Chapter 10

Question 1

The act of influencing others
toward a goal.

Answer 1

Leadership

Question 2

Those who hold a position of
authority and may utilize the
power that comes from their
position, as well as their
personal power to influence
others.

Answer 2

Formal leaders

Question 3

Those without a formal
position of authority within
the organization but
demonstrate leadership by
influencing those around them
through personal forms of
power.

Answer 3

Informal leaders

Question 4

KT 10.2

Answer 4

Many studies searched for a limited set of personal attributes, or traits,
which would make someone be viewed as a leader and be successful as a
leader. Some traits are consistently related to leadership, such as
intelligence (both mental ability and emotional intelligence), personality
(extraversion, conscientiousness, openness to experience, self-esteem), and
integrity. The main limitation of the trait approach was that it ignored the
situation in which leadership occurred. Therefore, it is more useful to
specify the conditions under which different traits are needed.

Question 5

Behaviors involving
structuring the roles of
subordinates, providing them
with instructions and behaving
in ways that will increase the
performance of the group.
(Also called initiating
structure.)

Answer 5

Task-oriented leader behaviors

Question 6

Behaviors that include showing
concern for employee feelings
and treating employees with
respect. (Also called
consideration.)

Answer 6

People-oriented leader behaviors

Question 7

When leaders make the
decision alone without
necessarily involving
employees in the decisionmaking process

Answer 7

authoritarian decision making

Question 8

Making choices among
alternative courses of action,
including inaction.

Answer 8

democratic decision making

Question 9

When leaders leave employees
alone to make the decision. The
leader provides minimum
guidance and involvement in
the decision.

Answer 9

laissez-faire decision making

Question 10

KT 10.3

Answer 10

When researchers failed to identify a set of traits that would distinguish
effective from ineffective leaders, research attention turned to the study of
leader behaviors. Leaders may demonstrate task-oriented and peopleoriented behaviors. Both seem to be related to important outcomes, with
task-oriented behaviors more strongly relating to leader effectiveness and
people-oriented behaviors leading to employee satisfaction. Leaders can also
make decisions using authoritarian, democratic, or laissez-faire styles. While
laissez-faire has certain downsides, there is no best style and the
effectiveness of each style seems to vary across situations. Because of the
inconsistency of results, researchers realized the importance of the context
in which leadership occurs, which paved the way to contingency theories of
leadership.

Question 11

Theory stating that a leader’s
main job is to motivate
employees with the beliefs that
(1) their effort will lead to high
performance, (2) their high
performance will be rewarded,
and (3) the rewards they will
receive are valuable to them.

Answer 11

Path-goal theory of leadership

Question 12

Those leaders who provide
specific directions to their
employees.

Answer 12

Directive leaders

Question 13

Those leaders who provide
emotional support to
employees.

Answer 13

Supportive leaders

Question 14

Those leaders who make sure
that employees are involved in
making important decisions.

Answer 14

Participative leaders

Question 15

Those leaders who set goals for
employees and encourage
them to reach their goals.

Answer 15

Achievement-oriented leaders

Question 16

KT 10.4

Answer 16

The contingency approaches to leadership describe the role the situation
would play in choosing the most effective leadership style. Fiedler’s
contingency theory argued that task-oriented leaders would be most
effective when the situation was the most and the least favorable, whereas
relationship-oriented leaders would be effective when situational
favorableness was moderate. Situational Leadership Theory takes the
maturity level of followers into account. House’s path-goal theory states that
the leader’s job is to ensure that employees view their effort as leading to
performance and increase the belief that performance would be rewarded.
For this purpose, leaders would use directive, supportive, participative, and
achievement-oriented leadership styles, depending on what employees
needed to feel motivated. Vroom and Yetton’s normative decision model is a
guide leaders can use to decide how participative they should be given
decision environment characteristics.

Question 17

Those leaders who lead
employees by aligning
employee goals with the
leader’s goals.

Answer 17

Transformational leaders

Question 18

Those leaders who ensure that
employees demonstrate the
right behaviors because the
leader provides resources in
exchange.

Answer 18

transactional leaders

Question 19

Behaviors leaders demonstrate
that create confidence,
commitment, and admiration
to the leader.

Answer 19

Charisma

Question 20

When leaders come up with a
vision that is inspiring to
others.

Answer 20

inspirational motivation

Question 21

When leaders challenge
organizational norms and
status quo and encourage
employees to think creatively
and work harder.

Answer 21

intellectual stimulation

Question 22

When leaders show personal
care and concern for the wellbeing of their followers.

Answer 22

individualized consideration

Question 23

Rewarding employees for their
accomplishments.

Answer 23

contingent rewards

Question 24

Leaving employees alone but at
the same time proactively
predicting potential problems
and preventing them from
occurring.

Answer 24

Active management by exception

Question 25

Leaving employees alone but
then coming to the rescue if
anything goes wrong.

Answer 25

Passive management by exception

Question 26

The belief that the other party
will show integrity, fairness,
and predictability in one’s
actions toward the other.

Answer 26

trust

Question 27

A high-quality, trust-based
relationship between a leader
and a follower

Answer 27

high-quality LMX relationships

Question 28

A situation where the leader
and the employee have lower
levels of trust, liking, and
respect toward each other.

Answer 28

lowquality LMX relationships

Question 29

A leadership approach which
defines the leader’s role as
serving the needs of others.

Answer 29

Servant leadership

Question 30

Effective leaders who stay true
to themselves.

Answer 30

The authentic leadership approach

Question 31

KT 10.5

Answer 31

Contemporary approaches to leadership include transformational
leadership, leader-member exchange, servant leadership, and authentic
leadership. The transformational leadership approach highlights the
importance of leader charisma, inspirational motivation, intellectual
stimulation, and individualized consideration as methods of influence. Its
counterpart is the transactional leadership approach, in which the leader
focuses on getting employees to achieve organizational goals. According to
leader-member exchange (LMX) approach, the unique, trust-based
relationships leaders develop with employees is the key to leadership
effectiveness. Recently, leadership scholars started to emphasize the
importance of serving others and adopting a customer-oriented view in
leadership; another recent focus is on the importance of being true to
oneself as a leader. While each leadership approach focuses on a different
element of leadership, effective leaders will need to change their style based
on the demands of the situation as well as using their own values and moral
compass.

Question 32

KT 10.6

Answer 32

The various leadership styles have their pros and cons. It is valuable to be
able to assess them in light of your situation and your personal style.
Authenticity has become recognized as being important regardless of the
other leadership styles one uses. Anyone can be an authentic leader if he or
she develops those skills. There is no time like the present to start!