Chapter 15 Leadership

Question 1

Three variables a leader has to consider

Answer 1

-the people who are being led
-the task that the people are performing
- the environment in which the people and the task exist

Question 2

Leadership

Answer 2

Using influence in an organizational setting or situation, producing effects that are meaningful and have a direct impact on accomplishing challenging goals

Question 3

Four characteristics leaders

Answer 3

1. provide direction and meaning
2. generate trust
3. favor action and risk taking
4. purveyors of hope

Question 4

Trait theory of leadership

Answer 4

An attempt to identify specific characteristics associated with leadership success

Question 5

Leadership traits

Answer 5

intelligence
personality
physical characteristics
supervisory ability

Question 6

two distinct styles of leadership

Answer 6

job-centered leader
employee-centered leader

Question 7

job-centered leader

Answer 7

focuses on encouraging employees to complete the task and uses close supervision so that individuals perform their tasks using acceptable and timely procedures

Question 8

employee-centered leader

Answer 8

focuses on having people complete the work and believes in delegating decision making and aiding employees in satisfying their needs by creating a supportive work environment

Question 9

Two leadership factors

Answer 9

initiating structure
consideration

Question 10

initiating structure

Answer 10

refers to behavior in which the leader organizes and defines the relationships in the group, tends to establish well-defined patterns and channels of communication, and spells out ways of getting the job done

Question 11

consideration

Answer 11

involves behavior indicating friendship, mutual trust, respect, warmth, and rapport between the leader and the followers

Question 12

Fiedler’s Contingency Leadership Model

Answer 12

the performance of groups is dependent on the interaction between leadership style and situational favorableness

Question 13

Three factors that determine how favorable a leader’s environment is, Fiedler

Answer 13

leader-member relations
task structure
position power

Question 14

leader-member relations

Answer 14

refers to the degree of confidence, trust, and respect that the leader obtains from the followers

Question 15

task structure

Answer 15

refers to how structured a job is with regard to requirements, problem-solving alternatives, and feedback on how correctly the job has been accomplished

Question 16

position power

Answer 16

refers to the power inherent in the leadership position

Question 17

Vroom-Jago Leadership Model

Answer 17

A leadership model that specifies which leader-ship decision-making procedures will be most effective in each of several different situations

Question 18

Decision quality

Answer 18

an important criterion in the VJM that refers to the degree to which a decision impacts subordinates performance

Question 19

Subordinate commitment

Answer 19

refers to how important it is that the subordinates be committed to or accept the decision in order that it may be successfully implemented

Question 20

Two types of decision situations facing leaders, VJM

Answer 20

individual decision: solutions affect only one of the leader’s followers
group decisions: decision situations that affect several followers

Question 21

VJ decision styles categorization

Answer 21

1. Autocratic: the leader makes the decision without input from your subordinates or leader secure input from subordinates and then make the decision
2. Consultative: subordinates have some input, but you make the decision
3. Group: the group makes the decision, the leader is just another group member
4. delegated: the leader gives exclusive responsibility to subordinates

Question 22

Path-goal leadership model

Answer 22

A theory that suggests it is necessary for a leader to influence the followers’ perception of work goals, self-development goals, and paths to goal attainment. The foundation for the model is the expectancy motivation theory.

Question 23

Path clarification

Answer 23

The leader’s efforts to clarify for employees the kind of behavior most likely to result in goal accomplishment

Question 24

Four specific styles of leader behavior, path-goal theory

Answer 24

directive: let subordinates know what is expected of them
supportive: treats subordinates as equals
participative: consults with subordinates and uses their suggestions and ideas before reaching a decision
achievement: sets challenging goals, expects subordinates to perform at highest level, continually seeks improvement in performance

Question 25

Three types of subordinate attitudes, path-goal theory

Answer 25

job satisfaction, acceptance of the leader, expectations about effort-performance-reward relationships

Question 26

Situational leadership theory

Answer 26

An approach to leadership advocating that leaders understand their own behavior and the readiness of their followers

Question 27

Four leadership styles of managers, SLT Hersey and Blanchard

Answer 27

Telling
Selling
participating
delegating

Question 28

Telling, SLT

Answer 28

the leader defines the roles needed to the job and tells followers what, where, how and when to do the tasks

Question 29

Selling

Answer 29

The leader provides followers with structured instructions, but is also supportive

Question 30

participating

Answer 30

the leader and followers share in decisions about how best to complete a high-quality job

Question 31

delegating

Answer 31

the leader provides little specific, close direction or personal support to followers

Question 32

Four situational leaderships similarities

Answer 32

1. focus on the dynamics of leadership
2. have stimulated research on leadership
3. remain controversial bc of measurement problems

Question 33

Charistmatic leader

Answer 33

one who creates an atmosphere of motivation based on an emotional commitment to and identity with his or her vision, philosophy and style on the part of followers

Question 34

Two types of charismatic leaders

Answer 34

visionary and crisis-based

Question 35

Transactional leader

Answer 35

helps the follower identify what must be done to accomplish the desired results and ensures that employees have the resources needed to complete the job

Question 36

Transformational leader

Answer 36

motivates followers to work for goals instead of short-term self-interest and for achievement and self-actualization instead of security; is able to express a clear vision and inspire others to strive to accomplish the vision

Question 37

Five factors that describe transformational leaders

Answer 37

charisma
individual attention
intellectual stimulation
contigent reward
management by exception

Question 38

Corporate social responsibility (CSR)

Answer 38

actions that corporations undertake to promote the public good beyond those required by law or the immediate interest of financial stakeholders

Question 39

Servant leader

Answer 39

a leader who emphasizes employee growth and service to others as worthwile ends in and of themselves, placing others’ needs in front of their own