Chapter 1: Leadership

Question 1

Affiliate Leadership

Answer 1

Focuses on teamwork building.

Question 2

Bureaucratic Leadership

Answer 2

Leaders are obedient to authority and follow rules rigorously.

Question 3

Charismatic Leadership

Answer 3

Influences others with captivating personality and alluring communication.

Question 4

coaching Leadership

Answer 4

One on one style to develop individuals by showing how to enhance performance and align goals with organization.

Question 5

Coercive Power

Answer 5

Ability of a manager to punish others.

Question 6

Commanding Leadership

Answer 6

Leader assumes high level of control, dictating decisions with little or no input from followers. Also called autocratic or authoritarian.

Question 7

Consideration

Answer 7

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

Question 8

Democratic Leadership

Answer 8

Participative style of leadership used to clarify directions by making decisions bases on consensus and mutual trust.

Question 9

Emergent Leadership

Answer 9

Leader is not appointed, but emerges over time as result of group interaction or influence.

Question 10

Empowerment

Answer 10

Authority and responsibility that is given to employees by managers or leaders to allow employee to make their own decisions.

Question 11

Expert Power

Answer 11

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

Question 12

Initiating Structure

Answer 12

Behavior that managers engage in to ensure that work gets done.

Question 13

Laissez-Faire Leadership

Answer 13

Style that assumes little control and is largely hands off. Also called Delegate leadership.

Question 14

Leader

Answer 14

Person who exerts positive influence over others to achieve a shared vision or goal.

Question 15

Leader-member relations

Answer 15

The extent to which followers like, trust, and loyal to their leader.

Question 16

Leadership Substitute

Answer 16

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

Question 17

Least Preferred Coworker (LPC)

Answer 17

Scale developed by Fiedler used to identify leadership style by having leader rate most difficult subordinate.

Question 18

Legitimate Power

Answer 18

The authority that a manger has by virtue of his or her position in organization hierarchy.

Question 19

Pacesetting Leadership

Answer 19

Style of leadership used to set high performance standards for both leaders and followers.

Question 20

Participative Leadership

Answer 20

Leader solicits input, ideas, and observations from all team members.

Question 21

Path-goal Theory

Answer 21

model of leadership proposing that leaders can motivate subordinates by identify their desired outcomes, rewarding them, and clarifying paths to attainment of work goals.

Question 22

Position Power

Answer 22

Amount of legitimate, reward, and coercive power that a leader has by virtue of position in organization.

Question 23

Referent Power

Answer 23

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

Question 24

Relationship-oriented leaders

Answer 24

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

Question 25

Reward Power

Answer 25

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

Question 26

Servant Leadership

Answer 26

Puts needs of followers first.

Question 27

Task Structure

Answer 27

Extent to which work performed is clear cut so that subordinates know what needs to be accomplished and how to do so.

Question 28

Task-Oriented Leaders

Answer 28

Leaders who are concerned with ensuring subordinates perform at high level.

Question 29

Transactional Leadership[

Answer 29

Leader concerned with maintaining smooth flow of subordinate performance to support day to day operations through the use of peer and rewards for motivation.

Question 30

Tansformational Leadership

Answer 30

Leader who goes above and beyond day to day operations to employ strategies to transform or change subordinates in a way that takes them to new levels of performance by setting ambitious goals and offering incentives.

Question 31

Visionary Leadership

Answer 31

Style of leadership used to guide a team or organization in direction. Embrace new change and ideas.

Question 32

What is the difference between a leader versus a manager?

Answer 32

Leaders look into the future and chart the course manager’s direct processes and procedures to complete specific task. The focus of leadership is visionary and inspirational. The focus of management is one of commanding control.

Question 33

Contingency model

Answer 33

Takes into account the situation or context in which leadership occurs whether or not a manager is effective leaders dependent upon what a manager is like what a manager does and the situation in which leadership takes place.

Question 34

Builders contingency model

Answer 34

States there is no one best style of leadership instead of leaders effectiveness is based on the situation in Israel, two factors leadership style and situational favorableness.

Question 35

Houses path goal theory

Answer 35

Theory developed that focused on what leaders can do to motivate their subordinate to achieve group and organizational goals. Premise of this is that effective leaders motivates subordinance to achieve goals by clearly identifying outcomes, rewarding, subordinate, and clarifying to subordinate the path.

Question 36

Leader substitute model

Answer 36

Suggest that under certain conditions managers do not have to play leadership roles. Subordinates can perform at a high-level without a manager exerting influence over them makes leadership unnecessary.