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Mgmt ch 14

______ focuses on clarifying employees’ roles and task requirements and providing rewards and punishments contingent on performance.
Transactional leadership
T/F: E-Leadership is using information technology for one-to-one, one-to-many, and between group and collective interactions.
Which of the following is incorrect about the leader-member exchange (LMX) model of leadership?
The LMX focuses only on the behaviors or traits of leaders.
T/F: Authority is the extent to which a person is able to influence others so they respond to orders.
Which of the following statements about leadership and management is true?
Management and leadership are complementary systems of action.
T/F: According to John Kotter, management is about coping with complexity.
T/F: Fiedler’s contingency leadership model argues that leadership behaviors should be determined by position power only.
__________, which all managers have, is power that results from managers’ authority to reward their subordinates. Rewards can range from praise to pay raises, from recognition to promotions
Reward power
Which of the following is considered a “soft” tactic used to influence others?
ingratiating tactics
T/F: Carlos is a manager who has poor leader-member relations with his employees who perform unambiguous, easily understood tasks. He should use a task-motivated leadership style.
T/F: The primary purpose of relationship-oriented leadership behavior is to ensure that people, equipment, and other resources are used in an efficient way to accomplish the mission of a group or organization.
Which of the following statements is not a practical implication of the behavioral approaches to leadership?
There is one best style of leadership.
______ leaders focus on providing increased service to others—meeting the goals of both followers and the organization—rather than to themselves.
T/F: Followers seek and admire leaders who create feelings of significance, community, and excitement.
T/F: Personalized power is directed at helping others.
T/F: Narcissism is a key positive leadership trait.
T/F: A possible explanation for the limited number of women holding executive leadership positions is that women typically do not aspire to be CEOs.
______ leadership helps employees pursue organizational goals over self-interests.
In the ______ leadership model, a leader makes desirable rewards available in the workplace and clarifies how followers can obtain them.
Medical knowledge possessed by doctors results in their ______ power.
T/F: Initiating structure leadership is more concerned with task accomplishment than employee satisfaction or retention.
T/F: Narcissism is a view manifested in such expressions as “All people lie to get what they want” and “You have to cheat to get ahead.”
T/F: The best leaders display both transactional and transformational leadership styles.
Which of the following is a characteristic of transformational leaders?
They encourage people to do exceptional things with trust, commitment, and loyalty to produce significant results and change.
A leader who focuses on providing increased service to others is called a _____.
servant leader
According to the contingency model, a relationship-oriented leadership style works best in ______ situations.
The three least used influence tactics, according to a recent survey of employees, are _____.
legitimating, coalition tactics, and pressure tactics
Sammie leads a task force charged with restructuring the order-processing system in the organization. The task force is composed of her peers over whom she has little control, and some of whom do not seem to respect her. According to the contingency model, Sammie should adopt a(n) ___________ leadership style.
According to Kotter, management and leadership are considered to be _____.
complementary to each other
Leaders especially want ________ who are productive, reliable, honest, cooperative, proactive, and flexible.
The influence tactic most likely to result in the enthusiastic commitment of employees is _____.
Research shows that followers seek and admire leaders who create feelings of _____.
Employees at Employees Credit Union were really impressed with Ryan, the new CEO. He was the first person who had fully developed a vision for the company about where it could go, and had energized everyone to try to get there. Ryan is a ______ leader.
James leads a training and development team. He expects excellence, sets challenging goals, and expresses confidence that each of them is capable of doing their part to meet and exceed the goals. According to revised path-goal theory, James is using a(n) ______ leadership style.
According to Kotter, companies manage complexity in all the following ways except _____.
The leadership styles of ________ originally included supportive and achievement-oriented and two others, but was more recently revised to include a total of eight styles.
House’s path-goal model
Trina is outgoing, warm, and truly inspirational when she talks about where she wants to lead her division. Her employees seem eager to do anything she asks. Because of her personality and not her position, Trina has ______ power.
______ model of leadership emphasizes that leaders have different sorts of relationships with different employees.
Leader-member exchange (LMX)
According to a BusinessWeek summary of management studies, which of the following is characteristic of men in the workplace, compared with women?
using a more autocratic style
_______ is about coping with complexity and ______ is about coping with change.
Management; leadership
Acting humble or friendly or making someone feel good or important before making a request are influence tactics known as _____.
ingratiating tactics
Charismatic leadership is now considered part of ______ leadership.
Research indicates that women tend to display more _____, while men tend to display more ______.
social leadership; task leadership
David’s peers were surprised when he received a promotion and suddenly became their supervisor. They thought he was rather unreliable and weren’t sure he was up to the task. According to the contingency model, David has _____.
poor leader-member relations
Judith supervises a call center department that receives stress-producing calls from unhappy customers. Turnover has increased by 33% over the last four months. Judith is understanding and patient with her staff, and tells them she knows what they’re going through since it wasn’t so long ago that she took those calls. According to revised path-goal theory, Judith is using a(n) ______ leadership style.
The questionnaire used in Fiedler’s model to determine leadership orientation is the _________.
least preferred coworker (LPC) scale
Erin, a department manager, is struggling trying to lead a cross-functional team. Most members are other department managers at her level, and they see no reason to do what she asks. Here, Erin has _____.
weak position power
The three dimensions of situational control are leader-member relations, the task structure, and _____.
position power

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