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Chapter 15--Leadership

Student: ___________________________________________________________________________

1.

Leadership occurs among people, involves the use of influence, and is used to attain goals. True False

2.

Influence means that the relationship among people is passive. True False

3.

The highest level in a hierarch of manager capa!ilities refers to level 5 leadership. True False

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Interactive leadership means that the leader favors a consensual and colla!orative process, and influence derives from relationships rather than position po#er and formal authorit . True False

5.

$alues associated #ith interactive leadership include personal confidence, e%clusion, and independence. True False

&.

'ithin a single individual, management and leadership reflect the same sets of (ualities and s)ills that fre(uentl overlap. True False

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+ood leadership is needed to help the organi,ation meet current commitments, #hile good management is needed to move the organi,ation in the future. True False

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.uthentic leadership refers to individuals #ho )no# and understand themselves, act consistentl #ith high ethical values, and empo#er others. True False

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. leader #ho #or)s to fulfill su!ordinates0 needs and goals as #ell as to achieve the organi,ation1s larger mission is called a servant leader. True False

12 In a recent stud , it #as found that men #ere more capa!le of motivating others and producing high. (ualit #or) than #omen. True False 1

11 . situation #ould !e considered highl favora!le to the leader #hen tas)s are highl unstructured and . the leader has little formal authorit . True False 12 3ersonal po#er, innovation, and nurturing are consistentl vie#ed as manager (ualities rather than . leader (ualities. True False 13 Three distinguishing personal characteristics associated #ith successful leaders are intelligence, . honest , and self-confidence. True False 1" 4elf-confidence, honest and integrit , enthusiasm, and the desire to lead, are all intelligence and . a!ilit components of personal characteristics of leaders. True False 15 5hio 4tate 6niversit researchers identified t#o ma7or !ehaviors called consideration and initiating . structure. True False 1& Consideration is the e%tent to #hich the leader is tas) oriented and directs su!ordinate #or) activities . to#ard goal attainment. True False 1* The e%tent to #hich the leader is mindful of su!ordinates, respects their ideas and feelings, and . esta!lishes mutual trust refers to initiating structure. True False 1- 8o!-centered leaders are those leaders that esta!lish high performance goals and displa supportive . !ehavior to#ard su!ordinates. True False 1/ The leadership grid suggests a t#o-dimensional leadership theor that measures a leader1s concern for . people and concern for production. True False 22 The countr clu! management st le 91,/: stresses high service and concern for guests or customers, . sometimes to the detriment of emplo ees of the firm. True False

21 ;erse and <lanchard1s situational theor focuses a great deal of attention on the characteristics of . emplo ees in determining appropriate leadership !ehavior. True False 22 4ituational theor model focuses a great deal on the characteristics of follo#ers, not those of the . situation. True False 23 The telling st le, according to ;erse and <lanchard, is appropriate for follo#ers #ith moderate . readiness. True False 2" =atching the leader1s st le #ith the situation ! changing factors in the situation to achieve the !est . match is the !asic idea #ith Fiedler1s contingenc theor . True False 25 Tas) 4tructure refers to the e%tent to #hich the leader has formal authorit over su!ordinates. . True False 2& The tas)-oriented leader, according to Fiedler, e%cels in the favora!le situation #hereas relationship. oriented leaders are most effective in situations of moderate favora!ilit . True False 2* . su!stitute counteracts the leadership st le and prevents the leader from displa ing certain !ehaviors. . True False . situational varia!le that counteracts a leadership st le and prevents the leader from displa ing certain !ehaviors is called a neutrali,er. True False The relationship-oriented leader performs !etter in situations of intermediate favora!ilit !ecause human relations s)ills are important in achieving high group performance. True False .n inspirational leader #ho has the a!ilit to motivate su!ordinates, through personal transactions, to transcend their normal performance refers to a transactional leader. True False The charismatic leader has the a!ilit to motivate su!ordinates to transcend their e%pected performance. True False 3

Charismatic leaders t picall have a strong vision for the future and the can motivate others to help reali,e it. True False . transformational leader is a leader distinguished ! a special a!ilit to !ring a!out innovation and change. True False Transformational leaders are hard#or)ing, tolerant, and fair-minded, !ut are not as capa!le of leading change as are transactional leaders. True False The pragmatic survivor is a follo#er #ho participates activel in the organi,ation !ut does not use critical thin)ing s)ills. True False The alienated follo#er is a person #ho is an independent, critical thin)er !ut is passive in the organi,ation. True False .n active follo#er is characteri,ed ! a need for constant supervision. True False 3o#er is the potential a!ilit to influence the !ehavior and decisions of other people. True False The t pe of po#er that results from the leader1s legitimate authorit , !ased upon his or her position #ithin the organi,ation, is called coercive po#er. True False The effective follo#er e%hi!its neither critical, independent thin)ing nor active participation. True False Influence is the effect a person1s actions have on the attitudes, values, !eliefs, or !ehavior of others. True False Legitimate, re#ard, and e%pert po#ers are all forms of position po#er. True False

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'hen Lonnie shouts at >err in pu!lic for not finishing her #or) and suspends her for t#o da s, he is using his coercive po#er. True False T#o t pes of personal po#ers are e%pert and re#ard po#ers. True False The t pe of po#er that results from political referrals is referent po#er. True False ?ational persuasion is one interpersonal influence tactic availa!le for leaders. True False 6se of rational persuasion and ma)ing use of higher authorit are t#o commonl used influence tactics. True False 3eople #ho are entangled in a net#or) of relationships have less po#er. True False @ffective leaders develop net#or)s of alliesA people #ho can help the leader accomplish his or her goals. True False BBBBB is the potential a!ilit to influence the !ehavior of others. BBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBB 3o#er coming from a formal management position in an organi,ation and the authorit granted to it is called BBBBB. BBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBB 3o#er that results from the authorit to re#ard others is called BBBBB. BBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBB 3o#er that stems from the authorit to punish or recommend punishment is called BBBBB. BBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBB 3o#er resulting from a leader1s special )no#ledge or s)ill regarding the tas)s performed ! follo#ers is referred to as BBBBB. BBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBB 5

3o#er that results from characteristics that command su!ordinates1 identification #ith, respect and admiration for and desire to emulate the leader is called BBBBB. BBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBB List the t#o dimensions used in <la)e and =outon1s Leadership +rid.

List the t#o t pes of personal po#er.

'hat is the !asic difference !et#een consideration !ehavior and initiating structure !ehaviorC

Descri!e the three situational elements under Fiedler1s Contingenc Theor that can !e descri!ed as either favora!le or unfavora!le.

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'hat three factors com!ine to create the situation in Fiedler1s Leadership Contingenc Theor C @%plain each.

Differentiate !et#een a su!stitute and a neutrali,er.

Distinguish !et#een charismatic and transformational leadership.

Descri!e the five !ases of po#er t pical in organi,ations.

Descri!e the si% interpersonal influence tactics for leaders.

.t #or), 4ue @llen favors a consensual and colla!orative process, #here influence derives from relationships rather than positions of po#er and formal authorit . .s such, she can !est !e vie#ed as #hat t pe of leaderC .. Leve l5 4ervant

< . C .uthent . ic D Transfor . mational @ Interacti . ve

.ll of the follo#ing are leadership (ualities @EC@3TF .. visi ona r . < innovat . ive. C promote s change. D structu . red. @ nurtur . es. 'hich of the follo#ing is G5T a manager (ualit C .. =ainta ins sta!ilit

<. 5rgani,es C. .nal ,es D. ?ational @ 3ersonal . po#er

The distinguishing personal characteristics of a leader are )no#n asF .. < . C . D . @ . traits. sources of po#er. leadership st les. leadership !ehaviors. personal preferences.

The earl research on leadership traits #as referred to as theF .. contingen c theor of leadershi p. < path-goal theor of . leadership. C great man . approach. D situational theor . of leadership. @ !ehavioral . approach. In general, research has found a9n: BBBBB relationship !et#een personal traits and leader success. .. < . C . D . @ . str on g #ea ) posit ive negat ive inver se

?ecentl , <eagle <outi(ue #as attempting to hire a middle manager. The #ere loo)ing for an intelligent, active, and creative individual. 'hich approach to leadership #as <eagle usingC .. The contingenc approach < The situational . approach C The trait approach . D The !ehavioral . approach @ The su!stitute . approach 'hich of the follo#ing characteristics of leaders have !een studiedC .. 3ers onali t traits < 3h sical . traits C 4ocial . traits D 'or). related traits @ all of . these 4elf-confidence, honest and integrit , and the desire to lead, are all components of #hich personal characteristic of leadersC .. 3h sical character istics < Intelligence and . .!ilit C. 3ersonalit D 4ocial . Characteristics @ 4ocial . <ac)ground

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Colleen Farne at TeleTech sho#s vast )no#ledge, intelligence, cognitive a!ilit , and )een decisiveness. 'hich personal characteristic of leadership is she sho#ingC .. 3h sical character istics < Intelligence and . .!ilit C. 3ersonalit D 4ocial . Characteristics @ 4ocial . <ac)ground ?esearchers at the 5hio 4tate 6niversit identified t#o ma7or !ehaviors calledF .. <. C . D . @ . commitment and consideration. commitment and initiation. consideration and initiating structure. initiating structure and commitment. consideration and concern for people.

'ilson is vie#ed ! his !oss as driven, tenacious, and hard#or)ing in the pursuit of his goals. These characteristics fit #ithin #hich categor C .. < . C . 3h sical characteri stics Intelligence and a!ilit 'or)-related characteristics

D 4ocial !ac)ground . @ 4ocial . characteristics

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=egan is a manager at <otell International. 4he is ver friendl and e%tremel respectful of her su!ordinate1s #elfare. 4he can !e descri!ed asF .. high in initiating structure. < lo# in initiating . structure. C high in . consideration. D. a team leader. @ tas)-oriented . manager. 'hich of the follo#ing is consistent #ith initiating structureC .. Tas) oriented !ehavior <. 5pen communication C. Team#or) oriented D 3eople oriented !ehavior . @ Countr -clu! management . st le BBBBB are natural talents and a!ilities that have !een supported and reinforced #ith learned )no#ledge and s)ills and provide each individual #ith his or her !est tools for accomplishment and satisfaction. .. 4trengths <. Traits C. Characteristics D. .!ilities @ Leadership . tendencies The =ichigan researchers used the term BBBBB for leaders #ho esta!lished high performance goals and displa ed supportive !ehavior to#ard su!ordinates. .. < . C. D. @ . 12 7o!-centered leaders emplo ee-centered leaders initiating structure consideration impoverished management

The less effective leaders, in the 6niversit of =ichigan studies, #ere calledF .. < . C. D. @ . 7o!-centered leaders. emplo ee-centered leaders. initiating structure. consideration. impoverished management.

BBBBB and BBBBB proposed a t#o dimensional leadership theor called the =anagerial +rid. .. <la)eA =out on < ;erse A . <lanchard C $roomA . Hetton D Tannen!aum . A 4chmidt @ @vansA . ;ouse The recommended management st le from the leadership grid is BBBBB. . 1 . , / < / . , 1 C 5 . , 5 D 1 . , 1 @ / . , /

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'hich of these, according to the leadership grid, is a 1,/ management st leC .. < . C . D . @ . Team =anagem ent Countr Clu! =anagement =iddle of the ?oad =anagement Impoverished =anagement .uthorit Compliance

BBBBB reflects a moderate amount of concern for !oth people and production. .. < . C . D . @ . Team =anagem ent Countr Clu! =anagement =iddle of the ?oad =anagement Impoverished =anagement .uthorit Compliance

.ccording to the Leadership +rid, #hich of the follo#ing occurs #hen efficienc in operations is the dominant orientationC .. < . C . D . @ . Team =anagem ent Countr Clu! =anagement =iddle of the ?oad =anagement Impoverished =anagement .uthorit Compliance

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The Leadership +rid used the t#o leader !ehaviors #hich #ere calledF .. emplo ee-centered and 7o! centered. < consideration and initiating structure. . C concern for people and concern for . production. D relationship-oriented and tas)-oriented. . @ emplo ee-oriented and relationship . oriented. .ccording to the leadership grid, BBBBB means the a!sence of a management philosoph , #here managers e%ert little effort to#ard interpersonal relationships or #or) accomplishment. .. solitar management < middle-of-the-road . management C lo#-road management . D authorit -compliance . management @ impoverished . management

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4andra vie#s herself as a tough !ut fair supervisor. 4he gives e%plicit directions to her su!ordinates a!out ho# tas)s should !e accomplished, !ut is not al#a s approacha!le #hen the come to her #ith (uestions. ;er emplo ees sometimes feel that she is too gruff and impersonal. 'hich categor on the situational leadership grid does 4andra fit intoC .. Follo #ing st le < Delegating . st le C 3articipati . ng st le D . @ . Telling st le 4elling st le

The )e assumption of ;erse and <lanchard1s situational theor is that su!ordinates var in theirF .. readi ness level . < satisfactio . n level. C level of commitme nt. D level of . securit . @ all of . these.

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;erse and <lanchard are responsi!le for #hich theor C .. Theo r of lead ershi p @?+ Theor 4ituationa l theor

< . C .

D Contingen c theor @ Leadersh . ip 'hich of the follo#ing is a model of leadership that descri!es the relationship !et#een leadership st les and specific organi,ational situationsC .. Conti ngenc

appro ach < <ehavioral . approach C Trait . approach D 5rgani,ation al approach @ Gone of . these

1*

.ccording to the situational theor of ;erse and <lanchard, #hich of the follo#ing leader st les matches up !est #ith lo# readiness su!ordinatesC .. < . C . D . Deleg ating st le 4elling st le Telling st le 3articipatin g st le

@ Gone of . these ? an is a manager at 4teve1s 4tone#or)s, Inc. ;erse and <lanchard #ould consider most of his su!ordinates highl read . <ased on this, #hich of the follo#ing leadership st les is !est for ? anC .. 3ar tici pat ing < Deleg . ating C . D . @ . 4elli ng Telli ng Forci ng

BBBBB #or)s !est for emplo ees #ith moderate readiness, according to ;erse and <lanchard. .. < . C . D . @ . 4elling and telling Telling and participating 4elling and participating Telling and delegating 4elling and delegating

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T#o leadership st les used ! Fiedler in his contingenc theor #ereF .. emplo ee-centered and 7o!-centered. < consideration and initiating structure. . C concern for people and concern for . production. D relationship-oriented and tas)-oriented. . @ emplo ee-oriented and relations. oriented. Fiedler used all of the follo#ing to descri!e ho# leaders fit the situation @EC@3TF .. leader-mem!er relations. <. tas) structure. C. personal po#er. D. leader position po#er. @ all of these #ere used ! Fiedler to descri!e the . situation. In situations of BBBBB, according to Fiedler, relationship-oriented leaders are more effective. .. high favor a!ilit

< moderate . favora!ilit C high . unfavora!ili t D no . favora!ilit @ none of . these

1/

'hich of the follo#ing refers to group atmosphere and mem!ers1 attitude to#ard and acceptance of the leaderC .. <. C. D. @ . Tas) structure Leader relations Contingenc 3osition po#er Leader-mem!er relations

.ccording to =.G.+@?14 4;53T.L> in Chapter 15, #hen delegating leaders do all of the follo#ing @EC@3TF .. delegate the #hole tas). <. maintain feed!ac). C give thorough instructions. . D #or) alone to accomplish . important tas)s. @ evaluate and re#ard . performance. . BBBBB is a situational varia!le that ma)es a leadership st le unnecessar or redundant. .. neutral i,er <. su!stitute C contingenc . D transaction . @ transformati . on

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.hmad is a ne# manager at .8 ;omes Compan . ;e has a!solutel no e%perience as a manager nor does he )no# the technolog of his department #ell. These t#o factors prevent .hmad from directing his #or)force. This is an e%ample of BBBBB impacting leadership st les and !ehaviors. .. < . C . D . @ . su!stit utes neutrali,ers contingenci es citi,enship transformati on

'hich of the follo#ing t pes of leader is one #ho has the a!ilit to motivate su!ordinates to transcend their e%pected performanceC .. Tr an sa cti on al < Char isma tic C Trad ition al D 4up . porti ve @ Tea . m

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=arion is a great manager and he has a num!er of special s)ills. In particular, =arion has the a!ilit to get his su!ordinates to do more than #ould !e normall e%pected. 'hich of the follo#ing terms !est descri!es =arionC .. Transactiona l leader <. 4upportive leader C. Charismatic leader D 3eople-oriented leader . @ 3roduction-oriented . leader I. fire that ignites follo#ersJ is used to descri!e #hich leadership characteristicC .. $isi on < Charis . ma C 4ervic . e D Tenacit . @ .uthori . t Charismatic leaders are often BBBBB than transactional leaders. .. < . C . D . @ . less emoti onal more predicta!le less predicta!le more directive none of these

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4ome of the )e characteristics associated #ith charismatic leaders includeF .. vision ar s)ills. < communicati . on s)ills. C . D . @ . motivation s)ills. all of these. none of these.

.nd 0s su!ordinates sa that the love #or)ing for .nd !ecause he inspires them to not onl !elieve in the organi,ation !ut to !elieve in their o#n potential as #ell. <ased on this e%ample, .nd can !est !e descri!ed as #hat t pe of leaderC .. Tran sfor mati onal 4ervant .uthent ic Transacti onal Interacti ve

< . C . D . @ .

The BBBBB leader is distinguished ! hisKher a!ilit to !ring a!out organi,ational change. .. <. C. D . @ . transforma tional participative charismatic achievementoriented people-oriented leader

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'hich t pe of leader clarifies the role and tas) re(uirements of su!ordinatesC .. Tr an sa cti on al < Char isma tic CTrans form ation al D 4up . porti ve @ Tea . m 'hich of the follo#ing is a passive, independent, critical thin)erC .. < . C . D . @ . Conform ist 3assive follo#er 3ragmatic survivor @ffective follo#er .lienated follo#er

'hich of the follo#ing is a follo#er #ho participates activel in the organi,ation !ut does not use critical thin)ing s)illsC .. < . C . D. @ . 3assive follo#er @ffective follo#er .lienated follo#er Conformist 3ragmatic survivor

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5ne of ?u! 0s fe# fla#s is that she does not consider possi!ilities !e ond #hat she is told, accepting her supervisor0s ideas #ithout thin)ing. 4he can !est !e descri!ed as #hat t pe of thin)erC .. Tra nsf or ma tio nal 4erv ant 6ncri tical

< . C .

Transa ctiona l @ Criti . cal 'hich of these is the potential a!ilit to influence the !ehavior of othersC .. Lead ershi p =anage ment 3o#er Control

< . C. D . @ =otivati . on

BBBBB po#er comes from organi,ational structure and promotes sta!ilit , order, and pro!lem solving #ithin the structure. .. < . C . D . @ . 25 =o tiva tion 3ositi on Leader ship Contr ol ?efere nt

BBBBB po#er comes from personal sources that are not as invested in the organi,ation, such as personal interests, goals, and values. .. < . C . D . @ . =ot ivati on =anage ment 3erson al Contro l 3osition al

'hich of the follo#ing is the po#er coming from a formal management position in the organi,ationC .. < . C . D . ?efer ent po#er Coercive po#er ?e#ard po#er Legitimate po#er

@ @%pert . po#er Ian does not have much of a relationship #ith his su!ordinates. The feel o!ligated to do as he sa s !ecause he1s the !oss. This is an e%ample ofF .. refere nt po#er . legitimate po#er. coercive po#er. re#ard po#er. e%pert po#er.

< . C . D . @ .

2&

Candice uses praise, letters of support, and pats on the !ac) as #a s of influencing her su!ordinate1s !ehaviors. .ll of these actions are highl valued ! the #or) group. This is an e%ample ofF .. < . C . D . @ . coerci ve po#er. legitimate po#er. re#ard po#er. e%pert po#er. referent po#er.

BBBBB po#er is !ased in the a!ilit of the leader to do such things as recommend promotions. .. < . C . D . @ . Co erci ve @%per t ?e#ar d ?efere nt 3erson al

'hich of the follo#ing t pes of po#er is vested in the manager1s a!ilit to punish emplo eesC .. < . C . D . @ . Co erci ve ?e#ar d @%per t ?efere nt 3erson al

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<eth, a middle manager at ;eather1s ;and!ags, uses threats and punishments as #a s of influencing the !ehavior of his su!ordinates. 'hich of the follo#ing sources of po#er is <eth rel ing onC .. < . C . D . @ . ?e#ar d po#er Coercive po#er @%pert po#er ?eferent po#er 3ersonal po#er

'hich of the follo#ing t pes of po#er stems from a leader1s special )no#ledgeC .. < . C . D . @ . ?e#ar d po#er ?eferent po#er Legitimate po#er Coercive po#er Gone of these

?eferent po#er depends on the leader1sF .. formal title. < position in the hierarch . C personal . characteristic s. D. salar . @ re#ard . po#er.

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.ll of the follo#ing are essential parts of an definition of leadership @EC@3TF .. influence. <. people. C. goals. D. coercive po#er. @ influence and people . onl . 3eter has the a!ilit to convince others to #or) to#ard organi,ational o!7ectives. This a!ilit is )no#n as BBBBB. .. motivat ion <. leadership C commitment . D a conceptual . s)ill @ personal . agenda 'hich of the follo#ing is the most fre(uentl used and a highl effective influence strateg C .. 6sing rational persuasi on < ?e#arding . desired !ehaviors C ?el ing on the rule of reciprocit D =a)ing people . li)e ou @ Developing . allies

2/

'hen leaders influence others through the e%change of !enefits or favors, #hich influence tactic is !eing usedC .. Develop allies < 6se rational . persuasion C . D . @ . =a)e people li)e ou ?ule of reciprocit ?e#ard !ehaviors

The si% interpersonal influence tactics for leaders include all of the follo#ing @EC@3TF .. use rational persuasion. < rel on the rule of . reciprocit . C. develop allies. D do not #orr a!out people . li)ing ou. @ re#ard the !ehaviors ou . #ant. .ll of the follo#ing are interpersonal influence tactics @EC@3TF .. re#ard the !ehaviors ou #ant. <. develop allies. C rel on the rule of . demand. D ma)e use of higher . authorit . @ as) for #hat ou . #ant.

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Scenario - Barry Bailey The mandator leadership-training seminar had 7ust !een concluded. .ll of the ne#l promoted managers at =arc1s =usic, Inc. had !een as)ed to attend and participate in the t#o-da seminar, and <arr <aile had !een fascinated #ith #hat she had learned. 4he is no# revie#ing the material she covered. <arr #ill develop strong s)ills in #or)ing #ith her people and also strong a!ilit in accomplishing the tas) achieving the goals of =arc1s =usic. 5n the managerial grid, her st le #ill !eF
a. !. c. d. e. 1,1. /,/. /,1. 1,/. 5,5.

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Scenario - Barry Bailey The mandator leadership-training seminar had 7ust !een concluded. .ll of the ne#l promoted managers at =arc1s =usic, Inc. had !een as)ed to attend and participate in the t#o-da seminar, and <arr <aile had !een fascinated #ith #hat she had learned. 4he is no# revie#ing the material she covered. <arr recogni,es that her po#er can come from five sources, including all of the follo#ing @EC@3TF
a. !. c. d. e. referent po#er. re#ard po#er. coercive po#er. mechanistic po#er. .ll of the sources of po#er.

<arr learns of a recent stud on gender differences in leadership !ehaviors. In #hich area of leadership do #omen score more highl than menC
a. !. c. d. e. Fostering communication 3roducing high-(ualit #or) Listening to others .ll of the a!ove

=otivating othe

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To !ecome a level 5 leader, <arr #ould have to hone #hich personal characteristicC
a. !. c. d. e. ;umilit Tenacit ?uthlessness Drive @go

The a!ilit to influence people to#ard the attainment of goals is )no#n as BBBBB. BBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBB BBBBB leadership transcends self interest to serve others and the organi,ation. BBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBB In BBBBB, the leader favors a consensual and colla!orative process, and influence derives from relationships rather than position po#er and formal authorit . BBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBB BBBBB are the distinguishing personal characteristics of a leader, such as intelligence, values, and appearance. BBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBB BBBBB is the e%tent to #hich the leader is mindful of su!ordinates, respects their ideas and feelings, and esta!lishes mutual trust. BBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBB BBBBB is the e%tent to #hich the leader is tas) oriented and directs su!ordinates0 #or) activities to#ard goal attainment. BBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBB BBBBB, according to the Leadership +rid, occurs #hen efficienc in operations is the dominant orientation. BBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBB

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. model of leadership that descri!es the relationship !et#een leadership st les and specific organi,ational situations is called a9n: BBBBB approach. BBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBB .ccording to ;erse and <lanchard, BBBBB and BBBBB #or)s !est for emplo ees #ith moderate readiness. BBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBB . contingenc approach to leadership that lin)s the leader1s !ehavioral st le #ith the tas) readiness of su!ordinates is called the BBBBB. BBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBB .9n: BBBBB for leadership ma)es the leadership st le unnecessar or redundant. BBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBB . situational varia!le that counteracts a leadership st le is )no#n as a9n: BBBBB. BBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBB BBBBB clarif the role and tas) re(uirements of su!ordinates, initiate structure, provide appropriate re#ards, and tr to !e considerate to and meet the social needs of su!ordinates. BBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBB The BBBBB has the a!ilit to inspire and motivate people to do more than the #ould normall do, despite o!stacles and personal sacrifice. BBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBB .9n: BBBBB leader is distinguished ! a special a!ilit to !ring a!out innovation and change. BBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBB

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Chapter 15--Leadership >e


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T?6@ T?6@ T?6@ F.L4@ F.L4@ T?6@ F.L4@ T?6@ F.L4@ F.L4@ T?6@ F.L4@ T?6@ F.L4@ F.L4@ T?6@ T?6@ F.L4@ T?6@ 3o#er legitimate po#er re#ard po#er coercive po#er e%pert po#er referent po#er The t#o dimensions are concern for people and concern for production. @%pert po#er and referent po#er. The difference !et#een these t#o ma7or leadership !ehaviors is their focus. The focus of consideration !ehavior is people, #ith the leader !eing mindful of su!ordinates, respecting their ideas and feelings, and !uilding trust. Initiating structure has a tas) orientation, #ith the leader directing su!ordinate #or) activities to#ard goal attainment, giving instructions, planning, and scheduling. Leader-mem!er relations refers to group atmosphere and mem!ers1 attitude to#ard and acceptance of the leader. Tas) structure refers to the e%tent to #hich tas)s performed ! the group are defined. 3osition po#er is the e%tent to #hich the leader has formal authorit over su!ordinated. The three factors are leader-mem!er relations, tas) structure, and position po#er. . su!stitute is a situational varia!le that ma)es a leadership st le unnecessar or redundant. . neutrali,er is a situational varia!le that counteracts a leadership st le and prevents the leader from displa ing certain !ehaviors.

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. charismatic leader has the a!ilit to motivate su!ordinates to transcend their e%pected performance. $ision, value, and trust mar) their impact. The tend to have an emotional impact on follo#ers. Transformational leaders are distinguished from charismatic leaders ! their special a!ilit to !ring a!out innovation and change. The usuall emerge to ta)e an organi,ation through a ma7or strategic change, focusing on the intangi!le (ualities that facilitate the change process. The five !ases of po#er are legitimate, re#ard, coercive, e%pert, and referent. 1. 2. 3. ". 5. &. 6se rational persuasion. ;elp people li)e ou. ?el on the rule of reciprocit . Develop allies. <e assertive--as) for #hat ou #ant. =a)e use of higher authorit .

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C D < . D D C ! d e a leadership 4ervant interactive leadership Traits Consideration Initiating structure .uthorit -Compliance contingenc approach sellingA participating or participatingA selling situational theor su!stitute neutrali,er Transactional leaders charismatic leader transformational

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