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MGMT 363 > MGMT Exam 3 Flashcards - Chapter 14 > Flashcards

MGMT Exam 3 Flashcards - Chapter 14

1
Q

What does it mean for a leader to be effective?

A

the degree to which the leader’s actions result in the achievement of the unit’s goals, the continued commitment of the unit’s employees, and the development of mutual trust, respect, and obligation in leader-member dyads

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2
Q

What is leader emergence?

A

Becoming a leader either through being placed in a position of influence by an outside agent, the members of a group or through one’s own choice

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3
Q

What is the leader-member exchange theory?

A

Theory that hypothesizes that leaders do not treat all employees the same as they develop two groups of followers - in-group and out-group.
Stage 1: Role-taking. Stage 2: Role-making. Stage 3: Leadership-making. Stage 4: Team-making.

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4
Q

Shannon stopped in her boss’s office and said, “Greg, I’ve got some ideas on how we can generate more social media buzz for our fund-raising event. Can we schedule a time when we can sit down and go over these ideas?” Which stage of the leader-member exchange theory does this best describe?

A

Role making

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5
Q

What are the four leader decision making styles?

A
  1. Autocratic
  2. Consultative
  3. Facilitative
  4. Delegative
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6
Q

What leadership style is when a leader makes the decision alone without asking for opinions or suggestions of the employees in the work unit?

A

Autocratic style

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7
Q

What leadership style is when the leader presents the problem to individual employees or a group of employees, asking for their opinions and suggestions before ultimately making the decision himself?

A

Consultative style

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8
Q

What leadership style is when the leader presents the problem to a group of employees and seeks consensus on a solution, making sure that his or her own opinion receives no more attention or weight than anyone else?

A

Facilitative style

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9
Q

What leadership style is when the leader gives an individual employee or a group of employees the responsibility for making the decision within some set of specified boundary conditions?

A

Delegative style

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10
Q

What are the contingencies that should be considered when choosing an appropriate leadership style?

A
  1. How much time is available
  2. Decision significance
  3. Importance of commitment
  4. Leader expertise
  5. Likelihood of trust and commitment
  6. Shared objectives
  7. Employee expertise
  8. Teamwork skills
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11
Q

What are the two types of leadership behavior suggested by the Ohio State Studies?

A
  1. Consideration: behavior of a manager that suggests to the employees that the manager trusts, respects, and cares for them.
    Membership
    Integration
    Communication
    Recognition
    Representation
  2. Initiating Structure: behaviors that are directed at task accomplishment. Makes sure work gets done, subordinates perform their jobs well, and the organization is effective and efficient.
    Initiation
    Organization
    Production
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12
Q

What are the three types of leadership behavior suggested by the University of Michigan studies?

A
  1. Employee-centered behavior: focuses on developing strong interpersonal relationships with employees.
  2. Job-oriented behavior: makes sure work gets done properly.
  3. Participative: managers get subordinates to take part in determining how work is done.
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13
Q

What is a key difference between the findings of both Michigan and Ohio State?

A

OSU studies suggest that managers can engage in both types of behavior while Michigan studies suggest you are either one type or the other. Can’t combine.

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14
Q

According to the leader-member exchange theory, low-quality exchange dyads constitute the leader’s

A

Outgroup

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15
Q

Predictive traits for leader ______ refers to traits that are associated with becoming a leader.

A

Emergence

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16
Q

The theory of leadership that focuses on the relationship that develops between managers and members of their teams over time is known as

A

the leader-member exchange theory.

17
Q

In which of the following decision-making styles do followers have the highest level of control over the decision?

A

Delegative

18
Q

True or false: Certain personal trait and characteristics indicate that a person will have high leader effectiveness.

A

FALSE

19
Q

Aristotle once said, “Some people are born to lead; others are born to [be led].” This statement best describes which theory of leadership?

A

Great person

20
Q

What is transformational leadership?

A

A pattern of behavior where the leader inspires followers to commit to a shared vision that provides meaning to their work while also serving as a role model who helps followers develop their own potential and view problems from new perspectives.

21
Q

What is transactional leadership?

A

A pattern of behavior where the leader rewards or disciplines the follower based on performance.

22
Q

What is Laissez-faire (hands-off) leadership?

A

When the leader avoids leadership duties altogether.

23
Q

What types of leadership are active?

A

Transformational and transactional - contingent reward

24
Q

What types of leadership are passive?

A

Laissez-faire and transactional - passive management by exception

25
Q

What type of leadership is a mix between active and passive?

A

Transactional - active management by exception

26
Q

What is active management by exception?

A

When the leader arranges to monitor mistakes and errors actively and takes corrective action when required.

27
Q

What is passive management by exception?

A

When the leader waits around for mistakes and errors, then takes corrective action as necessary.

28
Q

What is contingent reward?

A

When the leader attains follower agreement on what needs to be done using rewards in exchange for adequate performance.

29
Q

What are the four components of transformational leadership?

A
  1. Idealized influence (Charisma)
  2. Inspirational Motivation
  3. Intellectual Stimulation
  4. Individual consideration
30
Q

What is idealized influence (charisma)?

A

Behaving in ways that earn the admiration, trust and respect of followers causing followers to want to identify with the leader. Behaviors such as sacrificing for the good of the group, being a role model, and displaying high ethical standards.

31
Q

What is inspirational motivation?

A

involves establishing an attractive vision of the future, the use of emotional arguments, and exhibition of optimism and enthusiasm.

32
Q

What is intellectual simulation?

A

Leader behaves in ways that challenge followers to be innovative and creative by questioning assumptions and reframing old situations in new ways. Leader gets employees to realize the importance of their efforts and the contribution to the organization so that the individual works for the goals of the organization potentially at the cost of their own goals.

33
Q

What is individual consideration?

A

leader is able to get people to feel that the leader cares for them individually.

34
Q

What impact does transformational leadership have on follower job performance and organizational commitment?

A

Moderate positive impact on job performance and strong positive impact on affective and normative commitment

35
Q

What is a leadership substitute?

A

Situational characteristics that reduce the importance of the leader while simultaneously providing a direct benefit to employee performance.

36
Q

What are examples of leadership substitutes?

A
  1. Task feedback: receiving feedback on performance from the task itself.
  2. Training & experience: gaining the knowledge to act independently of the leader.
  3. Professionalism: having a professional specialty that offers guidance. Doctors, lawyers, & accountants.
  4. Staff support: receiving information and assistance from outside staff.
  5. Group cohesion: working in a close-knit and interdependent work group.
  6. Intrinsic satisfaction: deriving personal satisfaction from one’s work.
37
Q

What is a leadership neutralizer?

A

Situational characteristics that reduce the importance of the leader and do not improve employee performance in any way.

38
Q

What are examples of leadership neutralizers?

A
  1. Task stability: having tasks with a clear, unchanging sequence of steps.
  2. Formalization: having written policies and procedures that govern one’s job.
  3. Inflexibility: working in an organization that prioritizes rule adherence. Relate to discretion & power.
  4. Spatial distance: Being separated from one’s leader by physical space. When the leader is away the followers will play.

MGMT 363 (12 decks)

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