Exam 14: Leadership: Styles and Behaviors

Inspirational motivation involves behaving in ways that foster an enthusiasm for a shared vision of the future.

Coleman knows what needs to be done and how best to do it. He believes that workplace hierarchies exist for a reason, and he rarely seeks advice or input from his staff. Coleman's leadership style can best be described as

________ reduce the importance of the leader while simultaneously providing a direct benefit to employee performance.

Transformational leadership is more strongly related to unit-focused measures of leadership effectiveness than most other leadership forms.

In the time-driven model of leadership, which style is reserved for decisions that are significant and where the leader's expertise is high?

________ reflects the extent to which leaders create job relationships characterized by mutual trust, respect for employee ideas, and thoughtfulness regarding employee feelings.

Research tends to support many of the time-driven model's propositions, particularly when it uses practicing managers as participants.

According to the life cycle theory of leadership, a group of employees who are working together for the first time and are eager to begin, but who lack the experience and confidence needed to perform their roles, are at which level of readiness?

The time-driven model of leadership suggests that the focus should shift away from autocratic, consultative, facilitative, and delegative situations to autocratic, consultative, facilitative, and delegative leaders.

Which of the following decision-making styles is characterized by the highest level of follower control?

Leader-member exchange theory argues that new leader-member relationships are typically marked by a role taking phase.

Fatima has a deep concern for the welfare of her subordinates, and she promotes interactive discussions with them. Fatima can be described as a manager who scores high on

Solange, a department manager at LeClerc Sportswear, uses a style of decision-making that focuses on using the skills, experiences, and ideas of others. The final decision-making power is with Solange. However, she does not make major decisions without getting inputs from those that will be affected. It can be said that she uses the ________ style of leader decision making.

Employees whose managers participated in leadership training programs reported ________ afterwards.

During the ________ phase of the leader-member exchange theory, the employee's own expectations for the dyad get mixed in with those of the leader.

In the leader-member exchange theory, the ________ exchange dyad is marked by a limited exchange of information, influence, latitude, support, and attention.

Nico is the owner of Yesteryear, a chain of vintage clothing stores. She lets the store managers and employees decide for themselves how best to lay out the stores and what to do about the problems they face on a daily basis. She basically serves as a consultant, but leaves the ultimate decision of how to solve problems up to her workers. Nico's leadership style is

Transformational leadership represents the carrot-and-stick approach to leadership.

Technically, Vinh's direct supervisor is Leila, but his de facto boss is his colleague Mark, who has been with the company for several years. Vinh has stopped even trying to get Leila's feedback on problems, since she always seems to be out of the office for some reason or another, and even when she is there, she avoids talking to anyone. Leila is demonstrating

Which of the following reduces the importance of the leader with no beneficial impact on performance?