12–100
93.
A leader who leads collaborative performance between different organizations is referred
to as a(n) _____ leader.
94.
Dan, Francis, and Pedro were on a team at their engineering company. Though Dan had
the most experience of the three, he did not always assume the leadership role. Some
projects fell into the specialized areas of the others, so he moved the leadership around
the group as appropriate. Dan’s style would be classified as _____ leadership.
95.
_____ leadership invites colleagues at the same level to solve problems together.
Scenario A: As a consultant to a customer service facility, Hans is conducting a leadership
training seminar. He encourages several managers who are present to describe their
success as leaders.
1. Stewart says that he is successful because when he tells his subordinates to do
something, they do it because he’s the boss and that’s that.
2. Kim explains that she can get her employees to do what she wants because they like
her and they want her to like them.
3. Jorge feels that his employees are cooperative because they realize that he knows more
about how their jobs are done than anybody else in the plant.
4. Sara says that all the others should use her secret: “If I can’t get someone to work, I just
take away their leave privileges and that corrects that problem!“
5. Scott gets more work from his team by getting the upper management to sanction
incentives to the top performers of the month.
96.
Which of the following types of power does Stewart exhibit?
97.
Which of the following types of power does Sara exhibit?
98.
From Scenario A, it can be inferred that Kim exhibits _____ power.
99.
Which of the following types of power best describes Scott’s approach?
100.
From Scenario A, it can be inferred that Jorge is exhibiting _____ power.
12–105
Scenario B: At a management retreat, Nicole and her colleagues are reminiscing about
how much they enjoyed college life. Everyone remembers their favorite management
topics. Nicole is surprised to realize that each of them has a favorite leadership
perspective. However, no one can remember the name of the theory they liked most!
1. Lauren knows that her favorite leadership perspective is the one that assumed that
leaders are born, not made. (This is because Lauren does, in fact, believe she is a “born
leader.”)
2. Misha, on the other hand, has found that her most effective style of leadership is to
capitalize on the fact that she arouses a sense of excitement in her employees, who
genuinely like and admire her and want to follow her lead.
3. Tony argues that his favorite theory recognized that the best answer concerning which
style of leadership to use is “It depends!” He maintains that the theory he liked the most
argued for “looking before you lead.”
4. Darren argues that the company will be most effective when the leader makes decisions
on his or her own and then announces those decisions to the group.
101.
From Scenario B, it can be understood that Darren’s favorite form of leadership is _____
leadership.
102.
Lauren’s favorite leadership perspective is the _____ approach.
103.
Tony’s favorite leadership perspective is the _____ approach.
12–107
104.
Misha’s leadership style can be referred to as the _____ approach.
12–108
Scenario C: Joyce is an effective and admired leader in her organization, a large bottling
company. She breaks down the behaviors she thinks have led to her success:
1. She expects a lot from her staff. She sets high goals so they need to work hard and be
productive while they are at work. She also expects high-quality output.
2. Additionally, she works hard to maintain good relationships with each and every
employee that she has. She regularly provides praise and seeks ways to help individuals
solve problems and reduce stress. She has been told she is easy to talk to.
3. Finally, Joyce thinks that it is important to get buy-in from her employees on many
issues, so she solicits input from them on some decisions and really tries to take it into
consideration. Sometimes she even meets with the whole group and tries to reach
consensus.
105.
Joyce’s behaviors described in number 1 could be known as _____ behaviors.
106.
Joyce’s behaviors described in number 2 could be known as _____ behaviors.
107.
Joyce’s behaviors described in number 3 best exemplifies _____ decision style.
Scenario D: As a career development specialist with a large multinational corporation, Jose
speaks with young managers regularly about furthering their own leadership development.
Patterned after what Jose learned in his first management course, he gives them three
pieces of advice for effective developmental experiences:
1. First, instead of always taking the familiar path, try something that is a little
uncomfortable and new for you.
2. Second, think about what has been successful for you and what hasn’t. Ask your peers,
supervisors, colleagues, and customers for feedback to clarify what you need to improve or
change.
3. Finally, make sure you have a network of individuals who are willing to “talk you
through” when things are tough.
108.
In his first piece of advice, Jose is referring to which of the following key components for
effective developmental experiences?
109.
In his second piece of advice, Jose is referring to which of the following key components
for effective developmental experiences?
110.
In his third piece of advice, Jose is referring to which of the following key components for
effective developmental experiences?
Essay Questions
111.
Define leadership in your own words.
Answers may vary.
112.
What do employees and organizations want from their leaders?
Answers may vary.
113.
Explain the five key leadership behaviors identified by James Kouzes and Barry Posner.
Answers may vary.
114.
What are the most important characteristics of the best corporate visions? Why is having a
vision necessary?
Answers may vary.
115.
Explain the difference between supervisory leadership and strategic leadership.
Answers may vary.
116.
Differentiate between a leader and a manager.
Answers may vary.
117.
List and explain the five sources of power. Give an example of each.
Answers may vary.
118.
What traits are considered to be important in setting leaders apart from others? Describe
at least three.
Answers may vary.
119.
Describe the three general categories of leadership behavior.
Answers may vary.
120.
Describe how a leader’s performance and maintenance behaviors influence people’s
attitudes and performance.
Answers may vary.
121.
List several situational approaches to leadership and describe one of them.
Answers may vary.
122.
Explain the features of path-goal theory.
Answers may vary.
12–116
123.
Discuss the characteristics of charismatic leaders.
Answers may vary.
124.
Compare transformational and transactional leadership. Provide examples of each.
Answers may vary.
125.
Describe and provide examples of at least three nontraditional leadership roles that are
emerging as vitally important.
Answers may vary.
12–117
126.
Discuss how you could go about developing your leadership skills. What are key
components of effective developmental experiences you should consider?
Answers may vary.
127.
Consider the issue of authenticity in leadership and discuss why it is important.
Answers may vary.