Chapter 11 Leadership and Supervision Flashcards
1
Q
- Researchers later in the 20th century theorized that (__ __ __ __) (not a person’s inborn traits) most strongly determined whether leadership occurred?
A
(characteristics of the situation)
2
Q
- Researchers in the early 20th century suggested leaders had (__ __) that differentiated them from followers.
A
(inherent traits)
3
Q
- Today, scholars emphasize leaders’ ability to motivate, influence, and persuade over their ability to…
A
control and direct others.
4
Q
- Today many scholars argue that anyone can learn to become a leader.with the…
A
right training and experience.
5
Q
- Leader centered theories.
A
– Trait theory.
– Behavior theory.
– Personal/situational.
– Interaction/expectation.
6
Q
- Follower/situational context centered theories.
A
– Motivation-hygiene. – Situational. – Contingency. – path-goal theory. – Meta-leadership.
7
Q
- Seeks to identify individual traits distinguishing leaders from followers.
A
Trait theory. (leader centered)
8
Q
- Leader-follower interactions centered.
A
–Leader follower exchange
–Transactional/transformational
–Psychodynamic approach
9
Q
- This theory represents one of the first attempts to define leadership.
A
Trait theory. (leader centered)
10
Q
- Identifies the behaviors distinguishing leaders who achieve desired results.
A
Behavior theory. (leader centered)
11
Q
- Early 1900s, theorists studied great leaders to identify individual traits distinguishing and enabling them to inspire others to follow.
A
Trait theory. (leader centered)
12
Q
- Theory identifying the ability to cooperate, popularity and adaptability, aggressiveness, decisiveness, assertiveness, confidence, intelligence, persistence, courage, desire, humor, initiative, and judgment as leader traits.
A
Trait theory. (leader centered)
13
Q
- Under behavior theory which leaders engage in behaviors that are likely to achieve desired results
A
Effective leaders.
14
Q
- Theories about leadership have evolved for the past…
A
Century.
15
Q
- Suggest that circumstances can cause an individual to take a leadership role.
A
Behavior theory theorists. (centered on the leader)
16
Q
- Two types of behaviors focused on in behavior theory.
A
– Task behaviors.
– Relationship behaviors.
17
Q
- Behavior types that facilitate goal accomplishment.
A
Task behaviors.
18
Q
- Which behavior occurs when a command officer directs (orders) a line officer to secure (protect) a crime scene.
A
Task behavior.
19
Q
- These behaviors help others develop comfortable feelings about themselves, other people, and the situation.
A
Relationship behaviors.
20
Q
- This behavior type occurs when the command officer consults with the line officer about the best way to secure the crime scene.
A
Relationship behavior.
21
Q
- These type of leaders combine task and relationship behaviors to influence others to achieve an objective.
A
Effective leaders.
22
Q
- Behavior theory shortcomings are, researchers have not established a link between (__ __) and outcomes, and have not identified a (__ __) style that could be effective in most situations.
A
(leadership behaviors) (universal leadership)
23
Q
- Validated by wide range of studies and broadens scope of leadership research beyond limitations of trait theory.
A
Behavior theory. (leader centered)
24
Q
- The first theory to address leadership’s full complexity.
A
Personal-Situational (leader centered)
25
267. This theory supposes that a mix of personal characteristics interact with specific conditions in the persons environment to create successful leadership.
Personal-Situational (leader centered)
26
267. Effectiveness depends on the leader's ability to understand followers and the environment in which they function, and to react appropriately as followers and the situation change.
Personal-Situational (leader centered)
27
267. Proposes that leadership is the act of initiating structure that group members support. (for accomplishing a task or an approach to resolving problems),
Interaction-Expectation (leader centered)
28
267. Members support a structure if it helps solve problems, and it conforms to group norms, and they believe/expect success will result if they follow the leader.
Interaction-Expectation (leader centered)
29
267. Theory proposing which factors increase satisfaction and dissatisfaction among employees.
Motivation-Hygiene (follower/situational context)
30
267. Motivation-Hygiene Theory: Herzberg referred to dissatisfiers (including supervision, working conditions, and salary) as...
Hygiene factors.
31
267. Motivation-Hygiene Theory: these factors act Independently of each other.
- job satisfaction.
| - job dissatisfaction
32
267. Motivation-Hygiene Theory:
| Satisfiers such as achievement recognition and advancement are referred to as...
Motivators
33
268. The theory proposing that different situations demand different styles of leadership.
Situational theory. (follower/situational)
34
268. The theory that attempts to match leaders to specific types of situations.
Contingency theory. (follower/situational)
35
268. The theory suggesting that a leaders role is to enhance followers' performance by motivating them and by rewarding achievement of goals.
Path-goal (follower/situational)
36
268. Over arching leadership framework designed to link organizational units or organizations; attempts to transcend usual organizational confines.
Meta-leadership. (follower/situational)
37
268. These provide satisfaction arising from INTRINSIC conditions of the job, such as recognition and personal growth.
Motivators
38
268. These do not provide satisfaction, although dissatisfaction results from their absence.
Hygiene factors
39
268. These factors are all EXTRINSIC to the work itself.
Hygiene factors
40
268. Motivation hygiene theory does not allow for individual differences that might...
Affect a person's unique response to a motivating or a hygiene factor.
41
267. Counts among the most widely recognized theories of leadership.
Situational Theory (follower/situational context)
42
267. Theory proposing different situations demand different styles of leadership.
Situational Theory (follower/situational context)
43
267. To be effective, leaders must adapt their leadership style to specific characteristics of a situation, such as a follower's skill level or degree of motivation.
Situational Theory (follower/situational context)
44
267. Practical, easily understood, and prescriptive (it tells one what to do) rather than descriptive.
Situational Theory (follower/situational context)
45
268. This theory emphasizes leaders' flexibility, and underscores the importance of adapting to followers' unique needs.
Situational Theory. (follower/situational context)
46
268. Shortcomings of this theory include, few studies have been conducted that justify the assumptions underlying it.
Situational Theory. (follower/situational context)
47
268. This theory is similar to situational theory.
Contingency Theory. (follower/situational context)
48
268. Developed in the 1960s, this theory reinforces the notion that effective leaders demonstrate styles that fit the situation.
Contingency Theory. (follower/situational context)
49
268. Rather than focusing on a person's ability to adopt a style that fits a situation, this theory attempts to match leaders to specific types of situations.
Contingency Theory. (follower/situational context)
50
268. Research suggests that this theory is a valid and reliable approach to explaining effective leadership.
Contingency Theory. (follower/situational context)
51
268. This theory recognizes that leaders cannot be effective in all situations.
Contingency Theory. (follower/situational context)
52
268. Its critics maintain this theory does not fully explain why certain leadership styles may be effective in some situations but not others.
Contingency Theory. (follower/situational context)
53
Critics point out this theory fails to support the notion that leaders can be taught adaptive skills necessary in changing situations.
Contingency Theory. (follower/situational context)
54
268. This theory suggests that a leader's role is to enhance followers performance by motivating them and by rewarding achievement of goals.
Path-Goal Theory. (follower/situational context)
55
268. This approach suggests that leaders should use a style that eliminates barriers to achievement of goals and meets followers' motivational needs.
Path-Goal Theory. (follower/situational context)
56
269. These leaders wish to transcend usual organizational confines and influence, motivate, and activate change above and beyond the established lines of their dominion and control.
Meta-Leaders. (follower/situational context)
57
269. These leaders are driven and motivated by purposes broader than those prescribed by their former rolls.
Meta-leaders. (follower/situational context)
58
269. Meta-leadership theorists tend to define leadership in terms of a recognized standard of authority a person holds in a formal role, rather than...
informal as well as formal.
59
269. This theory emerged in the 70s, departs from theories that focused on leaders or on context.
Leader-Follower Exchange (leader-follower interactions)
60
269. This theory examines the relationships between leaders and followers.
Leader-Follower Exchange (leader-follower interactions)
61
269. In group relationships arise from expanded and negotiated role responsibilities.
Leader-Follower Exchange (leader-follower interactions)
62
269. Leader-Follower Exchange Theory: two types of relationships:
– In-group relationships.
| – Out-group relationships.
63
Followers whose performance goes beyond the expected and who expand the roles with the leader become members of the in group.
Leader-Follower Exchange (leader-follower interactions)
64
269. Out-group relationships result from defined roles such as those found in employment contracts.
Leader-Follower Exchange (leader-follower interactions)
65
269. Followers who achieve only what is expected are members of the out-group.
Leader-Follower Exchange (leader-follower interactions)
66
269. Later research suggests the quality of exchange between leaders and followers is related to positive outcomes for leaders, followers, groups, and organizations.
Leader-Follower Exchange (leader-follower interactions)
67
269. This theory proposes a process through which leaders engage others and create a connection that enhances motivation and morality in themselves as well as followers.
Transformational Theory (leader-follower interactions)
68
269. According to Burns most leadership models propose a (__ __) (or process), in which leaders and followers make exchanges.
(transactional theory)
69
269. With (__ __), both leaders and followers raise each other to higher levels of consciousness and satisfaction.
(transactional leadership)
70
269. Which leader, according to it's theory, possess strong internal values and motivates others to put aside self-interest.
Transformational leaders (leader-follower interactions)
71
269. This leadership theory's weaknesses are that it makes vague references to motivation, vision, trust, and nurturing.
Transformational Leadership Theory (leader-follower interactions)
72
269. This theory tends to treat leadership as a personality trait rather than as a behavior that individuals can learn.
Transformational Leadership Theory (leader-follower interactions)
73
269. In practice, this type of leadership can also lead to abuse, if leaders change followers values in a destructive way.
Transformational Leadership Theory (leader-follower interactions)
74
269. When this type of leader influences followers to adopt inappropriate values, followers may be steered in the wrong direction.
Transformational Leadership Theory (leader-follower interactions)
75
269.An approach suggesting that leaders are more effective if hey have insight into the psychological makeup of themselves and their followers.
Psychodynamic Approach. (leader-follower interactions)
76
270.This approach can trace it's origin to the work of Sigmund Freud in his development of psychoanalysis in the 1930s.
Psychodynamic Approach. (leader-follower interactions)
77
270. It represents an approach to leadership rather than a coherent theory, because it adapts ideas from several behavioral theorists, scholars, and practitioners.
Psychodynamic Approach. (leader-follower interactions)
78
270. According to this approach, leaders are more effective if they have insight into the psychological makeup of themselves and their followers.
Psychodynamic Approach. (leader-follower interactions)
79
270. This approach makes none of the assumptions that underlie trait, behavioral, and situational leadership theories.
Psychodynamic Approach. (leader-follower interactions)
80
270. According to Psychodynamic Approach, these leaders work to gain insights into their own tendencies and needs and help followers do the same.
Effective leaders.
81
270. Emphasizes leaders' and followers' awareness of their personality characteristics, and their understanding of why and how they respond to each other as they do.
Psychodynamic Approach. (leader-follower interactions)
82
270. This approach does not assume that a particular personality type is best suited for leadership, nor match leadership styles to followers or particular situations.
Psychodynamic Approach. (leader-follower interactions)
83
270. Critics of this approach are uncomfortable with the subjective nature of insight development.
Psychodynamic Approach. (leader-follower interactions)
84
270. Critics point out the research relies primarily on clinical observations of psychologists and psychiatrists, whose opinions may be biased because it focuses on individuals.
Psychodynamic Approach. (leader-follower interactions)
85
270. This approach does not account for organizational variables that might influence leaders' and followers' behavior.
Psychodynamic Approach. (leader-follower interactions)
86
271. This ability can be measured objectively.
Leadership Skill.
87
271. Someone others wish to follow, rather than someone who simply issues commands or coerces others into action.
A leader.
88
271. Anyone in police agency can be this regardless of rank, position, or title.
A leader.
89
271. Chinese philosopher statement on leadership. When the best leader's work is done, the people will say...
"We did it ourselves".
90
271. An ability that can be measured objectively; that is, there are clear metrics for assessing results and determining whether a person has exhibited the skill.
A leadership skill.
91
271. Leadership requires mastery of specific skills, rather than possession of...
particular qualities (such as inborn personal traits).
92
271. Leadership skills can be learned and developed through...
Experience, training, and education.
93
272. Few police leadership development programs certified by state commissions on peace officers or colleges focus on:
Ethical leadership development at all ranks, including police recruits.
94
272. What type of leadership skill is demonstrating ethical behavior?
Key leadership skill.
95
272. We strongly suggest that ethical leadership training and development are essential for all...
Police officers regardless of rank.
96
272. While anyone can become a leader, most studies on leadership skills focus on…
Supervisory level leadership.
97
272. The actual study by Ortmeir occurred in 1995, And focused on leadership skills essential for police officers in an environment that emphasizes…
Community participation, engagement, and problem-solving, All of which are important ingredients for effective policing.
98
272. Ortmeir (1996) is believed to be the first study to address...
Leadership skills required of front-line officers.
99
272. Ortmeier defined leadership as the...
Ability to influence or mobilize individual citizens, groups, businesses, and agencies to collaborate and participate In activities to discover solutions to community problems.
100
272. This require skills beyond those traditionally taught in police academies and college classrooms.
Modern policing.
101
268. High quality leader-follower relationships reduce follower attrition and result in more positive performance evaluations, greater commitment to goal achievement, better attitudes, more attention and support from the leader.
Leader-follower exchange theory (leader-follower interaction)
102
272. Five essential skill categories required for community policing:
```
– Communication/interpersonal.
– Motivation.
– Problem-solving.
– Planning/organizing.
– Actuation and implementation.
```
103
273. Identify which of the 5 skill categories: Communicating verbally and in writing, listening, and counseling.
Communications/related interpersonal skills
104
273. Identify which of the 5 skill categories: Processing knowledge of different ethnic and racial cultures and demonstrating empathy.
Communications and related interpersonal skills category.
105
Identify which of the 5 skill categories: Facilitating interaction, maintaining group cohesiveness and member satisfaction, and speaking in public.
Communications and related interpersonal skills category
106
273. Identify which of the 5 skill categories: Encouraging creativity and innovation, catalyzing proactive behavior in others.
Motivation skills category.
107
273. Identify which of the 5 skill categories: Building teams and cooperative relationships, demonstrating persistence and consistency, and showing enthusiasm.
Motivation skills category.
108
273. Identify which of the 5 skill categories: Committing to assignments, recognizing and encouraging other possible leaders, and demonstrating intellectual curiosity.
Motivation skills category.
109
273. Identify which of the 5 skill categories: Analyzing situations, identifying and evaluating constituents needs, identifying and analyzing problems.
Problem-solving skills category.
110
273. Identify which of the 5 skill categories: Adapting strategies to situations, mediating and negotiating, and enabling others to attain goals.
Problem-solving skills category.
111
273. Identify which of the 5 skill categories: Prescribing prioritized actions to solve a problem.
Problem solving skills category.
112
273. Identify which of the 5 skill categories: Promoting needed change, creating and maintaining a vision, defining objectives and maintaining progress toward them.
Planning and organizing skills category.
113
Prioritizing Identify which of the 5 skill categories: and assigning tasks, organizing resources.
Planning and organizing skills category.
114
273. Identify which of the 5 skill categories: Creating and maintaining an environment that encourages open communication.
Planning and organizing skills category.
115
273. Identify which of the 5 skill categories: Providing for and maintaining group processes, and delegating.
Planning and organizing skills category.
116
273. Identify which of the 5 skill categories: Translating a Vision into action, completing multiple projects on schedule, and evaluating individual and group goals.
Actuation and implementation skills category.
117
274 Ortmeir study: All police officers must listen, understand the issue from residents perspective, and...
reassure residents that action will be taken.
118
273. Identify which of the 5 skill categories: Understanding and articulating the police agencies impact, learning from mistakes.
Actuation and implementation skills category.
119
274. By acknowledging the presence of a concern or problem, officers forge a connection with community members. And once citizens realize...
Police want to join with them, change can occur.
120
274. These leaders interact daily with other officers, with administrative personnel, and with elected or appointed officials.
Effective police officer leaders.
121
274. These leaders regularly encounter people in the community who are perceived as unofficial leaders and ask for their opinions regarding the agency's performance.
Effective police officer leaders.
122
274. Effective police officer leaders regularly encounter people in the community who are perceived as this kind of leader.
Unofficial leaders.
123
274. Effective police officer leaders asked for "their" opinions regarding the agency's performance.
Unofficial leaders.
124
273. Identify which of the 5 skill categories: Evaluating individual and group goals, representing others' interests and concerns.
Actuation and implementation skills category.
125
274. These leaders encourage fellow officers to follow up with concerned community members.
Effective police officer leaders.
126
274. These leaders take a participatory rather than an authoritative approach to establishing and managing interpersonal relationships.
The best police leaders.
127
275. What motivates one person to work toward a goal may not motivate another because motivation is a...
Subjective Phenomenon.
128
274. Like communication, motivation is a critical skill category for all officers seeking to strengthen their...
leadership skills.
129
275. To lead, police officers must understand what...
Motivates others – their subordinates, their superiors, politicians, and community members.
130
275. These leaders embrace the notion that people are motivated by different needs, whether for social connection, achievement, monetary reward, or other value to them.
Great leaders.
131
275. To lead, police officers must avoid trying to motivate through...
Fear and control.
132
275. To learn how to identify what most motivates another person, these leaders must become students of human nature.
Aspiring leaders.
133
275. Although leadership and supervision (also called management) are interrelated, they...
Represent very different ways of operating.
134
275. A leader may also be...
A supervisor.
135
275. Not every supervisor is…
A leader.
136
275. Leadership is thus broader than...
Supervision.
137
275. Leadership occurs anytime a person...
Motivates another person or a group to produce change.
138
275. Supervision occurs when someone…
Directs another toward organizational goals.
139
275. Leadership is about…
Creating a better future.
140
275. Supervision is about…
Maintaining order and consistency.
141
275. He innovates.
A leader
142
He is an original.
A leader.
143
275. He develops.
A leader.
144
275. He focuses on people.
A leader.
145
275. He inspires trust.
A leader.
146
He takes a long range view.
A leader.
147
275. He asks what and why.
A leader.
148
275. He keeps an eye on the horizon.
A leader.
149
275. He challenges the status quo.
A leader.
150
275. He is unique.
A leader.
151
275. He does the right thing.
A leader.
152
275. He administers.
A manager.
153
275. He is a copy.
A manager.
154
275. He maintains.
A manager.
155
275. He focuses on systems and structures.
A manager.
156
275. He relies on control.
A manager.
157
275. He takes a short range view.
A manager.
158
275. He asks how and when.
A manager.
159
275. He keeps an eye on the bottom line.
A manager.
160
275. He accepts the status quo.
A manager.
161
275. He is the classic good soldier.
A manager.
162
275. He does things right.
A manager.
163
276. These police personnel are both leaders and supervisors, exhibiting leadership skills and also demonstrating solid supervisory skills.
The Police Leader-Supervisor.
164
276. Their value blend of talents includes mentoring and role modeling, crisis management, resource management, and personnel development.
The Police Leader-Supervisor.
165
276. They directly oversee the individuals who report to them and may act in a supervisory capacity for anyone who needs guidance.
The Police Leader-Supervisor.
166
276. They teach subordinates to complete tasks associated with the job, give directives that others acknowledge and follow, and serve as mentors and role models, so subordinates seek development from them rather than others.
The Police Leader-Supervisor.
167
276. Through their everyday action on the job, they demonstrate which behaviors, values, and attitudes are positive and appropriate and which should be avoided.
Role models.
168
276. They constitute vital human resources in any organization.
Role models.
169
276. Inspire subordinates and other constituents to grow and contribute to the organization in a meaningful way.
Role models.
170
275. A person who exhibits values, attitudes, and behaviors considered desirable in a particular organization.
Role models.
171
274. These leaders are empathetic and excel at persuasion and negotiation. All of these abilities hinge on a talent for communication.
The best police leaders.
172
276. Subordinates learn inappropriate behaviors from these poor managers who merely try to get through each day, which leads directly to...
Inadequate protection for citizens.
173
276. Offset the cynicism and "putting out fires" crisis management style that pervade many police organizations.
Role models
174
276. One of the most powerful ways to prevent the disasters that can stem from ineffective leadership and pervasive cynicism.
Modeling correct behaviors.
175
276. They may make swift decisions on the street or intervene in conflict between peers, subordinates, or citizens.
The police leader-supervisor.
176
276. They develop their subordinates, including helping them acquire leadership skills themselves.
The best leader-supervisors.
177
276. By acting ethically, they influence other personnel to behave ethically.
Role models.
178
76. The police leader-supervisor always consider the moral, ethical, and legal implications of any...
decision.
179
276. The police leader-supervisor functions as adviser to others in the agency – whether...
direct reports, peers, or superiors.
180
276. They also take responsibility for organizing the departmental staff, allocating police vehicles to shifts, and creating career development plans for subordinates.
The best leader-supervisors.
181
276. They also deftly handle crisis.
The police leader-supervisor.
182
276. They know how to summon the resources needed to complete the job.
The police leader-supervisor.
183
277. They take responsibility for implementing succession plans designed to position subordinates to become supervisors in the future.
The best leader-supervisors.
184
277. Officers and police supervisors should make this valuable combination of skills a high priority, and consider it a crucial part of a police supervisors role.
The art and skill of leadership as it relates to supervision.
185
277. In any police agency the use of these two tools constitute a crucial aspect of leadership.
Authority and power.
186
276. They challenge those who report to them to learn new tasks and processes, to reach beyond their job description and find new ways for the agency to accomplish its mission.
The best leader-supervisors.
187
277. It is a function of the organization.
Authority.
188
277. It is a capacity of the person.
Power.
189
277. ABILITY to influence persons, groups, shape an organization's direction/priorities, and influence situations, affairs, and objects.
Power.
190
277. They derive authority from the formal mandates of laws, rules, and organizational directives.
Leaders.
191
277. Authority alone is not sufficient to manage an organization, it must also come with...
Responsibility and accountability.
192
277. The obligation to do what is ethically correct.
Responsibility.
193
277. Being answerable or liable for one's actions or inaction.
Accountability.
194
278. This can also be the formal acknowledgement of power granted by the organization to a command or supervisory officer
Authority.
195
278. Formal authority, even symbolized by a person's title or rank, it's not enough to ensure that an individual be...
Considered a leader.
196
278. Unofficial or informal leaders may emerge in the agency and ultimately exert more influence and power and those with a...
Hi rank, an executive level position, or impressive title.
197
270. Often, such unofficial leaders derive their authority from…
Charisma and from social norms.
198
278. These managers will leverage informal leaders, acknowledging them and enlisting their support.
Wise police managers.
199
278. Five sources of power:
1. Rank.
2. Fear.
3. Rewards.
4. Expertise.
5. Charisma.
200
278. This power is Valuable because timely and personal recognition engenders a sense of loyalty in others and a willingness to follow.
Rewards-based power.
201
278. However this power is subject to abuse if the person with the power discriminates against a person or a group.
Rewards-based power.
202
279. These leaders may appear as saviors to an organization, especially during times of uncertainty and confusion.
Charismatic leaders.
203
279. These leaders use their power to inspire followers to new heights of performance on appropriate goals, are humble rather than highly charismatic, and have a strong will.
True leaders.
204
279. In a police agency, leaders are particularly effective when they have…
Sanctioned authority and power.
205
279. Officers who have unsanctioned authority and abuse power may engage and activities that...
Support their own personal interests at the expense of their agency's priorities.
206
279. This officer may fail to discipline, reward, or adequately direct subordinates, Wanting to be regarded as a friend rather than a superior.
Sanctioned authority but limited degree of power.
207
280. An individual who lacks authority, power, and cannot influence others owing to the lack of position or special circumstances will…
Likely disappear within the organizational structure.
208
280. Leadership styles derive from the practice of...
Leadership skills and may reflect several leadership theories.
209
280. Effective leaders adapt their style as needed to get ___ ___ from their followers.
Optimal results.
210
280. An individual's PARTICULAR Leadership style derives from how that leader...
communicates/acts to influence followers to give their best on the job.
211
280. In a real situation the style or integration of styles of leadership selected will depend on the…
The circumstances surrounding the situation.
212
280. Abraham Maslow's framework proposing five needs that human beings attempt to meet in specific sequence.
Hierarchy of needs model.
213
280. Hierarchy of five needs in order:
1. Physiological.
2. Security.
3. Affiliation.
4. Esteem.
5. Self-actualization.
214
These leaders attempt to determine if a subordinate is struggling economically and arrive at solutions.
Effective leaders.
215
281. For subordinates requiring recognition and personal achievement these leaders can assign projects that present challenges.
Leader-supervisors.
216
281. For subordinates who are at self actualization level, these leaders can offer assistance with promotion and transfers to provide professional growth.
Police leader-supervisors.
217
281. These officers enrich the community, become role models, help ensure their own safety, and encourage citizen cooperation with the police.
Officers who demonstrate respectful behavior.
218
281. Clay Alderfer's framework proposing that human beings need elements for physical survival, relatedness, and personal growth.
ERG theory.
219
281. Clay Alderfer's model of needs proposes three categories of need:
– Existence.
– Relatedness.
– Growth.
220
281. In what is known as Alderfer's ERG theory, existence needs are for...
Elements contributing to physical well being. (Water, food, shelter)
221
281. Relatedness refers to desires to establish and maintain…
Good interpersonal bonds.
222
281. Growth needs include the desire for…
Creativity, productivity, and personal development.
223
281. Alderfer's model contains a dimension called the…
Frustration-regression hypothesis.
224
281. This hypothesis suggests when people encounter obstacles while seeking to meet higher needs, they refocus on lower needs.
Frustration-regression hypothesis.
225
281. ERG Theory: Obstacles restrict a persons…
Productivity and growth.
226
281. ERG theory-To support followers productivity and growth, Leaders should strive to identify and remove...
Obstacles to achieving higher-level needs.
227
282. David McClelland's framework suggesting that human beings have 3 key needs: affiliation, achievement, and power.
Learned needs theory.
228
282. Expectancy Theory.: Victor Vroom's framework holding that people will be motivated to deliver their best on the job if they believe a...
Specific level of performance will lead to an outcome that they value highly.
229
282. Police leadership style from David McClelland's learned needs theory: ___ ___ ___ strive to recognize and balance followers' conflicting motives.
Police leader supervisors.
230
282. Vroom's expectancy theory Leadership style: Police leaders identify outcomes that followers and community residents truly value and encourage…
The delivery of job performance that will produce those outcomes.
231
Learned needs theory: If more than one motive dominates the personality, conflict between the motives can occur resulting in...
Frustration, leading to poor self-esteem and low productivity.
232
283. Model describing command and control management style in an organization.
McGregor's theory X
233
283. Description of a motivational management style in organizations.
McGregors theory Y.
234
283. This theory manifests as a command-and-control management style common in police environments.
McGregors theory X.
235
277. The legitimate RIGHT bestowed by an organization on an individual to direct activities or persons.
Authority.
236
283. The average human has an inherent dislike of work and will avoid it if possible.
Theory X assumption.
237
283. Most people must be coerced, controlled, directed, or threatened with punishment before they put forth effort towards achieving objectives.
Theory X assumption.
238
283. People are self-centered, prefer to be directed, wish to avoid responsibility, have relatively little ambition, and want security above all.
Theory X assumption.
239
284. The expenditure of physical and mental effort in work comes as naturally to people as play or rest.
Assumption made by leaders (supervisors) who subscribe to Theory Y.
240
283. An alternative theory proposed by McGregor, which he maintained could help supervisors lead more Skillfully.
Theory Y.
241
284. External control and the threat of punishment are not the only means to elicit the effort necessary to reach objectives.
Assumption made by leaders (supervisors) who subscribe to Theory Y.
242
284. People will exercise self-direction and self-control in the service of objectives to which they are committed.
Assumption made by leaders (supervisors) who subscribe to Theory Y.
243
284. The right rewards can motivate people to work toward a particular achievement.
Assumption made by leaders (supervisors) who subscribe to Theory Y.
244
284. Under proper conditions, people learn to accept as well as seek responsibility.
Assumption made by leaders (supervisors) who subscribe to Theory Y.
245
284. Most people have the capacity to exercise a relatively high degree of imagination, ingenuity, and creativity in the search for solutions to problems.
Assumption made by leaders (supervisors) who subscribe to Theory Y.
246
283. Under the conditions of modern industrial life, the intellectual potential of the average human being are only partially recognize.
Assumption made by leaders (supervisors) who subscribe to Theory Y.
247
283. McGregor suggested that Theory X supervisors are not the most effective leaders because they fail to recognize the critical factors associated with…
Motivation.
248
284. An adaption of Theory Y proposed by William Ouchi.
Theory Z
249
284. According to this theory, trust promotes increased productivity and goal achievement.
Theory Z.
250
284. Even if they work in an agency characterized by Theory X leadership overall, police personnel can adopt theory Y or Theory Z leadership style within their...
sphere of influence.
251
284. Managers demonstrating Theory Y leadership can transition to Theory Z by showing they...
trust followers to have good intentions and the skills needed to solve problems.
252
284. Robert Blake and Jane Mouton's model identifying five leadership styles that vary in concern for people and concern for productivity.
Managerial grid.
253
284. A leadership style drawn from the managerial grid later renamed…
The leadership grid.
254
284. Each axis on the managerial grid has a scale of...
1 to 10, with 1being the lowest and 10 being the highest.
255
284. Each leadership style is positioned on the managerial grid according to…
Where it rates on the scale.
256
24. Managerial grid: five leadership styles.
```
– Impoverished style.
– Country club style.
– Middle-of-the-road style.
– Produce or perish style.
– Team style.
```
257
284. Managerial grid: the impoverished managerial style demonstrates…
Low concern for people and production.
258
284. Managerial grid: Managers utilizing this style exert minimal effort and seek to maintain the status quo.
The impoverished managerial style.
259
284. Managers utilizing this style place a high priority on their own personal security within the organization.
The impoverished managerial style.
260
284. Managerial grid: through the country club style, managers demonstrate…
Hi concern for people but low concern for production.
261
285. Managerial grid: Through the country club style, managers try to create an atmosphere of...
High morale and loyalty and hope that their subordinates will perform at a high-level without further involvement from them.
262
285. Managerial grid: Low concern for people and high concern for production characterizes this management style.
Produce or parish management style.
263
285. Managerial grid: Managers practicing the style use coercion and rule enforcement to achieve high production.
Produce or parish management style.
264
285. Managerial grid: This style strongly resembles Theory X behavior as defined by McGregor.
Produce or perish management style.
265
285. Managerial grid: Manager strive to balance follower needs with a concern for production.
Middle-of-the-road style.
266
285. Managerial grid: They try to maintain employee morale at a level just high enough to ensure that minimal performance goals are met.
Middle of the road style managers.
267
284. Leadership style that advocates trusting followers and creating an environment in which followers consider themselves an integral part of the group or organization.
Theory Z.
268
285. Managerial grid: the optimal management style, it is consistent with theory Y.
Team style.
269
285. Some leaders adapt their style based on followers readiness – that is, their level of…
Skill, experience, and motivation.
270
285. Situational leadership model: Four leadership styles:
1. Delegating.
2. Supportive.
3. Selling.
4. Telling.
271
285. With followers that are very ready(R4), (mature, competent, and motivated) leaders might elect to use the...
Delegating style, giving followers responsibility for taking on tasks.
272
285. Situational leadership model: Followers who are less ready (R3), lack confidence in their abilities or experience, leaders might use...
The supportive style (S2) to encourage, assist, and maintain communication with these followers.
273
286. Situational leadership model: With followers who are even less ready (R2), (confused, unmotivated, or skeptical), leaders adopt...
(Support S3) Selling style, Providing some direction, encouraging communication, building confidence, and motivating followers.
274
286. Situational leadership model: Followers not ready at all (R1), (no experience, no knowledge), leaders might select the…
Telling style (S4), (Supplying clear and specific instructions)
275
285. Managerial grid: Through the team style, managers demonstrate high concern for people as well as production by…
fostering inclusion, agreed-upon goals, and commitment among members of the organization.
276
287. Victor Vroom created a Windows-based program enabling supervisors to record the strength of presence of each...
contingency variable in a given situation.
277
287. Vroom-Jago Time-Drive Leadership Model. contingency variables.
team support, goal sharing, commitment, decision significance
278
287. Vroom-Jago Time-Drive Leadership Model Five leadership styles:
1. Decide.
2. Consult Individually.
3. Consult team.
4. Facilitate.
5. Delegate.
279
287. This model identifies five styles leaders can select, depending on how strongly present the contingency variables are.
Vroom-Jago Time-Drive Leadership Model.
280
285. Model postulating that time constraints drive a leaders decision-making process.
Vroom-Jago Time-Drive Leadership Model.
281
287. Vroom-Jago leadership style: The leader decides the best course of action and directs followers.
Decide; leadership style.
282
287. Vroom-Jago leadership style: Leader makes a decision after consulting with followers individually.
Consult individually: leadership style.
283
287. Vroom-Jago leadership style: Leader makes a decision after holding an open meeting with all followers.
Consult team: leadership style.
284
287. Owing to the complexity of the Vroom-Jago model, it works best when a police organization is trying to…
Drive massive change or experiencing a problem the resolution of which requires extensive analysis and teamwork.
285
287. Vroom-Jago leadership style: Allows followers to arrive at a decision within limits prescribed by the leader.
Delegate: leadership style.
286
287. Vroom-Jago leadership style: Building consensus for a potential course of action within the team.
Facilitate: leadership style.
287
288. Framework suggesting followers will be motivated to give their best if they believe they're capable of the tasks assigned, their efforts will produce certain results, and rewards for completing tasks are worthwhile.
Path Goal Motivational Model.
288
288. Path Goal Motivational Leadership Model Identifies eight possible behaviors:
1. Directive.
2. Supportive.
3. Participative.
4. Achievement oriented.
5. Work facilitation.
6. Group-oriented decision processes.
7. Work-group representation of stakeholders and networking.
8. Leadership behaviors based on organizational values.
289
288. The leader-manager's challenge is to demonstrate the behaviors that best motivate a particular follower to accomplish a specific goal.
Path Goal Motivational Model.
290
289. This concept states some leaders adopt a style that emphasizes sensitivity, awareness, and empathy.
Servant leadership concept.
291
289. Robert Greenleaf's Servant leadership concept Was introduced in 1970 in his essay titled…
"The servant as leader"
292
288. The Path-Goal Motivational Model Reminds leaders/managers that their central purpose is to…
motivate and assist followers with goal achievement in the most efficient manner possible.
293
289. More than a theory, the concept of the ___ ___ ___ is a way of life that encourages management to discover how they can best serve the people they lead.
Leader as servant.
294
289. Approach to leadership emphasizing sensitivity, awareness, and empathy toward followers.
Servant leadership
295
288. This model calls for tapping to followers level of motivation in determining a leadership style.
Path Goal Motivational Model.
296
289. This approach to leadership returns humanity to the workplace by assuming a symbiotic relationship between worker and supervisor.
Servant leadership
297
289. This concept blurs the line between leader and follower, and requires both to hold themselves and one another to a higher standard of behavior and understanding.
Servant leadership
298
290. These leaders are humble; they credit their organization's success to factors other than themselves, but take responsibility for poor results.
Level 5 leaders
299
289. Police leaders adopting a style that emphasizes the organization's interest over their own interests are drawing from...
Level 5 leadership
300
290. Though modest, these leaders are driven to produce long-lasting change.
Level 5 Leaders.
301
290. These leaders groom peers and subordinates for leadership, ensuring the organization's future success.
Level 5 Leaders.
302
290. Although these leaders may not occupy the spotlight, they exist in almost every organization.
Level 5 Leaders.
303
289. Leadership concept proposing that leaders channel ambition toward building a better organization rather than promoting themselves and their personal agendas.
Level 5 leadership
