Module 13 Flashcards
Daniel, a new supervisor, usually starts conversations with employees by checking in with them and asking them how work is going. According to the _________ approach, Daniel is exhibiting ________.
Behavioral; initiating structure
Behavioral; consideration
Trait; self-monitoring
Contingency; adaptation
Behavioral; consideration
not…
x (incorrect) - Behavioral; initiating structure
Trait; self-monitoring
Contingency; adaptation
Module 13 Quiz - Leadership & Influence
Fiedler’s contingency theory is different from the trait approach because it proposes that leader success depends on:
- The interaction between the characteristics of the situation and the leader
The leader’s power in his/her position
Leaders’ relationships with subordinates and peers
The straightforwardness of the task at hand
Module 13 Quiz - Leadership & Influence
The interaction between the characteristics of the situation and the leader predicts ___________ according to
leader success
Fiedler’s contingency theory
Module 13 Quiz - Leadership & Influence
Jenny, a supervisor at Barnes & Noble, recently received feedback from her employees that she always shows concern for them and genuinely seems to care about them. She also received feedback that she does not challenge her employees enough or push them to improve at their jobs. According to path goal theory, Jenny uses a lot of ___________ behaviors, and not enough __________ behaviors.
Supportive; achievement-oriented
Not…
Directive; supportive
Achievement-oriented; supportive
Supportive; participative
Module 13 Quiz - Leadership & Influence
Shilpa has just joined the marketing department at Target and finds that she does not love the job, but she thinks that her supervisor is nice. She finds herself working hard at her job despite her attitude towards the work. This best illustrates _________.
Referent power
Legitimate power
Internalization
Compliance
Module 13 Quiz - Leadership & Influence
What is an example of referent power?
Shilpa has just joined the marketing department at Target and finds that she does not love the job, but she thinks that her supervisor is nice. She finds herself working hard at her job despite her attitude towards the work.
influence comes from liking or admiring the leader (Byrn 276)
Module 13 Quiz - Leadership & Influence
Josh has been a supervisor at Best Buy for three months. He inherently dislikes asking employees to do things for him, even though it is a major part of his job. He finds that when he makes a request to employees and then explains the logic behind the request, employees generally respond well. The act of having logical explanations for his request is called:
Rational persuasion
Consultation
Inspirational appeal
Legitimating
Module 13 Quiz - Leadership & Influence
What is an example of rational persuasion?
dislikes asking employees to do things for him, even though it is a major part of his job. He finds that when he makes a request to employees and then explains the logic behind the request, employees generally respond well.
Module 13 Quiz - Leadership & Influence
As a leader of an organization, it is your job to influence people, attaining their buy-in for the organization’s goals and direction. What technique is going to be most effective when gaining employee buy-in to your vision & mission?
a. coerce them. If people know there are negative consequences, they will fall in line and do what they are supposed to do for the organization.
b. Reward them. if you have bonuses and other rewards, employees will like you and help drive organizational goals.
c. Make it known you are the leader– if you use the “because I am the leader and I say so” mentality, employees will know who’s boss and will complete tasks that you ask them to do.
d. share information–when you share information that employees want and need, they will accept you as a leader and will more readily follow you.
d is the best answer here though it does depend on the consistency of the providing important information. Coercing and rewarding are not very effective for influencing people; they only help create compliance and depend on the consequence of being severe enough or the reward being valued enough. Answer c refers to legitimate or professional power, which is also not very effective.
Byrne Appendix 483
- True or False: Leaders are born, not made (aka personality is very important for leadership)
a. false. the trait approach to leadership is not supported; we can definitely train people to be better leaders.
b. True. Personality is actually the most important factor for being a good leader.
c. True. Personality is related to being a good leader, but it is especially important for who will emerge as a leader.
d. Personality is not related to leadership behaviors.
Answer a is correct. Traits are not the be-all-end-all when it comes to leadership. People can learn to be better leaders. However, answer c is also correct. Research shows that personality can sometimes predict effective leadership behaviors, but more consistently predicts who will become a leader naturally.
Answer b and d are not correct.
Byrne Appendix 484
What will help you be a better leader?
a. being intelligent
b. focusing on tasks rather than people/relationships
c. asking for input and involving your employees when making decisions
d. Be authentic and act in ways that are consistent with your own values
Answer a is correct. Intelligence is related to effective leadership. Answers b and c depend on the situation and your followers. Answer d is referring to authentic leadership, which has shown positive outcomes but is also a relatively new idea and needs to be studied more.
Byrne Appendix 484
If you were going to try and train a group of management-level employees to be better leaders, what would you do?
a. Select a training for employees who are at higher levels of leadership rather than lower-level employees.
b. Use primarily traditional learning, such as reading books on leadership and having classes that employees can sign up for.
c. pair employees with a mentor
d. Build in opportunities after the training to follow up with leaders and have them reflect on how they have changed.
Answer c or d is going to help make your leadership training more effective
Contrary to answer a and b, training is typically more effective for lower-level employees and when using non-classroom training methods
Byrne Appendix 484
What might your organization face it if has a bad leader?
a. higher turnover and more people leaving the organization
b. greater prevalence of employee health problems
c. employees experiencing more stress at home as well as at work
d. employees will not perform as well on the job
All of those answers could be correct. Abusive leadership has recently been studied more and more and we have come to understand some of the very negative consequences of bad leaders.
Byrne Appendix 484-485
