Exam 13: Leadership

According to Hersey and Blanchard, which leadership style is best if a follower is both able and willing to do a job (R4)?

According to path-goal theory, which leadership behaviour is used when a manager consults with subordinates and uses their suggestions before making a decision?

Which type of power is based on a person's position in the formal organizational hierarchy?

Which type of leaders inspire followers to transcend their own self interests for the good of the organization, and have a profound and extraordinary effect on followers?

Refer to the scenario below to answer the following questions. Sources of Leader Power (Scenario) Rachel is confused. As the new department manager, she had hoped that everyone would acknowledge her authority and respect her decisions. However, she has noticed that some of her employees seem to have nearly as much power as she does. For example, everyone seems to go to Helen whenever they have a question about the computer system. Helen helped with the design and implementation of the system, and employees find that she can usually correct problems faster than the system support staff. Then there is a sales representative named Joe who has a remarkable amount of charm and charisma. He is liked and admired by everyone, and seems to have a power based simply upon ''being himself.'' Then there is Jill, her secretary, who also seems to have a lot of power. All employees have to record timecards, and it is Jill's responsibility to turn in the timecards every week. Occasionally, Rachel has seen Jill override the time clock to record an employee in earlier than they actually arrived or out later than they actually left. When Rachel questioned her about it, Jill just laughed and said it had been a common practice for years. Since the company did not pay overtime, she was merely adjusting the time cards to informally compensate those who put in extra time. Although Rachel was skeptical about this practice, Jill insisted that it was all right because the timecards always averaged out. As Rachel considered these and other events in her department, she began to wonder if she had any power at all! -Rachel realizes that it will take some time to build trust and credibility in her new management position. She starts by displaying a willingness to share ideas and information freely with her subordinates. Rachel is using which dimension of trust?

Refer to the scenario below to answer the following questions. Sources of Leader Power (Scenario) Rachel is confused. As the new department manager, she had hoped that everyone would acknowledge her authority and respect her decisions. However, she has noticed that some of her employees seem to have nearly as much power as she does. For example, everyone seems to go to Helen whenever they have a question about the computer system. Helen helped with the design and implementation of the system, and employees find that she can usually correct problems faster than the system support staff. Then there is a sales representative named Joe who has a remarkable amount of charm and charisma. He is liked and admired by everyone, and seems to have a power based simply upon ''being himself.'' Then there is Jill, her secretary, who also seems to have a lot of power. All employees have to record timecards, and it is Jill's responsibility to turn in the timecards every week. Occasionally, Rachel has seen Jill override the time clock to record an employee in earlier than they actually arrived or out later than they actually left. When Rachel questioned her about it, Jill just laughed and said it had been a common practice for years. Since the company did not pay overtime, she was merely adjusting the time cards to informally compensate those who put in extra time. Although Rachel was skeptical about this practice, Jill insisted that it was all right because the timecards always averaged out. As Rachel considered these and other events in her department, she began to wonder if she had any power at all! -Rachel's position as department manager gives her __________.

Rachel Keller's colleagues and subordinates have a very high regard for her. They know that no one can get high-quality work done the way Rachel can. She inspires her team to excel in their work, even exceeding their own expectations. What her subordinates like best about Rachel is that they are free to discuss her decisions with her, even question her once in while if they are not sure about her strategy. Which of the following best describes Rachel's leadership style?

Trait theory ignores ________.

According to the University of Michigan studies, leaders who were __________ were associated with higher group productivity and higher job satisfaction.

Refer to the scenario below to answer the following questions. The Team Leader (Scenario) Carl has been a team leader at Triad Corporation for three years. To effectively lead his team, he spends a lot time performing various roles. This morning he spent two hours in budget sessions with Finance, and another hour meeting with the vendor of an important production component. His team had discovered a problem with the component yesterday, and he knows how critical it is to the quality of the finished product. On a typical day, Carl will spend about three hours contending with influences from groups both inside and outside the company. This afternoon he is scheduled to meet with his work team for two hours to consider the vendor's solution offered at this morning's meeting. Later in the afternoon, he will be mediating a dispute between three team members who are arguing about overtime assignments. He recently learned the technique of letting the parties involved in the dispute come up with their own solution. The rest of the time, Carl visits employees at their work area as he walks to or from meetings, or he goes out to the floor to simply chat about the day and offer support to encourage continued high work performance. -When Carl chats with employees and offers support to encourage continued high work performance, he is performing which of the following roles?

Refer to the scenario below to answer the following questions. The Team Leader (Scenario) Carl has been a team leader at Triad Corporation for three years. To effectively lead his team, he spends a lot time performing various roles. This morning he spent two hours in budget sessions with Finance, and another hour meeting with the vendor of an important production component. His team had discovered a problem with the component yesterday, and he knows how critical it is to the quality of the finished product. On a typical day, Carl will spend about three hours contending with influences from groups both inside and outside the company. This afternoon he is scheduled to meet with his work team for two hours to consider the vendor's solution offered at this morning's meeting. Later in the afternoon, he will be mediating a dispute between three team members who are arguing about overtime assignments. He recently learned the technique of letting the parties involved in the dispute come up with their own solution. The rest of the time, Carl visits employees at their work area as he walks to or from meetings, or he goes out to the floor to simply chat about the day and offer support to encourage continued high work performance. -While attending the budget sessions and vendor meeting, Carl was performing which of the following roles?

According to path-goal theory, which leadership behaviour is used when a leader sets challenging goals and expects very high performance levels from subordinates?

discuss Hersey and Blanchard's situational leadership theory. Describe the four specific leadership styles and explain the four stages of follower readiness.

Refer to the scenario below to answer the following questions. The Team Leader (Scenario) Carl has been a team leader at Triad Corporation for three years. To effectively lead his team, he spends a lot time performing various roles. This morning he spent two hours in budget sessions with Finance, and another hour meeting with the vendor of an important production component. His team had discovered a problem with the component yesterday, and he knows how critical it is to the quality of the finished product. On a typical day, Carl will spend about three hours contending with influences from groups both inside and outside the company. This afternoon he is scheduled to meet with his work team for two hours to consider the vendor's solution offered at this morning's meeting. Later in the afternoon, he will be mediating a dispute between three team members who are arguing about overtime assignments. He recently learned the technique of letting the parties involved in the dispute come up with their own solution. The rest of the time, Carl visits employees at their work area as he walks to or from meetings, or he goes out to the floor to simply chat about the day and offer support to encourage continued high work performance. -When he mediates the employee dispute, he will be performing which of the following roles?

The Ohio State studies dimension called "initiating structure" includes behaviour that attempts to organize work, work relationships, and goals.

In order to become an effective team leader, many managers must learn skills such as ____________.

One of the eight traits associated with leadership is _________.

In a short essay discuss in detail the characteristics, the differences, and the effectiveness of charismatic and visionary leadership. Give specific examples of leaders that fit each type and, where possible, situations where each type is most effective.

The most dominant component of credibility is __________.

Reward power is related to the leader's position in the organization.