CHAPTER 12- LEADERSHIP

Question 1

A part of trait theory that postulates that certain types of people will become leaders and certain types will not.

the idea that people who become leaders possess traits or characteristics different from people who do not become leaders.

Answer 1

Leader emergence

Question 2

The motivation to lead as a result of a desire to be in charge and lead others.

Of the three leadership motivation factors, people scoring high on this one tend to have the most leadership experience and are rated by others as having high leadership potential.

Answer 2

Affective identity motivation

Question 3

Those who seek leadership positions because they will result in personal gain.For example, becoming a leader may result in an increase in status or in pay

Answer 3

Noncalculative motivation

Question 4

The desire to lead out of a sense of duty or responsibility. For example, a member of the Kiwanis Club might agree to be the next president because it is “his turn,” or a faculty member might agree to chair a committee out of a sense of commitment to the university.

Answer 4

Social-normative motivation

Question 5

A part of trait theory that postulates that certain types of people will be better leaders than will other types of people.

involves the idea that leaders who perform well possess certain characteristics that poorly performing leaders do not.

Answer 5

Leader performance

Question 6

A personality trait characterized by the tendency to adapt one’s behavior to fit a particular social situation.

Answer 6

Self-monitoring

Question 7

According to trait theory, the extent to which a person desires to be in control of other people.

Answer 7

Need for power

Question 8

According to trait theory, the extent to which a person desires to be successful.

Answer 8

Need for achievement

Question 9

The extent to which a person desires to be around other people.

Answer 9

Need for affiliation

Question 10

The name for a pattern of needs in which a leader has a high need for power and a low need for affiliation.

Answer 10

Leadership motive pattern

Question 11

A projective personality test in which test takers are shown pictures and asked to tell stories. It is designed to measure various need levels.

Answer 11

Thematic Apperception Test (TAT)

Question 12

developed by Stahl and Harrell (1982). An objective test used to measure various need levels.

Answer 12

Job Choice Exercise (JCE)

Question 13

A measure of leadership that classifies a leader into one of five leadership styles.

Answer 13

Managerial Grid

Question 14

Leaders who define and structure their roles as well as the roles of their subordinates.

Answer 14

Task-centered leaders

Question 15

Leaders who believe that employees are extrinsically motivated and thus lead by giving directives and setting goals.

Answer 15

Theory X leaders

Question 16

The extent to which leaders define and structure their roles and the roles of their subordinates.

Answer 16

The extent to which leaders define and structure their roles and the roles of their subordinates.

Question 17

A leadership style in which the leader is concerned with both productivity and employee well-being.

Answer 17

Team leadership

Question 18

A style of leadership in which the leader is concerned with neither productivity nor the well-being of employees.

Answer 18

Impoverished leadership

Question 19

A leadership style reflecting a balanced orientation between people and tasks.

Answer 19

Middle-of-the-road leadership

Question 20

A test used to measure a leader’s selfperception of his or her leadership style.

filled out by supervisors or leaders who want to know their own behavioral style.

Answer 20

Leadership Opinion Questionnaire (LOQ)

Question 21

A test used to measure perceptions of a leader’s style by his or her subordinates

completed by subordinates to provide a picture of how they perceive their leader’s behavior..

Answer 21

Leader Behavior Description Questionnaire (LBDQ)

Question 22

A theory of leadership that states that leadership effectiveness is dependent on the interaction between the leader and the situation.

any individual’s leadership style is effective only in certain situations

Answer 22

Fiedler’s contingency model

Question 23

A test used in conjunction with Fiedler’s contingency model to reveal leadership style and effectiveness.

Answer 23

Least-Preferred Coworker (LPC) Scale.

Question 24

The variable in Fiedler’s contingency model that refers to the extent to which tasks have clear goals and problems can be solved.

Answer 24

Task structuredness

Question 25

The variable in Fiedler’s contingency model that refers to the extent to which a leader, by the nature of his or her position, has the power to reward and punish subordinates.

Answer 25

Leader position power

Question 26

The variable in Fiedler’s contingency model that refers to the extent to which subordinates like a leader.

Answer 26

Leader–member relations

Question 27

A training program that teaches leaders how to change situations to match their leadership styles.

Answer 27

Leader Match

Question 28

y A theory of leadership that states that there are six styles of leadership (informational, magnetic, position, affiliation, coercive, and tactical) and that each style will be effective only in one of six organizational climates.

Answer 28

IMPACT theory

Question 29

A style of leadership in which the leader leads through knowledge and information; most effective in a climate of ignorance.

Answer 29

Informational style

Question 30

An organizational climate in which important information is not available.

Answer 30

Ignorance

Question 31

A style of leadership in which the leader has influence because of his or her charismatic personality; most effective in a climate of despair.

Answer 31

Magnetic style

Question 32

An organizational climate characterized by low morale.

Answer 32

Despair

Question 33

A leadership style in which the leaders influence others by virtue of their appointed or elected authority; most effective in a climate of instability.

Answer 33

Position style

Question 34

An organizational climate in which people are not sure what to do.

Answer 34

Instability

Question 35

A leadership style in which the individual leads by caring about others and that is most effective in a climate of anxiety.

Answer 35

Affiliation style

Question 36

An organizational climate in which worry predominates.

Answer 36

Anxiety

Question 37

A leadership style in which the individual leads by controlling reward and punishment; most effective in a climate of crisis.

Answer 37

Coercive style

Question 38

A critical time or climate for an organization in which the outcome to a decision has extreme consequences.

Answer 38

Crisis

Question 39

A leadership style in which a person leads through organization and strategy; most effective in a climate of disorganization.

Answer 39

Tactical style

Question 40

A climate in which the organization has the necessary knowledge and resources but does not know how to efficiently use the knowledge or the resources.

Answer 40

Disorganization

Question 41

theory of leadership stating that leaders will be effective if their behavior helps subordinates achieve relevant goals. leader can adopt one of four behavioral leadership styles to handle each situation: instrumental, supportive, participative, or achievement-oriented.

Answer 41

Path–goal theory

Question 42

the path–goal theory, a leadership style in which the leader plans and organizes the activities of employees. planning, organizing, and controlling the activities of employees.

Answer 42

Instrumental style

Question 43

In the path–goal theory, a leadership style in which leaders show concern for their employees.

Answer 43

Supportive style

Question 44

In the path–goal theory, a leadership style in which the leader allows employees to participate in decisions. leader shares information with employees and lets them participate in decision making

Answer 44

Participative style

Question 45

In the path–goal theory, a leadership style in which the leader sets challenging goals and rewards achievement.

Answer 45

Achievement-oriented style

Question 46

A theory of leadership stating that effective leaders must adapt their style of leadership to fit both the situation and the followers. developed by Hersey and Blanchard (1988), who postulated that a leader typically uses one of four behavioral styles: delegating, directing, supporting, or coaching.

Answer 46

Situational leadership theory

Question 47

R1: Unable and unwilling or insecure

Answer 47

directing approach

Question 48

R2: Unable but willing or confident

Answer 48

coaching approach

Question 49

R3: Able but unwilling or insecure

Answer 49

Supporting

Question 50

R4: Able and willing or confident

Answer 50

Delegating

Question 51

developed by Dansereau, Graen, and Haga (1975) and was originally called vertical dyad linkage (VDL) theory. A leadership theory that focuses on the interaction between leaders and subordinates.

Answer 51

Leader-member exchange (LMX) theory

Question 52

A theory of leadership that concentrates on helping a leader choose how to make a decision

Answer 52

A theory of leadership that concentrates on helping a leader choose how to make a decision

Question 53

another popular specific behavioral theory. This one holds that leaders and managers are most effective when they are out of their offices, walking around, and meeting with and talking to employees and customers about their needs and progress.

Answer 53

Management by walking around (MBWA)

Question 54

Power that individuals have because they have knowledge.

Answer 54

Expert power

Question 55

The power that individuals have because of their elected or appointed position.

Answer 55

Legitimate power

Question 56

Leadership power that exists to the extent that the leader has the ability and authority to provide rewards

Answer 56

Reward power

Question 57

Leadership power that comes from the leader’s capacity to punish others.

Answer 57

Coercive power

Question 58

Leadership power that exists when followers can identify with a leader and the leader’s goals.

Answer 58

Referent power

Question 59

Leadership style in which the leader focuses on task-oriented behaviors.

Answer 59

Transactional leadership

Question 60

Visionary leadership in which the leader changes the nature and goals of an organization.

Answer 60

Transformational leadership

Question 61

A leadership theory stating that leaders should be honest and open and lead out of a desire to serve others rather than a desire for self-gain.

Answer 61

Authentic leadership

Question 62

The extent to which a culture avoids uncertainty by using social norms and rituals.

Answer 62

Uncertainty avoidance

Question 63

The extent to which power is unequally shared.

Answer 63

Power distance

Question 64

The extent to which a culture encourages collective distribution of resources.

Answer 64

Social collectivism

Question 65

The extent to which individuals express pride in their organizations and families.

Answer 65

In-group collectivism

Question 66

The extent to which a culture tries to minimize differences in gender roles and prevent discrimination.

Answer 66

Gender egalitarianism

Question 67

The extent to which individuals in a culture are assertive and challenging in social relationships.

Answer 67

Assertiveness

Question 68

The extent to which a culture plans for and invests in the future.

Answer 68

Future orientation

Question 69

The extent to which a culture encourages and rewards improvement in performance.

Answer 69

Performance orientation

Question 70

The extent to which a culture encourages and rewards people for being fair, caring, and giving.

Answer 70

Humane orientation