mgmt chapter 14 quiz – Flashcards

-Management and leadership are complementary systems of action. You see the words manager and leader used interchangeably all the time. However, as one leadership expert has said, "leaders manage and managers lead, but the two activities are not synonymous." Retired Harvard Business School professor John Kotter suggests that one is not better than the other—that, in fact, they are complementary systems of action. The difference is that management is about coping with complexity, and leadership is about coping with change.

True John Kotter suggests management is about coping with complexity, and leadership is about coping with change.

False Power is the extent to which a person is able to influence others so they respond to orders.

Reward power Reward power, which all managers have, is power that results from managers' authority to reward their subordinates. Rewards can range from praise to pay raises, from recognition to promotion

expert Expert power is power resulting from one's specialized information or expertise. Expertise, or special knowledge, can be mundane, such as knowing the work schedules and assignments of the people who report to you. Or it can be sophisticated, such as having computer or medical knowledge.

ingratiating tactics Ingratiating tactics are one of four methods that are considered "soft" tactics because they are considered friendlier than the other four "hard," or pressure, tactics in influencing others.

False Among the positive attributes associated with leadership are extraversion, agreeableness, and communication skills.

False A study by a New York research firm found that 55% of women and 57% of men aspire to be CEO, challenging the notion that more women aren't at the top because they don't want to be there.

False The primary purpose of task-oriented leadership behavior is to ensure that people, equipment, and other resources are used in an efficient way to accomplish the mission of a group or organization

True Initiating structure leadership is leader behavior that organizes and defines—that is, "initiates the structure for"—what employees should be doing to maximize output. This is a very task-oriented approach.

Transactional leadership As a manager, your power stems from your ability to provide rewards (and threaten reprimands) in exchange for your subordinates' doing the work. When you do this, you are performing transactional leadership, focusing on clarifying employees' roles and task requirements and providing rewards and punishments contingent on performance.

False Neither task-motivated nor relationship-motivated leadership style is effective all the time, Fiedler's research concludes, although each is right in certain situations. The contingency leadership model determines if a leader's style is (1) task-oriented or (2) relationship-oriented and if that style is effective for the situation at hand.

False The optimal leadership style for poor leader-member relations and high task structure is relationship-motivated leadership.

path-goal The path-goal leadership model holds that the effective leader makes available to followers desirable rewards in the workplace and increases their motivation by clarifying the paths, or behavior, that will help them achieve those goals and provide them with support.

True Full-range leadership suggests that leadership behavior varies along a full range of leadership styles, from take-no-responsibility (laissez-faire) "leadership" at one extreme, through transactional leadership, to transformational leadership at the other extreme. It's important to note that transactional leadership is an essential prerequisite to effective leadership, and the best leaders learn to display both transactional and transformational styles of leadership to some degree.

True E-Leadership is using information technology for one-to-one, one-to-many, and between group and collective interactions.

Transformational Transformational leadership transforms employees to pursue organizational goals over self-interests. Transformational leaders engender trust; seek to develop leadership in others; and exhibit self-sacrifice, focusing themselves and followers on objectives that transcend the more immediate needs of the work group.

There is one best style of leadership. A leader's behavior is more important than his or her traits. It is important to train managers on the various forms of task and relationship leadership. There is no one best style of leadership. How effective a particular leadership behavior is depends on the situation at hand

Servant Servant leaders focus on providing increased service to others—meeting the goals of both followers and the organization—rather than to themselves.

The LMX focuses only on the behaviors or traits of leaders. The leader-member exchange (LMX) model of leadership emphasizes that leaders have different sorts of relationships with different subordinates. Unlike other models, which focus on the behaviors or traits of leaders or followers, the LMX model looks at the quality of relationships between managers and subordinates. Also, unlike other models, which presuppose stable relationships between leaders and followers, the LMX model assumes each manager-subordinate relationship is unique. The quality of the relationship between managers and subordinates is related to job satisfaction, employee happiness, and turnover.

False People who pursue personalized power—power directed at helping oneself—as a way of enhancing their own selfish ends may give the word power a bad name. Socialized power is directed at helping others such as heard in expressions, "My goal is to have a powerful impact on my community."

True Research shows that followers seek and admire leaders who create feelings of (1) significance: such leaders make followers feel that what they do at work is important and meaningful; (2) community: these leaders create a sense of unity that encourages followers to treat others with respect and to work together in pursuit of organizational goals; and (3) excitement: the leaders make people feel energetic and engaged at work.

False Machiavellianism is a view manifested in such expressions as "All people lie to get what they want" and "You have to cheat to get ahead." Narcissism is defined as having "a self-centered perspective, feelings of superiority, and a drive for personal power and glory." Narcissists have inflated views of them, seek to attract the admiration of others, and fantasize about being in control of everything.

C. Reward

D. Low position power

B. Transformational leadership

D. E-leadership