chapter 2

Question 1

What are the characteristics of a successful leader?

Answer 1

Sense of responsibility, self-confidence, high energy level, empathy, internal locus of control, sense of humor

Question 2

internal locus of control

Answer 2

the belief that you are the primary cause of what happens to yourself

Question 3

authoritarian leadership

Answer 3

A leadership style in which the leader retains a great deal of authority

Question 4

democratic leadership

Answer 4

A leadership style in which the leader allows subordinates to participate in decision making and problem solving.

Question 5

laissez-faire leadership

Answer 5

A leadership style in which the leader is uninvolved and lets subordinates direct themselves.

Question 6

contingency theory

Answer 6

Fred fielder - each leader has a preferred leadership style, which may be relationship oriented (i.e., people oriented) or task oriented - Whether relationship-oriented or task-oriented leaders perform better depends on three characteristics of the situation: leader–member relations, task structure, and the position power of the leader

Question 7

leader-member relations

Answer 7

refers to the extent to which the leader has the support and loyalty of group members

Question 8

task structure

Answer 8

describes any specified procedures that employees should follow in carrying out the task.

Question 9

position power

Answer 9

refers to the formal authority granted to the leader by the organization.

Question 10

Life cycle theory

Answer 10

Paul Hersey and Ken Blanchard - considers the degrees to which managers focus on relationships and tasks. - assumes that the leader’s behavior should adapt to the situation - leaders should adjust their degree of task and relationship behavior in response to the growing maturity of their followers

Question 11

path-goal theory

Answer 11

originally developed by Robert House and later refined by House and Terence Mitchell - originally developed by Robert House and later refined by House and Terence Mitchell

Question 12

according to the path-goal theory a leader should exhibit the following behaviors:

Answer 12

Directive, supportive, participative, and achievement behavior

Question 13

directive behavior

Answer 13

involves telling followers what to do and how they are to do it. It is essential for a supervisor to be able to clearly communicate what is expected of followers and how they should complete their required tasks

Question 14

supportive behavior

Answer 14

involves recognizing that above all, followers are human beings. Therefore, it’s important to be friendly and encouraging to followers

Question 15

participative behavior

Answer 15

involves seeking input from followers about methods for improving business operations

Question 16

achievement behavior

Answer 16

involves setting a challenging goal for a follower to meet, and expressing confidence that the follower can meet this challenge

Question 17

Servant leadership

Answer 17

involves putting other people’s needs, aspirations, and interests above your own (good listener, empathic, healing, aware, persuasive)

Question 18

entrepreneurial leadership

Answer 18

involves putting other people’s needs, aspirations, and interests above your own - believing that one plays a very important role at a company rather than an unimportant one (visionary, problem solver, decision maker, and risk taker)

Question 19

Approaches to leadership:

Answer 19

spiritual, authentic, ethnical, transformational, transactional

Question 20

Spiritual leadership

Answer 20

reflects the extent to which leaders address the spiritual developmental needs of followers

Question 21

authentic leadership

Answer 21

reflects the extent to which a leader stands by his or her values and provides true and accurate feedback to followers

Question 22

transformational leadership

Answer 22

focus on leading by influencing and developing their people. They view people as the means through which to accomplish the organization’s objectives

Question 23

ethical leadership

Answer 23

reflects the extent to which leaders possess an ethical and moral code and abide by those ethical standards

Question 24

transactional leadership

Answer 24

focus on leading by adhering to tasks. They view incentives and monitoring as effective means to ensure subordinates complete the organization’s objectives

Question 25

ambiguity

Answer 25

the quality of being open to more than one interpretation; inexactness

Question 26

leader characteristics

Answer 26

managers values, level of confidence, personal leadership strengths, tolerance for ambiguity

Question 27

subordinates characteristics

Answer 27

need for independence, readiness for responsibility, tolerance for ambiguity, interest to solve problems, understanding of and identification of goals, knowledge/experience, expectations

Question 28

characteristics of a situation

Answer 28

type of organizations, effectiveness of the group, the problem/task, time available

Question 29

Expectations

Answer 29

Loyalty, cooperation, communication, and results

Question 30

how should a supervisor set a good example for their employees?

Answer 30

the supervisor should follow all the rules and regulations that cover employees. The supervisor should be impartial in the treatment of employees—for example, assigning unpopular tasks to everyone, not just to certain employees. Supervisors also should be ethical, that is, honest and fair

Question 31

how should manager build trust with their employees?

Answer 31

The most important way to build trust is to engage in fair, predictable behavior. The supervisor should fulfill promises and give employees credit when they do something well. Keeping the lines of communication open also builds trust. When the supervisor listens carefully and shares information, employees will not think that he or she is hiding something from them.

Question 32

what is ‘managing up’?

Answer 32

Observe how your manager handles various situations, try to determine his or her leadership style, and notice what issues are of most importance to your manager. As much as possible, adapt your own style to match your manager’s when you are with this person. Also, ask what your manager’s expectations are for you and how your performance will be measured.