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Exam 14: Leadership: Styles and Behaviors

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Question 1

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Kenya believes that there are no actions needed until she receives complaints about someone's performance. Which of the following styles of leadership is Kenya following?

A) laissez-faire leadership
B) transactional leadership
C) passive management-by-exception
D) contingent reward
E) transformational leadership

F) All of the above
G) A) and D)

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Question 2

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________ involves behaving in ways that challenge followers to be innovative and creative by questioning assumptions and reframing old situations in new ways.

A) Laissez-faire leadership
B) Inspirational motivation
C) Transactional leadership
D) Intellectual stimulation
E) Individualized consideration

F) C) and D)
G) B) and D)

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Question 3

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Craig, the CEO of ShopRite, Inc., has noticed that one of his store locations has consistently through-the-roof sales numbers. Also, a survey completed by employees revealed that this particular location's workers showed extremely high levels of motivation and job satisfaction when compared to other locations in the region. Everyone who works there gave high praise to their manager, Jamal. What else did the survey reveal about Jamal's employees?

Many of the correlations between traits and leadership are strong in magnitude when leader effectiveness serves as the outcome.

Neutralizers reduce the importance of the leader while providing a direct benefit to employee performance.

Simon started working at Solaris Industries right after college, and he had instant rapport with his boss, Felix. Felix not only showed him the ropes, but always encouraged Simon as he pursued his goals, such as starting graduate school. Over the years, Simon and Felix developed a close relationship, with Felix coming to Simon's wedding and his graduation. The other employees in Felix and Simon's department love Felix as well. A few months ago, Felix retired and was replaced by Emmett. Emmett has a very different personality but soon proves himself to be an effective and motivating boss. What do you think is a likely reaction of Simon to this change?

Which of the following is the style of decision making whereby the leader plays no role in deliberations unless asked?

________ is broadly defined as the degree to which employees have the ability and the willingness to accomplish their specific tasks.

The autocratic style of leadership is characterized by high follower control.

Julio has been newly appointed as the CEO of SmartSystems, Inc. He is still learning how various departments function in the organization. Until he is able to gain sufficient knowledge and can suggest some changes, he relies on the suggestions and opinions of his team members and lets them do the things the way they are used to. He does not generally interfere in the decisions made by the employees but, at times, shares his past experiences with the employees. It can be said that Julio has adopted a(n) ________ style of decision making.

________ suggest that leaders are born, not made.

With ________, the leader arranges to monitor mistakes and errors dynamically and takes corrective action when required.

Differentiate between initiating structure and consideration.

There are many factors to consider when leaders choose a decision-making style. The most obvious consideration is the

The life cycle theory of leadership suggests that ________ leader behavior comprises high initiating structure and low consideration.

The life cycle theory of leadership argues that the optimal combination of ________ and consideration depends on the readiness of the employees in the work unit.

The leader-member exchange theory argues that

Discuss some of the traits that correspond to leader emergence and describe their relationship to leader effectiveness.

Describe the four leader decision-making styles with examples.

________ leadership involves inspiring followers to commit to a shared vision that provides meaning to their work while also serving as a role model who helps followers develop their own potential and view problems from new perspectives.