Management- Chapter 15

Question 1

Leadership

Answer 1

The ability to influence people toward the attainment of organizational goals

Question 2

Humility

Answer 2

Being unpretentious and modest rather than arrogant and prideful.

Question 3

Servant Leader

Answer 3

A leader who serves others by working to fulfill followers’ needs and goals as well as to achieve the organization’s larger mission.

Question 4

Authentic Leadership

Answer 4

refers to leadership by individuals who know and understand themselves, who espose and act consistent with higher order ethical values and who empower and inspire others with their openness and authenticity.

Question 5

Interactive Leadership

Answer 5

A leadership style characterized by values such as inclusion, collaboration, relationship building and caring.

Question 6

Consideration

Answer 6

The term used by researchers at The Ohio State University to descrive the extent to which a leader is sensitive to subordinates, respects their ideas and feelings, and establishes mutual trust.

Question 7

Initiating Structure

Answer 7

The term that describes the extent to which a leader is task oriented and directs subordinates’ work activities toward goal accomplishment.

Question 8

Leadership Grid

Answer 8

A two dimensional leadership model that measures the leader’s concern for people and concern for production to categorize the leader in one of five different leadership styles.

Question 9

Contingency Approach

Answer 9

A model of leadership that descrives the relationship between leadership styles and specific situations.

Question 10

Situational Model

Answer 10

This contingency approach links the leader’s behavioral style with the readiness level of the followers.

Question 11

Substitute

Answer 11

A substitute for leadership is a situational variable that makes a leadership style redundant of unnecessary.

Question 12

Neutralizer

Answer 12

A nuetralizer is a situational variable that counteracts a leadership style and prevents the leader from displaying certain behaviors.

Question 13

Charismatic Leader

Answer 13

A leader who has the ability to inspire and motivate people to transcend their expected performance, even to their point of personal sacrifice.

Question 14

Vision

Answer 14

Both charismatinc and transformation leaders provide followers with and inspiring vision, an attractive, ideal future that is credible yet nor readily attainable.

Question 15

Transformational Leader

Answer 15

is distinquished by a special ability to bring about innovation and change by creating and inspiring vision, shaping values, building relationships and providing meaning for followers.

Question 16

Transactional Leader

Answer 16

Clarifies subordinates’ roles and task requirements, initiates structure, provides regards and displays consideration for followers.

Question 17

Critical Thinking

Answer 17

Thinking independently and being mindful of the effect of one’s behavior on achieving goals.

Question 18

Uncritical Thinking

Answer 18

Failing to consider the possibilities beyond what one is told, accepting others’ ideas without thinking.

Question 19

Effective Follower

Answer 19

A critical, independent thinker who actively participates in the organization.

Question 20

Alienated Follower

Answer 20

A person who is a independent, critical thinker but is passive in the organization.

Question 21

Conformist

Answer 21

A follower who participates actively in the organization but does not use critical thinking skills.

Question 22

Passive Follower

Answer 22

One who exhibits neither critical independent thinking nor active participation.

Question 23

Pragmatic Survivor

Answer 23

A follower who has qualities of all four follower styles, depending on which fits the prevalent situation.

Question 24

Power

Answer 24

The potential ability to influence the behavior of others.

Question 25

Influence

Answer 25

The efect a person’s actions have on the attitudes, values, beliefs, or behavior of others.

Question 26

Legitimate Power

Answer 26

Power that stems from a manager’s formal position in an organization and the authority granted by that position.

Question 27

Reward Power

Answer 27

Resultes from the authority to bestow rewards.

Question 28

Coercive Power

Answer 28

Stems from the authority to punish or recommend punishment.

Question 29

Expert Power

Answer 29

The power that results from a leader’s special knowledge or skill in the tasks performed by subordinates.

Question 30

Referent Power

Answer 30

Results from characteristics that command subordinates’ identification with, respect and admiration for, and desire to emulate the leader.