58.
(p. 211) In situational leadership, a leader uses a selling style when his followers’ maturity level is:
59.
(p. 211) In situational leadership, a leader uses a participating style when his followers’ maturity level is:
60.
(p. 211) In situational leadership, a leader uses a delegating style when his followers’ maturity level is:
61.
(p. 215) In the situational supervision model, the _____ supervisory style involves high-directive-low-
supportive behavior and is appropriate when interacting with low-capability employees.
62.
(p. 215) In the situational supervision model, the _____ style involves high-directive-high-supportive behavior
and is appropriate when interacting with moderate-capability employees.
63.
(p. 215) According to the situational supervision model, a manager who focuses on end results, lets employees
do tasks their own way, spends limited time overseeing their performance, and makes decisions in tandem with
employees has a(n) _____ supervisory style.
64.
(p. 216) In the situational supervision model, the _____ style entails low-directive-low-supportive behavior and
is appropriate when interacting with outstanding employees.
65.
(p. 216) According to the situational supervision model, in which of the following situations would a
participative supervisory style be used?
66.
(p. 215) You’ve been promoted from being an employee in one department to becoming the supervisor in
another. The supervisor you are replacing did not succeed in getting much work done because he let employees
make ongoing decisions. Production declined in recent months and that is why you got the job. As a situational
manager, which supervisory style should you ideally use?
67.
(p. 215) As a supervisor, you want to improve performance in your department. You give specific instructions,
telling employees what the task is and when, where, and how to perform it, as well as oversee performance at
all major stages through completion. Although you already have ideas covering broad areas, you are open to
suggestions from employees. However, you have the final say. Which situational supervisory style has been
used in this scenario?
68.
(p. 216) As a supervisor, you spend little time telling employees what to do and most of the time encouraging
them to do a good job. However, at present, your employees have fallen behind schedule on an important
project, which is due soon. As a situational manager, which supervisory style should you ideally use?
69.
(p. 215-216) You are considering delegating a new task to one of your best employees, Pete. However,
Pete is hesitant to take on the new assignment. You are confident he can do it on his own. As a situational
manager, which would be the ideal supervisory style to use in this scenario?
70.
(p. 221) Which of the following is a good way to develop consistency?
71.
(p. 222) Which of the following is a good way to develop loyalty?
72.
(p. 201) Give detailed reasons why leadership skills are important to a specific organization.
73.
(p. 202) What are your views on leadership trait theory? Recall a manager you have now or have had in the
past. Which of Ghiselli’s six traits does or did the person have? Which traits does or did the person lack?
74.
(p. 206) What are your views on the Leadership Grid? Recall a manager you have now or have had. Which of
the five styles does or did the manager use?
75.
(p. 207) What are your views on contingency leadership theory? Do you agree with Fiedler’s recommendation
to change the situation rather than the leader’s style?
76.
(p. 213) What are your views on the leadership continuum? Recall a manager you have now or have had.
Which of the seven styles does or did the manager use?
77.
(p. 210) What are your views on normative leadership theory? Recall a manager you have now or have had.
Which of the five styles does or did the manager use?
78.
(p. 217) What are your views on situational supervision? Recall a manager you have now or have had. Which
of the four styles does or did the manager use? Would you use the model on the job?
79.
(p. 217) Which of the four supervisory styles would you like your boss to use with you? Why would you prefer
this particular style?
80.
(p. 217) Which leadership theory or model do you prefer? Why?
81.
(p. 217) Describe the type of leader you want to be.
82.
(p. 202-203) There are many traits that are said to be important to leadership success. Which three traits do
you believe are the most important? List in order of priority.
83.
(p. 204-206) The two-dimensional leadership styles developed at Ohio State University and the University
of Michigan back in the 1940s still serve as the bases for the current contingency leadership theories. Are the
task and relationship dimensions outdated?
84.
(p. 206) The Leadership Grid states that the one best style to use in all situations is the 9, 9 team manager style,
with a high concern for both people and production. Do you agree with this statement?
85.
(p. 207) Fiedler’s contingency leadership theory states that managers can’t change their leadership style; they
are either task-or relationship-oriented. Do you agree with this statement?
86.
(p. 211) Which of the five contingency leadership theories (Exhibit 7.5) do you prefer?
87.
(p. 217-219) Give some examples of global cultural diversity that you have experienced.
88.
(p. 221) Do you agree that integrity is at the center of trust, holding the other four dimensions together? Can
competence, consistency, loyalty, and/or openness lead to trusting relationships if there is no integrity?
89.
(p. 201) Explain what leadership is and how it affects behavior, human relations, and performance.
90.
(p. 202) Describe leadership trait theory.
91.
(p. 205-206) Explain the Leadership Grid and describe the five major leadership styles it identifies.
92.
(p. 207) Explain Fiedler’s contingency leadership theory.
93.
(p. 209) Explain the leadership continuum developed by Tannenbaum and Schmidt.
94.
(p. 209-210) Explain normative leadership theory.
95.
(p. 210-211) Explain situational leadership developed by Paul Hersey and Kenneth Blanchard.
96.
(p. 215-216) Explain the four situational supervisory styles.
The four supervisory styles are as follows:
97.
(p. 221-222) Explain the five dimensions of trust.
Fill in the Blank Questions
98.
(p. 206) _____ leaders like Martin Luther King Jr. and Mother Teresa have the ability to engage employees by
energizing them to meet challenging objectives, and inspiring them to greatness.
99.
(p. 207) _____ leadership theory developed by Fiedler, is used to determine if a person’s leadership style is task–
or relationship-oriented and if the situation matches the leader’s style.
100.
(p. 209) The _____ developed by Tannenbaum and Schmidt, identifies seven leadership styles based on the use
of boss-centered versus employee-centered leadership.
101.
(p. 209) _____ theory, developed by Vroom and Yetton, is a decision–tree model that enables the user to select
from five leadership styles the one that is appropriate for the situation.
102.
(p. 210) _____ leadership, developed by Paul Hersey and Kenneth Blanchard, is a model for selecting from four
leadership styles the one that matches the employees’ maturity level in a given situation.
103.
(p. 215) The autocratic style involves _____ behavior and is appropriate when interacting with low-capability
employees.
104.
(p. 215) The consultative style involves _____ behavior and is appropriate when interacting with moderate–
capability employees.
105.
(p. 215) The participative style is characterized by _____ behavior and is appropriate when interacting with
employees with high capability.
106.
(p. 216) The _____ style entails low-directive-low-supportive behavior and is appropriate when interacting with
outstanding employees.
107.
(p. 220) _____ trust is the most fragile since one violation or inconsistency can destroy human relations.