Test 7: Leadership

Question 1

Leader

Answer 1

Most influential member of a group, who typically acts as an organizer and spokesperson. Or, highest-ranking member of an organization, responsible for organizing and directing members, acting as representative accountable for security, success, and capability.

Question 2

Leader effectiveness

Answer 2

Extent to which a leaders’ organization or group succeeds, or achieves its goals while maintaining or improving its capability.

Question 3

Leader role

Answer 3

Expectations, responsibilities, and time-horizon associated with a leaders’ position and rank in the hierarchy.

Question 4

Leadership

Answer 4

Unifying a group or collective toward achieving its goals while maintaining or improving its capability.

Question 5

Leadership pipeline

Answer 5

Model of leader development proposing that rising rank brings new relationships and skill requirements, and longer time horizons.

Question 6

Leadership passages

Answer 6

Seven:

1. ) Self
2. ) Other people
3. ) Managers
4. ) A function
5. ) A business
6. ) A business group
7. ) An enterprise

Question 7

Leaders’ Time Horizon

Answer 7

Duration of a leaders’ longest task.

Question 8

LMX (Leadership-Member Exchange) Theory

Answer 8

Leaders develop 2 types of 1-to-1 relationships with their direct subordinates:

1. ) In-group: Higher-performing, favored subordinates have positive cycles of exchange: autonomy, reinforcement, desirable assignments, coaching, and encouragement.
2. ) Out-group: Lower- performing, less-favored subordinates have negative cycles of exchange -close monitoring, limited autonomy, less responsibility, undesirable assignments, les reinforcement, more criticism, lower-quality interaction.

Question 9

Substitutes for leadership

Answer 9

Characteristics of a group or its situation that serve the same functions as a leader would toward fostering group effectiveness, and when present, make a leaders’ efforts unnecessary.
Examples: Member skill/ability/experience, member training, intrinsically motivated members or intrinsically satisfying work, task structure, performance feedback, group cohesion, and specific goal .

Question 10

Vroom-Yetton-Jago Model

Answer 10

Group decision making effectiveness (decision quality, cost, development) depends on the leaders’ adoption of a decision method (5) that fits the groups’ situation.

Question 11

Decision methods

Answer 11

AI - Autocratic, leader only.
AII - Autocratic w/ input (1-1, does not share problem)
CI - Consultative (1-1, does share problem)
CII - Consultative w/ Group, shares problem, asks for suggestions, decides.
GII - Consensus, leader shares problem w/ group, facilitates discussion supported by all.

Question 12

Organizational development

Answer 12

Planned, system-wide changes designed to increase effectiveness.

Question 13

Organizational effectiveness

Answer 13

Extent to which an organization achieves its purposes while maintaining or enhancing the capability to continue operating and achieving its purposes in the future.

Question 14

Resistance to change

Answer 14

Organization’s tendency to remain stable and retain current structure, norms, roles, culture, and values despite attempts to modify them.

Question 15

V-J-Y Situational attributes

Answer 15

• Quality requirement
• Subordinate commitment required for effective execution.
• Leaders information sufficient enough to make a high quality decision alone.
• Problem structures
• Subordinate acceptance important?
• Commitment probability among subordinates higher if leader decides alone?
• Goal congruence among subordinates with relevant organizational goals?
• Subordinate conflict likely over preferred solutions.
• Time constriants
• Geographical dispersion
• Minimize Decision time
• Or maximize subordinate development opportunities?

Question 16

Organizational development sequence

Answer 16

1. ) Role definition - Assignment of responsibilites
2. ) Diagnosis - Assessment of current operations and outcomes.
3. ) Planning: Identifying, evaluating, and selecting approaches; setting goals, milestones, timelines, and action plans.
4. ) Intervention - Executing the changes.
5. ) Follow-up - Evaluation; decisions about standardization and continued monitoring.

Question 17

Sources of resistance (to org. change)

Answer 17

• Organizational culture
• Norms
• Roles
• Over-determination of the social system
• Threats to power relationships
• Threats to rewards from vested, economic interests
• Threats to control of facilities,resources, and/or “turf.”