Ch. 10: Leaders and Leadership

Question 1

Define leadership

Answer 1

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

Question 2

What is a leader?

Answer 2

An individual who is able to exert
influence over other people to help achieve
group or organizational goals.
Example: https://www.youtube.com/watch?v=-vfpD7ofTzM

Question 3

Define servant leader

Answer 3

A leader who has a strong
desire to serve and work
for the benefit of others.

Question 4

Define legitimate power

Answer 4

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

Question 5

Define reward power:

Answer 5

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

Question 6

Define coercive power

Answer 6

The ability of a manager to

punish others.

Question 7

Define expert power

Answer 7

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

Question 8

Define referent power

Answer 8

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

Question 9

Define empowerment

Answer 9

The expansion of employees’
knowledge, tasks,
and decision-making
responsibilities. Ex: CEO doesn’t make all decisions.

Question 10

Define consideration:

Answer 10

Behavior indicating
that a manager trusts,
respects, and cares
about subordinates.

Question 11

Define Initiating structure:

Answer 11

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

Question 12

Define relationship-oriented

leaders:

Answer 12

Leaders
whose primary concern
is to develop good
relationships with their
subordinates and to be
liked by them.

Question 13

Define task-oriented

leaders:

Answer 13

Leaders
whose primary concern
is to ensure that
subordinates perform at
a high level.

Question 14

Define leader–member

relations

Answer 14

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

Question 15

Define task structure:

Answer 15

The extent to which the
work to be performed
is clear-cut so that a
leader’s subordinates
know what needs to be
accomplished and how
to go about doing it;
a determinant of how
favorable a situation is
for leading.

Question 16

Define position power:

Answer 16

The amount of legitimate,
reward, and coercive
power that a leader
has by virtue of his
or her position in
an organization; a
determinant of how
favorable a situation is
for leading.

Question 17

Name the three situational characteristics that (according to Fiedler) are important determinants of how favourable a situation is for leading

Answer 17

leader member relations
task structure
Position power
(details in other flashcards)

Question 18

What is path–goal theory?

Answer 18

A contingency
model of leadership
proposing that
leaders can motivate
subordinates by (1)
identifying their
desired outcomes, (2)
rewarding them for
high performance and
the attainment of work
goals with these desired
outcomes, and (3) clarifying
for them the paths
leading to the attainment
of work goals.

Question 19

Path goal theory defines four kinds of behaviours that motivate subordinates. Name these

Answer 19

• Directive behaviors are similar to initiating structure
  and include setting goals, assigning tasks,
  showing subordinates how to complete tasks, and
  taking concrete steps to improve performance.
  • Supportive behaviors are similar to consideration and include expressing concern
  for subordinates and looking out for their best interests.
  • Participative behaviors give subordinates a say in matters and decisions that affect
  them.
  • Achievement-oriented behaviors motivate subordinates to perform at the highest
  level possible by, for example, setting challenging goals, expecting that they be
  met, and believing in subordinates’ capabilities.

Question 20

Define a leadership substitute:

Answer 20

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

Question 21

Define transformational leadership:

Answer 21

Leadership that makes
subordinates aware of
the importance of their
jobs and performance
to the organization and
aware of their own needs
for personal growth
and that motivates
subordinates to work
for the good of the
organization.

Question 22

Define a charismatic leader:

Answer 22

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

Question 23

Define intellectual stimulation:

Answer 23

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

Question 24

Define developmental consideration:

Answer 24

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

Question 25

Define transactional leadership:

Answer 25

Leadership that
motivates subordinates
by rewarding them for
high performance and
reprimanding them for
low performance.

Question 26

Define the five types of power, that is available to a manager

Answer 26

The five types of power available to managers are legitimate power, reward power, coercive power, expert power, and referent power.