79.
When an organization is in trouble, which leadership approach is most likely to lead to
long-term effectiveness?
A.
Transformational leadership
B.
Charismatic leadership
C.
Transactional leadership
D.
Contingency leadership
All organizations, no matter how large or small, successful or unsuccessful, can benefit
when their managers engage in transformational leadership. Moreover, while the benefits
of transformational leadership are often most apparent when an organization is in trouble,
transformational leadership can be an enduring approach to leadership, leading to long–
term organizational effectiveness.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 2 Medium
Learning Objective: 10-04 Describe what transformational leadership is, and explain how managers can engage in it.
Topic: Transformational Leadership
80.
Compared to men, women as leaders tend to ________.
A.
B.
be less engaged in initiating structure
C.
be more participative
D.
make more decisions on their own
Women tend to be somewhat more participative as leaders than are men, involving
subordinates in decision making and seeking their input.
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 2 Medium
Learning Objective: 10-05 Characterize the relationship between gender and leadership, and explain how emotional
intelligence may contribute to leadership effectiveness.
Topic: Behavioral Leadership
81.
Compared to women, men as leaders tend to ________.
A.
be more participative
B.
initiate structure more
C.
be harsher when punishing workers
D.
be more effective leaders
Men tend to be harsher when they punish their subordinates than do women.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 2 Medium
Learning Objective: 10-05 Characterize the relationship between gender and leadership, and explain how emotional
intelligence may contribute to leadership effectiveness.
Topic: Gender and Leadership
82.
Based on gender, research on leader behaviors has found that ________.
A.
male and female managers tend to differ in their effectiveness as leaders
B.
female managers engage in more consideration and initiating structure than male
managers
C.
male and female managers do not differ significantly in their propensities to perform
different leader behaviors
D.
women engage in more consideration than men
The key finding from research on leader behaviors is that male and female managers do
not differ significantly in their propensities to perform different leader behaviors. Even
though they may be more participative, female managers do not engage in more
consideration or less initiating structure than male managers.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Understand
Difficulty: 2 Medium
Learning Objective: 10-05 Characterize the relationship between gender and leadership, and explain how emotional
intelligence may contribute to leadership effectiveness.
Topic: Behavioral Leadership
83.
A leader’s level of emotional intelligence may play a particularly important role in
leadership ________.
A.
creativity
B.
moods
C.
pay
D.
effectiveness
Leaders who are high on emotional intelligence are more likely to understand all the
emotions surrounding creative endeavors, to be able to awaken and support the creative
pursuits of their followers, and to provide the kind of support that enables creativity to
flourish in organizations.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 10-05 Characterize the relationship between gender and leadership, and explain how emotional
intelligence may contribute to leadership effectiveness.
Topic: Behavioral Leadership
Topic: Emotional Intelligence
84.
Leaders are more likely to understand all the emotions surrounding creative endeavors
when they are high on ________.
A.
creative thinking
B.
consideration
C.
emotional intelligence
D.
transactional thinking
Leaders who are high on emotional intelligence are more likely to understand all the
emotions surrounding creative endeavors, to be able to awaken and support the creative
pursuits of their followers, and to provide the kind of support that enables creativity to
flourish in organizations.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 2 Medium
Learning Objective: 10-05 Characterize the relationship between gender and leadership, and explain how emotional
intelligence may contribute to leadership effectiveness.
Topic: Emotional Intelligence
85.
In many ways, a major part of leadership effectiveness, including encouraging and
supporting creativity among subordinates and helping leaders develop a vision for their
organizations, is ________.
A.
creative thinking
B.
consideration
C.
emotional intelligence
D.
transactional thinking
Emotional intelligence plays a crucial role in how leaders relate to and deal with their
followers, particularly when it comes to encouraging followers to be creative.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 2 Medium
Learning Objective: 10-05 Characterize the relationship between gender and leadership, and explain how emotional
intelligence may contribute to leadership effectiveness.
Topic: Emotional Intelligence
Essay Questions
86.
List any three types of power that are available to a manager and explain what they
mean.
The various types of power available to a manager are legitimate, reward, coercive, expert,
and referent.
• Legitimate power is the authority a manager has by virtue of his/her position in an
organization’s hierarchy.
• Reward power is the ability of a manager to give or withhold tangible rewards (pay
raises, bonuses, and choice job assignments) and intangible rewards (verbal praise, a pat
on the back, respect).
• Coercive power is the ability of a manager to punish others.
• Expert power is based on the special knowledge, skills, and expertise that a leader
possesses.
• Referent power is the power that comes from subordinates’ and coworkers’ respect,
admiration, and loyalty.
AACSB: Analytical Thinking
Blooms: Remember
Difficulty: 2 Medium
Learning Objective: 10-01 Explain what leadership is, when leaders are effective and ineffective, and the sources of
power that enable managers to be effective leaders.
Topic: Coercive Power
Topic: Expert Power
87.
Discuss the various ways managers can take steps to ensure that they have an adequate
amount of expert power to perform their leadership roles.
Expert power is based on the special knowledge, skills, and expertise that a leader
possesses. The nature of expert power varies, depending on the leader’s level in the
hierarchy. First-level and middle managers often have technical expertise relevant to the
tasks their subordinates perform. Their expert power gives them considerable influence
over subordinates. Managers can increase their expert power by additional training or
education in order to keep up–to-date with the latest ideas in their field, by attending
meetings of professional associations, and by reading widely in their field.
AACSB: Analytical Thinking
Blooms: Understand
Difficulty: 2 Medium
Learning Objective: 10-01 Explain what leadership is, when leaders are effective and ineffective, and the sources of
power that enable managers to be effective leaders.
Topic: Expert Power
88.
Explain how the concept of “empowerment” can make a leader even more effective in
dealing with subordinates.
Empowerment can contribute to effective leadership for several reasons:
• Empowerment increases a manager’s ability to get things done because the manager has
the support and help of subordinates who may have special knowledge of work tasks.
• Empowerment often increases workers’ involvement, motivation, and commitment, and
this helps ensure that they are working toward organizational goals.
Blooms: Understand
Difficulty: 2 Medium
Learning Objective: 10-01 Explain what leadership is, when leaders are effective and ineffective, and the sources of
power that enable managers to be effective leaders.
Topic: Empowerment
89.
Explain what a “trait model” of leadership is. Name at least four traits related to effective
leadership and briefly explain how each could help a leader perform his/her job better.
The trait model of leadership focused on identifying the personal characteristics that
cause effective leadership. Traits alone are not the key to understanding leader
effectiveness, however. Some effective leaders do not possess all these traits, and some
leaders who possess them are not effective in their leadership roles. This lack of a
consistent relationship between leader traits and leader effectiveness led researchers to
shift their attention away from traits and to search for new explanations for effective
leadership. The traits related to effective leadership are
• Intelligence, which helps managers understand complex issues and solve problems
Topic: Trait Approaches to Leadership
90.
Explain with examples what the “behavior model” of leadership is.
The behavior model focuses not on what effective leaders are like, but what they actually
do in influencing their subordinates to achieve group and organizational goals. The two
basic types are initiating structure and consideration.
Leaders engage in consideration when they show their subordinates that they trust,
respect, and care about them. Managers who truly look out for the well-being of their
subordinates, and do what they can to help subordinates feel good and enjoy their work,
perform consideration behaviors.
Leaders engage in initiating structure when they take steps to make sure that work gets
done, subordinates perform their jobs acceptably, and the organization is efficient and
effective. Assigning tasks to individuals or work groups, letting subordinates know what is
expected of them, deciding how work should be done, making schedules, encouraging
adherence to rules and regulations, and motivating subordinates to do a good job are all
examples of initiating structure.
AACSB: Analytical Thinking
Blooms: Apply
Difficulty: 2 Medium
Learning Objective: 10-02 Identify the traits that show the strongest relationship to leadership, the behaviors leaders
engage in, and the limitations of the trait and behavior models of leadership.
91.
Discuss the three situational determinants in Fiedler’s leadership theory that allow a
leader to determine the favorableness or unfavorableness of a situation for leading.
Fiedler postulated that leader-member relations, task structure, and the leader’s position
power all contribute to determining how favorable a situation was for leadership.
The first situational characteristic that Fiedler described, leader-member relations, is the
extent to which followers like, trust, and are loyal to their leader. Situations are more
favorable for leading when leader-member relations are good.
The second situational characteristic that Fiedler described, task structure, is the extent to
which the work to be performed is clear-cut so that a leader’s subordinates know what
needs to be accomplished and how to go about doing it. When task structure is high, the
situation is favorable for leading.
The third situational characteristic that Fiedler described, position power, is the amount of
legitimate, reward, and coercive power a leader has by virtue of his/her position in an
organization. Leadership situations are more favorable for leading when position power is
strong.
AACSB: Analytical Thinking
Blooms: Remember
Difficulty: 2 Medium
Learning Objective: 10-03 Explain how contingency models of leadership enhance our understanding of effective
leadership and management in organizations.
Topic: Fiedler‘s Contingency Model of Leadership Effectiveness
92.
Explain Fiedler’s Theory of Leadership and the eight leadership situations identified with
varying favorability of leading.
By considering all possible combinations of good and poor leader-member relations, high
and low task structure, and strong and weak position power, Fiedler identified eight
leadership situations, which vary in their favorability for leading (refer to Figure 10.2). After
extensive research, he determined that relationship-oriented leaders are most effective in
moderately favorable situations (IV, V, VI, and VII in Figure 10.2) and task-oriented leaders
are most effective in situations that are either very favorable (I, II, and III) or very
unfavorable (VIII).
AACSB: Analytical Thinking
Blooms: Remember
Difficulty: 2 Medium
Learning Objective: 10-03 Explain how contingency models of leadership enhance our understanding of effective
leadership and management in organizations.
Topic: Fiedler‘s Contingency Model of Leadership Effectiveness
93.
Path-goal theory provides managers with three guidelines for becoming an effective
leader. Explain.
Path-goal theory suggests that managers attempt to determine the specific outcomes
subordinates are trying to obtain from their jobs and from the organization. Then, the
model proposes that subordinates be rewarded with the outcomes that they desire for
high performance and goal attainment. Further, the model advises managers to clarify the
paths to goal attainment for subordinates so that any obstacles can be removed and the
goals achieved.
Learning Objective: 10-03 Explain how contingency models of leadership enhance our understanding of effective
leadership and management in organizations.
Topic: Contingency Theory
94.
Path-goal theory identifies four types of behaviors in which leaders can engage in order to
motivate their subordinates. Discuss these types of behaviors and give one specific
management example of how a manager could act according to each of these.
The four types of behaviors are directive, supportive, participative, and achievement-
oriented.
• Directive behaviors are similar to initiating structure and include setting goals, assigning
tasks, showing subordinates how to complete tasks, and taking concrete steps to improve
performance. Directive behaviors may be beneficial when subordinates are having
difficulty completing assigned tasks, but they might be detrimental when subordinates are
independent thinkers who work best when left alone.
• Supportive behaviors are similar to consideration and include expressing concern for
leadership and management in organizations.
Topic: Contingency Theory
95.
Explain the leader substitutes model. What is the advice this model offers to managers?
The leader substitutes model proposes that leadership is sometimes unnecessary because
other factors may act to motivate subordinates, thus making leadership redundant.
Factors include subordinates’ and situational characteristics. Managers are advised to be
aware of the existence of these other factors and adapt their behavior accordingly.
AACSB: Analytical Thinking
Blooms: Understand
Difficulty: 2 Medium
Learning Objective: 10-03 Explain how contingency models of leadership enhance our understanding of effective
leadership and management in organizations.
Topic: Contingency Theory
96.
Explain what is meant by the concept of “transformational leadership.” Transformational
leadership occurs when managers change (or transform) their subordinates in three
important ways. Explain the three ways.
Transformational leadership is that which makes subordinates aware of the importance of
their jobs and their performance for the organization, as well as making them aware of
their own needs for personal growth. Through transformational leadership, subordinates
become motivated to work for the good of the organization.
• Transformational managers make subordinates aware of how important their jobs are for
the organization and how necessary it is for them to perform those jobs as best they can
so the organization can attain its goals.
• Transformational managers make their subordinates aware of the subordinates’ own
needs for personal growth, development, and accomplishment.
• Transformational managers motivate their subordinates to work for the good of the
organization as a whole, not just for their own personal gain or benefit.
AACSB: Analytical Thinking
Blooms: Understand
Difficulty: 2 Medium
Learning Objective: 10-04 Describe what transformational leadership is, and explain how managers can engage in it.
Topic: Transformational Leadership
97.
Compare and contrast “transformational leadership” with “transactional leadership.”
Transformational leadership is often contrasted with transactional leadership. In
transactional leadership, managers use their reward and coercive powers to encourage
high performance. When managers reward high performers, reprimand or otherwise punish
low performers, and motivate subordinates by reinforcing desired behaviors and
extinguishing or punishing undesired ones, they are engaging in transactional leadership.
Managers who effectively influence their subordinates to achieve goals, yet do not seem
to be making the kind of dramatic changes that are part of transformational leadership,
are engaging in transactional leadership.
Many transformational leaders engage in transactional leadership. They reward
subordinates for a job well done and notice and respond to substandard performance.
However, they also have their eyes on the bigger picture of how much better things could
be in their organizations, how much more their subordinates are capable of achieving, and
how important it is to treat their subordinates with respect and help them reach their full
potential. Research has found that when leaders engage in transformational leadership,
their subordinates tend to have higher levels of job satisfaction and performance.
Additionally, subordinates of transformational leaders may be more likely to trust their
leaders.
98.
Differentiate between intellectual stimulation and developmental consideration.
Transformational managers openly share information with their subordinates so that they
are aware of problems and the need for change. The manager helps subordinates to
examine problems in their groups and throughout the organization from a different
perspective, consistent with the manager’s vision. Whereas in the past subordinates might
not have been aware of some problems, may have viewed problems as a “management
issue” beyond their concern, or may have viewed problems as insurmountable, the
transformational manager’s intellectual stimulation leads subordinates to view problems
as challenges that they can and will meet and conquer.
When managers engage in developmental consideration, they not only perform the
consideration behaviors described earlier, such as demonstrating true concern for the
well-being of subordinates, but go one step further. The manager goes out of his or her
way to support and encourage subordinates, giving them opportunities to enhance their
skills and capabilities and to grow and excel on the job. The manager engages and
empowers subordinates to take personal responsibility for helping to solve problems.
AACSB: Analytical Thinking
Blooms: Understand
Difficulty: 2 Medium
Learning Objective: 10-04 Describe what transformational leadership is, and explain how managers can engage in it.
Topic: Transformational Leadership
99.
Do men and women differ in their personal leadership styles? Explain.
Despite widespread stereotypes to the contrary, women and men are very similar.
Research suggests only two ways that the genders differ. First, women tend to be more
participative than men are, and men tend to make more decisions on their own. Second,
men tend to punish subordinates more harshly than women. Reasons for these differences
may lie in women’s desires to earn subordinates’ trust and respect and/or women’s higher
levels of interpersonal skills.
AACSB: Analytical Thinking
Blooms: Understand
Difficulty: 2 Medium
Learning Objective: 10-05 Characterize the relationship between gender and leadership, and explain how emotional
intelligence may contribute to leadership effectiveness.
Topic: Behavioral Leadership
Topic: Behavioral Management
Topic: Behaviors
100.
Name and explain at least three ways that emotional intelligence can increase leader
effectiveness.
A leader’s level of emotional intelligence may play a particularly important role in
leadership effectiveness. Emotional intelligence may help leaders
• develop a vision,
• motivate subordinates to commit to the vision,
• energize subordinates to work hard to achieve the vision,
• encourage followers to be creative,
• develop an identity for the organization, and
• instill high levels of trust and cooperation.
Emotional intelligence also plays a crucial role in how leaders relate to and deal with their
followers, particularly when it comes to encouraging followers to be creative. Creativity in
organizations is an emotion-laden process; it often entails challenging the status quo,
being willing to take risks and accept and learn from failures, and doing much hard work to
bring creative ideas to fruition in terms of new products, services, or procedures and
processes when uncertainty is bound to be high.