Chapter 13

Question 1

Leader-Member Exchange Model (LMX)

Answer 1

Model of leadership that stresses the importance of variable relationships between supervisors and each of their subordinates

Question 2

In-Group

Answer 2

Members often receives special duties requiring more responsibility and autonomy; they may also receive special privileges such as more discretion about work schedules

Question 3

Out-Group

Answer 3

Members receive less of the supervisor’s time and attention and are likely to be assigned the more mundane tasks the group must perform and not be “in the loop” when information is being shared

Question 4

Hersey and Blanchard Model

Answer 4

Model based on the premise that appropriate leader behavior depends on the “readiness” of the leader’s followers. In this instance, readiness refers to the subordinate’s degree of motivation, competence, experience, and interest in accepting responsibility

Question 5

Transformational Leadership

Answer 5

Refers to the set of abilities that allows the leader to recognize the need for change, to create a vision to guide that change, and to execute the change effectively

Question 6

Charisma

Answer 6

A form of interpersonal attraction that inspires support and acceptance

Question 7

Charismatic Leadership

Answer 7

A type of influence based on the leader’s personal charisma

Question 8

Attribution Perspective

Answer 8

Perspective on leadership holds that when behaviors are observed in a context associated with leadership, others may attribute varying levels of leadership ability or power to the person displaying those behaviors

Question 9

Leadership Substitutes

Answer 9

Individual, task and organizational characteristics that tend to outweigh the leader’s ability to affect subordinates’ satisfaction and performance

Question 10

Leadership Neurtralizers

Answer 10

Factors that render ineffective a leader’s attempts to engage in various leadership behaviors

Question 11

Coaches

Answer 11

Whereas leaders were once expected to control situations, direct work, supervise people, closely monitor performance, make decisions, and structure activities, many leaders today are being asked to change how they manage people—to become _____

Question 12

Mentor

Answer 12

Within the coaching role, some leaders have also excelled at taking on more responsibilities as a _____ – helping a less experienced person learn the ropes to better prepare himself or herself to advance within the organization

Question 13

Strategic Leadership

Answer 13

The capability to understand the complexities of both the organization and its environment and to lead change in the organization so as to achieve and maintain a superior alignment between the organization and its environment

Question 14

Ethical Conduct

Answer 14

Being held up as a prerequisite for effective leadership. Top managers are being called upon to maintain high ethical standards for their own conduct, to unfailingly exhibit ethical behavior, and to hold others in their organizations to the same standards

Question 15

Virtual Leadership

Answer 15

Emerging as an important issue for organizations