Chapter 24

Question 1

3 approaches

Answer 1

trait, behavioral, contingency situational

Question 2

Trait approach

Answer 2

these traits help certain people emerge and function as leaders
- most ancient

Question 3

Behavioral Approach

Answer 3

focused on how people behave
- “how behave!”, “learn!, develop!”
* Consider learning, but not consider situational fit
 task-oriented behaviors (e.g., transactional),
 relationship-oriented behaviors (e.g., empowering, ethical),
 Transformational (e.g., transcending task and relationship)

Question 4

Contingency situational

Answer 4

Fit between: (fixed) leadership style and situation
o Not consider adaptation/adjustment of leadership style
 Fiedler’s Contingency Model

Question 5

transactional / task oriented leadership (behavioral)

Answer 5

ability to reward people in positive or negative way, can behave in “who does what” “what is reward for different outcomes”

Question 6

relationship oriented (behavioral)

Answer 6

behaviors focused on making good work and interpersonal relationships

Question 7

transformational leader (behavioral)

Answer 7

want to transform the other members thoughts beyond their self interest and beyond their own relationship like the leader, inspires people

Question 8

leadership

Answer 8

A process whereby an individual influences a
group of individuals to achieve a common goal

o No need to have a formal position of authority to be a leader
Leadership

Question 9

“Great Man” Approach (trait)

Answer 9

-people are born leaders

Attempt to identify personality characteristics or
interpersonal attributes that differentiate leaders from
followers

Question 10

Key positive leadership traits

Answer 10

Intelligence
– Personality
o Conscientiousness
o Extroversion
o Openness to experience
– Emotional Intelligence
– Emotional Stability
– Self-Efficacy & Self-Esteem
– Communication skills

Question 11

Tom believes that individuals with certain personality
characteristics are suitable for leadership positions.
Tom has __________.
A. behavior approach
B. trait approach
C. situational approach
D. Task-oriented approach
E. developmental approach

Answer 11

B

Question 12

Limits to trait approach

Answer 12

Fails to consider the situation. Traits do not
predict leadership in all situations.
* If leaders are born, why are we here? Why
companies even offer leadership training and
development programs?

Question 13

Trait approach of leadership views that leadership can be
developed

Answer 13

false

Question 14

Trait approach of leadership views that there are certain
individual characteristics that help some people emerge as
leaders

Answer 14

True

Question 15

Trait approach of leadership considers situational
contingencies that differentiate effective leadership styles in
different situations

Answer 15

False

Question 16

Behavioral Approach

Answer 16

+MEGAMIND+

This approach attempts to identify the unique
behaviors displayed by effective leaders.
- Task-oriented leader behavior (e.g.,
transactional leadership)
- Relationship-oriented leader behavior (e.g.,
empowering leadership, ethical Leadership)
- Transformational leader behavior
* Assumption: We can develop leader behaviors.
Leaders are made!
* Goal: Systematically improve and develop leader
behaviors
Behavioral Approach to Leadership

Question 17

Transactional leadership aka task oriented leadership behavior

Answer 17

+PAVLOV+

Goal setting
 Monitor progress toward goal achievement
 Reward and punish people for their level of goal
accomplishment
 Promote compliance by followers through rewards and
punishments.
 Exchange relationship with employees (give and take)
 Emphasize work efficiency.
12
Behavioral Approach to Leadership

Question 18

Relationship-Oriented Leader Behavior

Answer 18

+PERSONALITY HIRE+

Empowering leadership: Psychological empowerment
o Making employees believe that they have control over their
work
o Ethical Leadership: Behaving as a moral role model
13

Question 19

Transformational Leader Behavior

Answer 19

+GOD COMPLEX+

Leader behavior that goes beyond task and relational
leadership.
o Transform their followers to pursue organizational
goals over self-interests.
* Set high expectations
* Inspire followers to change
* Promote/stimulate intelligence and problem solving
* Give individualized help to each employee
14
Behavioral Approach to Leadership

Question 20

Margaret leads her employees by having formal, clear
guidelines and procedures for each task they perform.
Which leadership style best describes Margaret’s style?
A. Consideration leadership
B. Transformational leadership
C. Transactional leadership
D. Competent leadership
E. Ethical leadership
Test your Knowledge

Answer 20

C

Question 21

A boss told team members “let me share a vision that
transcends us to a greater good.” This leader behavior is
_______________.
A. Great man leader trait
B. Ethical leadership
C. Empowering leadership
D. Transformational leadership
E. Transactional leadership.
Test your Knowledge

Answer 21

D

Question 22

Transactional leadership is a leadership style identified by the trait
approach.

Answer 22

false

Question 23

People who clarify employees’ roles and tasks can emerge and
function as transactional leaders.

Answer 23

true

Question 24

People who can inspire employees to pursue organizational goals
over self-interests can emerge and function as transformational
leaders.

Answer 24

true

Question 25

Behavioral approach of leadership views that individual traits determine leader emergence.

Answer 25

false

Question 26

Behavioral approach of leadership views that how people behave can determine leader emergence.

Answer 26

true

Question 27

behavioral approach of leadership views that people can develop behaviors suitable to emerge and function as leaders.

Answer 27

true

Question 28

problem with behavioral leadership

Answer 28

not all behaviors will help all situations

Question 29

Contingency/Situational Approach

Answer 29

This approach suggests that there is no single “best” style of leadership. o The effectiveness of a particular style of leader behavior or a particular trait depends on the situation. * Assumption: It depends! * Goal: Match people who have a fitting leadership style to the situation. Contingency/Situational Approach

Question 30

Fiedler’s Contingency Model

Answer 30

A leader’s effectiveness is contingent on the extent to which a leader’s style fits the situational context -task oriented -relationship -favorable -unfavorable -so so

Question 31

Favorableness

Answer 31

Good leader-member relations, high task structure, and strong position power. o Task-oriented leaders tend to be more effective. - Strong drive (tough leadership) accepted under full trust of members

Question 32

Moderately favorable

Answer 32

Varied combinations of the three situational factors. o Relationship-oriented leaders tend to be more effective. - Strong drive for task → backlash, motivating/supporting needed

Question 33

Unfavorable

Answer 33

Poor leader-member relations, low task structure, and weak position power. o Task-oriented leaders tend to be more effective. - Need some structure, awkward effort for relationships won’t work Contingency/Situational Approach

Question 34

Tech Innovations is in the process of hiring a leader. The organization has bad leader-member relations, low task structure, and weak position power. What type of leader should be hired according to Fiedler’s Contingency Model? * Relationship-oriented * Task-oriented

Answer 34

task oriented

Question 35

Static View of Leadership Style:

Answer 35

The theory assumes that a leader's style is fixed and does not account for leaders adapting their style to different situations

Question 36

Complex Situations:

Answer 36

Real-world situations can be more complex than the model accounts for, with multiple factors influencing leadership effectiveness.

Question 37

Fiedler’s Contingency Model argued that people can adapt their leadership style to best suit the situation

Answer 37

false

Question 38

Fiedler’s Contingency Model argued that a person's leadership style is fixed.

Answer 38

true

Question 39

Fiedler’s Contingency Model argued that organizations should assign people whose (fixed) leadership styles are a good fit for the situation.

Answer 39

true

Question 40

Top leaders

Answer 40

determine the goals of organizations; their leadership styles may influence organizational culture and HRM systems.

Question 41

Middle leaders translate

Answer 41

the stated HRM philosophies and formal HRM systems into daily practices and processes

Question 42

Line leaders

Answer 42

work with employees directly and influence employees through their leadership styles and skills.

Question 43

if favorable and unfavorable which out of the two should you use

Answer 43

task oriented

Question 44

if moderately favorable use which out of the two

Answer 44

relationship oriented

Question 45

if the question is talking about fielders model it can only be ...

Answer 45

task or relationship oriented

Question 46

Fiedler's model assumes...

Answer 46

leadership style is FIXED

Question 47

The same HRM practice produces the same perceptions of different employees

Answer 47

false

Question 48

Different managers can communicate the same HRM practices differently to employees

Answer 48

true

Question 49

Managers' different interpretations of the same HRM practices can differentiate employees' attributions of the purpose of HRM practice

Answer 49

true

Question 50

Managers’ communication with employees can influence how employees attribute the purpose of HRM practice

Answer 50

true

Question 51

Management focus

Answer 51

-more focused on present, "keeping the train running on time" and focused on positions

Question 52

leadership focus

Answer 52

-more focused on future "decides whether the tracks should be placed or next direction" ad on personality instead of position