Leadership and Navigation

Question 1

What are the six approaches to leadership according to Daniel Goleman?

Answer 1

Coercive, Authoritative, Affiliative, Democratic, Pacesetting, and Coaching

Question 2

The leader imposes a vision or solution on the team and demands that the team follow this directive

Answer 2

Coercive leadership

Question 3

The leader proposes a bold vision or solution and invites the team to join this challenge

Answer 3

Authoritative leadership

Question 4

The leader creates strong relationships with and inside the team, encouraging feedback. The team members are motivated by loyalty

Answer 4

Affiliative leadership

Question 5

The leader invites followers to collaborate and commits to acting by consensus

Answer 5

Democratic leadership

Question 6

The leader sets a model for high performance standards and challenges followers to meet these expectations

Answer 6

Pacesetting leadership

Question 7

The leader focuses on developing team members’ skills, believing that success comes from aligning the organization’s goals with employees’ personal and professional goals

Answer 7

Coaching leadership

Question 8

People who tend to be trustworthy, ethical, motivational, efficient, collaborative, and focused on continuous improvement

Answer 8

Effective leaders

Question 9

People who are focused on their own needs and goals, poor at developing and sustaining relationships, and given more to ordering and demanding

Answer 9

Ineffective leaders

Question 10

Leaders possess certain innate characteristics that followers do not possess (and probably cannot acquire), such as physical characteristics (e.g., strength, stamina) and personality traits (e.g., decisiveness, integrity). Sometimes referred to as the “Great Man” theory.

It equates these characteristics and leadership but without evidence.

It may discourage leader development by implying that the ability to lead cannot be acquired with study and practice.

Answer 10

Trait Theory

Question 11

Leaders influence group members through certain behaviors

Answer 11

Behavioral Theories

Question 12

Leadership involves managing:

Tasks (work that must be done to attain goals).

Employees (relationships based on social and emotional needs).

Answer 12

Blake-Mouton Theory

Question 13

What are the five types of managers according to the Blake-Mouton Theory?

Answer 13

Country club managers, Impoverished managers, Authoritarian managers, Middle-of-the-road managers, and team leaders

Question 14

(low task, high relationship) create a secure atmosphere and trust individuals to accomplish goals, avoiding punitive actions so as not to jeopardize relationships.

Answer 14

Country club managers

Question 15

(low task, low relationship) use a “delegate-and-disappear” management style. They detach themselves, often creating power struggles.

Answer 15

Impoverished managers

Question 16

(high task, low relationship) expect people to do what they are told without question and tend not to foster collaboration.

Answer 16

Authoritarian managers

Question 17

(midpoint on both task and relationship) get the work done but are not considered leaders.

Answer 17

Middle-of-the-road managers

Question 18

(high task, high relationship) lead by positive example, foster a team environment, and encourage individual and team development.

Answer 18

Team Leaders

Question 19

Proposes that leaders can flex their behaviors to meet the needs of unique situations, employing both task or directive behaviors and relationship or supportive behaviors with employees.

Answer 19

Situational Theories

Question 20

Leaders adapt their behaviors to meet the evolving needs of team members. Like Blake-Mouton, the behaviors involve tasks and relationships.

As team members grow in skill and experience, leaders supply the appropriate behavior:

Telling when the employee is not yet motivated or competent.

Selling when the increasingly competent employee still needs focus and motivation (“why are we doing this”).

Participating when competent workers can be included in problem solving and coached on higher skills.

Delegating when very competent team members can benefit from greater levels of autonomy and self-direction.

Answer 20

Hersey-Blanchard Situational Leadership

Question 21

Leaders change the situation to make it more “favorable,” more likely to produce good outcomes.

Answer 21

Fiedler’s Contingency Theory

Question 22

Leader-member relationships are strong.

Task structure and requirements are clear.

The leader can exert the necessary power to reach the group’s goal.

Answer 22

Situational favorableness

Question 23

must be changed to improve group (and leader) effectiveness. This can include:

Improving relations between the leader and the team (e.g., by building trust).

Changing aspects of the task (e.g., breaking a project down into more manageable pieces, providing more resources for the team).

Increasing or decreasing the leader’s exercise of power (e.g., to increase team involvement in and ownership of ideas, to decrease harmful conflict or resistance to change).

Answer 23

Unfavorable situations

Question 24

This theory emphasizes the leader’s role in coaching and developing followers’ competencies. The leader performs the behavior needed to help employees stay on track toward their goals. This involves addressing different types of employee needs:

Directive—Help the employee understand the task and its goal.

Supportive—Try to fulfill employee’s relationship needs.

Achievement—Motivate by setting challenging goals.

Participative—Provide more control over work and leverage group expertise through participative decision making.

Answer 24

Path-Goal Theory

Question 25

Leaders are not appointed but emerge from the group, which chooses the leader based on interactions.

Answer 25

Emergent Theory

Question 26

usually documented in organizational charts and policies, in announcements and handbooks, and in organizational reports to stakeholders

Answer 26

the formal aspects of an organization

Question 27

What do formal organizational features include?

Answer 27

The traditional reporting lines; decision-making process; funding process; the organization’s strategy mission, and values; events that may have shaped of may be shaping decision makers’ assessments

Question 28

often based on interpersonal relationships that are complex and subtle and can change frequently

Answer 28

informal organizational structures

Question 29

What are the four types of potential allies according to Kelly and Medina?

Answer 29

Bureaucratic black belts, Tugboat pilots, Benevolent bureaucrats, and wild surfers

Question 30

know the organization’s systems well and know how to make things happen. They know decision-making processes and requirements. They can educate leaders about how to gather support for an idea and help them avoid mistakes that may damage their credibility or prolong the process.

Answer 30

Bureaucratic black belts

Question 31

have good political instincts. They usually have a deep history with the organization and can predict reactions. They can point out other potential allies who may have a related interest and can benefit from an HR initiative.

Answer 31

Tugboat pilots

Question 32

are willing to partner but have their own agendas. An HR leader must assess the impact these other agendas are likely to have on an HR initiative. As long as the other agenda does not compromise HR’s goals or decrease the HR initiative’s chances for acceptance, these individuals can have value.

Answer 32

Benevolent bureaucrats

Question 33

are willing to partner but only to share in any successes. They add little value to the initiative and to the process of gaining support. They simply want to attach themselves to it. It may be necessary to work with them—perhaps to satisfy a more valuable ally—but HR leaders must be mindful of the wind surfer’s goals and potential value.

Answer 33

Wind surfers

Question 34

What must HR leaders do to turn potential allies into partners?

Answer 34

make an effort to understand the needs and goals of potential allies, from both a personal and a functional perspective.

Question 35

Defined as factors that initiate, direct, and sustain human behavior over time. Understanding why people behave the way they do helps leaders influence behavior by appealing to the right needs in the right way.

Answer 35

Motivation - The perception of the role of motivation in organizations has changed over time. Motivation is seen as more central to the role of leaders and more complex.

Question 36

Motivation is seen as absolutely irrelevant or absolutely critical in the workplace.

Answer 36

Theory X/Theory Y

Question 37

leaders micromanage and coerce team members because they believe people do not like to work and must be strictly controlled and forced to work.

Answer 37

Theory X

Question 38

leaders believe that employees dislike rigid controls and inherently want to accomplish something. Therefore leaders apply a more participative style that empowers employees. Considered more appropriate in today’s knowledge-driven workplaces.

Answer 38

Theory Y

Question 39

Individuals are motivated by a desire to satisfy certain needs. Understanding these needs allows leaders to offer the right incentives and create the most motivational external environments. Common factors are achievement, a desire for social connection, and some degree of control.

Answer 39

Needs Theory

Question 40

A lower-level need must be relatively satisfied in order for a higher-level need to emerge or serve to motivate.

No need is ever totally satisfied, however. The lower-level needs will always have some influence on behavior.

Answer 40

Maslow

Question 41

What are five basic categories of needs that must be met in an ascending order according to Maslow’s theory?

Answer 41

1. Physiological (basic needs related to survival)
2. Safety and security
3. Belonging and love (the need to belong, to be accepted)
4. Esteem (both self-esteem and admiration of others)
5. Self-actualization (the need to fill one’s potential)

Question 42

Behavior is driven by intrinsic factors (innate desires) and extrinsic factors (workplace hygiene).

Intrinsic factors: challenging work, meaningful impact of work, recognition

Extrinsic factors: job security, pay, conditions

Satisfying hygiene factors can remove some areas of discontent that interfere with motivation, but satisfactory workplace conditions are not enough in themselves to create motivation.

Motivation is created by appealing to individual desires or needs.

Answer 42

Herzberg

Question 43

What is it important to remember in applying Herzberg’s motivation-hygiene theory?

Answer 43

while good workplace conditions do not positively affect motivation, unacceptable conditions will lead to job dissatisfaction and can make a motivated employee look for another job. Hygiene factor levels must be acceptable in order for the motivation factors to become operative.

Question 44

Individuals are motivated by three basic desires:

Employees have all three needs but the needs’ relative importance may vary among individuals. Effective leaders identify and appeal to each employee’s primary motivators.

Answer 44

McClelland

Question 45

What are the three basic desires individuals are motivated by according to the McClelland theory?

Answer 45

Achievement (accomplishment)

Affiliation (feeling part of a group)

Power (influence or control over others)

Question 46

Individuals are motivated by innate needs, such as competence (McClelland’s achievement) and relatedness (McClelland’s affiliation) but also by needs for:

Autonomy, or the need to feel that one has control over one’s life.

Purpose, or the sense that one’s actions have effects beyond the individual or the workplace.

Answer 46

Self-determination

Question 47

Effort increases in relation to one’s confidence that the behavior will result in a positive outcome and reward.

Answer 47

Expectancy Theory

Question 48

All three factors must be addressed to create motivated employees.

Answer 48

Vroom

Question 49

What level of effort is depended on according to the Vroom theory?

Answer 49

Expectancy. (With reasonable effort, the employee can succeed.)

Instrumentality. (Success will result in a reward.)

Valence. (The reward is meaningful to the employee.)

Question 50

The way a person interprets the causes for past success or failure is related to the present level of motivation. A leader can help employees attribute results to the correct causes and create opportunities for success.

Answer 50

Attribution Theory

Question 51

Success or failure can be attributed to internal factors (e.g., skills, diligence) or external factors (e.g., available resources, market events). Internal factors may be under the employee’s control (e.g., the employee can work harder or be more careful), but external factors are probably beyond the employee’s control.

A track record of success can create empowered and resilient employees, while a track record of failure (even though the causes were external to the employee’s control) can create “learned helplessness” and even aggression or hostility in the workplace.

Leaders create opportunities for success for less experienced employees, perhaps by providing more resources, coaching, and guidance. More challenging assignments are given to employees who believe they can (and are likely to) succeed.

Answer 51

Heider, Weiner

Question 52

Motivation can be increased by providing employees with goals against which they can assess their achievement.

Optimally, employees should be involved in designing goals and supported in achieving their goals.

Feedback helps employees determine the effectiveness of their effort.

Answer 52

Goal-Setting Theory

Question 53

What the the effective goals according to the Goal-Setting Theory?

Answer 53

Specific and clear.

Important to the individual. This enables greater commitment.

Realistic but challenging. Goals that are unrealistically high can harm motivation.