leader’s vision

Question 36

Transactional Leaders

Answer 36

Leaders that motivate subordinates by rewarding them for high performance and reprimanding them for low performance

Question 37

Developmental Consideration

Answer 37

Behavior a leader engages in to support and encourage followers and help them develop and grow on the job

Question 38

The Moods of Leaders:

Answer 38

• Groups whose leaders experienced positive moods and people skills had better coordination
• Groups whose leaders experienced negative moods with low people skills exerted more effort

Question 39

Emotional Intelligence

Answer 39

• Helps leaders develop a vision for their firm
• Helps connect and motivate subordinates to commit to the vision
• Energizes subordinates to work to achieve the vision