Society's understanding of effective leadership has evolved and matured considerably over the years.
True / False
True
According to Harvard psychologist Abraham Zaleznick the terms leader and manager are interchangeable.
True / False
False
Lee Iacocca is an example of a leader-manager.
True / False
True
Leadership is both an individual characteristic and a process.
True / False
True
Hierarchical or position power is the combination of reference power and expert power.
True / False
False
Only recently have researchers begun to study "leadership".
True / False
False
According to the text, one review of 12 different leadership studies revealed that there was consistency among the results obtained.
True / False
False
Contingency leadership models state that the leader's behavioral style must be contingent on the situation if the leader is to be effective.
True / False
True
The behaviorial model defines leaders as what they are or seem to be, rather than what they do.
True / False
False
Robert R. Blake and Anne Adams McCanne developed the "Leadership Grid" as a vehicle for leadership behavior assessment and development.
True / False
True
Fieldler's LPC theory is an example of contingency leadership.
True / False
True
Fieldler's LPC approach and the Vroom-Jago model are based on the assumption that both the existing situation and the manager's leadership style are fixed and neither will change.
True / False
False
Steve Kerr and John Jermier believe that the characteristics of the subordinate, of the task, and of the organization can reduce the need for traditional leadership.
True / False
True
The effective leader of the future must recognize that societal trends encourage the shift towards greater participation of non-managerial employees in decision-making.
True / False
True
Cognitive self-management is a mental process in which the employee creates images and operations that are consistent with achieving the organization's goals and objectives.
True / False
True
behavioural self-management:
The use of activities such as self-set goals, self-observation, self-rewards, self-cueing, and self-designed jobs to help people gain greater control over their lives.
cognitive self-management:
A mental process in which the employee creates images and aspirations that are consistent with achieving the organization's goals and objectives.
constraint:
Any circumstance that limits freedom of action; in this context, a situation that hinders the leader from acting effectively to accomplish desired goals and objectives.
contingency leadership model:
The analysis of leadership that assumes that different situations require different leadership actions and attitudes.
contingency models of leadership:
Models that suggest that the most effective leaders are those whose leadership style best fits the situation within the organization.
expert power:
Power arising from expertise in a specific area, or from knowledge of specific circumstances or situations.
Fiedler's LPC theory:
An approach to leadership in which the leader's behaviour is first categorized on a scale from task orientation to people orientation, and then efforts are made to find a work situation to which that particular style is best suited.
hierarchical or position power:
Power that is the result of the leader's position in the organizational hierarchy.
leader-manager:
An individual who is able both to exert leadership and to manage an operation.
leadership:
The ability to influence people to act in ways the leader prefers-usually to achieve the organization's goals and objectives.
opportunity building:
Seeking and developing possibilities for success, either as individuals or as an organization.
path-goal theory:
A leadership theory, based on the expectancy theory of motivation, that suggests that the leader's role is to discover what rewards the workers value and to ensure that they realize that earning those rewards will depend on actions that meet the organization's goals and objectives.
people-oriented behavioral style:
The type of management in which the leader's primary focus is on relationships with and among people, with most emphasis placed on employee needs and morale.
personal power:
The combination of referent power and expert power.
positive self-talk:
Creative mental imagery that enhances the individual's sense of ability, capacity, and self-worth.
power:
The capacity to influence people and accomplish desired objectives.
referent power:
Power that depends on the personal characteristics of the leader, as seen by those whom the leader seeks to influence.
reward power:
Power that stems from the ability to influence people through granting or withholding benefits that are of interest to them.
role modelling:
Leadership by example, that is, demonstrating in daily work patterns the attitudes and behaviours wished for in the rest of the staff.
self-cueing:
Planning and making arrangements required to complete a task or project before embarking on it.
self-designed job:
A job for which parameters and specifications have been established in whole or in part by the employee who will fill the job.
self-leadership:
A strategy in which employees at all levels motivate themselves to accomplish not only the tasks that are interesting to them, but others as well that are required to meet the organization's goals and objectives.
self-management:
A strategy that encourages all employees to arrange and control their personal activities and resources, with little input from external sources.
self-observation:
Monitoring one's own behaviour, actions, and outcomes.
self-rewards:
Desired benefits, usually of a minor nature, that employees award to themselves for having reached pre-set goals or stages in their work.
self-set goals:
Goals that are developed by the employee rather than by the manager.
task-oriented behavioural style:
The type of management in which the leader is concerned primarily with accomplishing goals and objectives and concentrates on the task itself and only incidentally on the people doing it.
trait:
An individual's personal attributes, including both physical and psychological aspects.
trait theory of leadership:
The analysis of leadership that attempts to identify specific traits that indicate that a person will or will not be a successful leader.
transactional leadership:
A leadership style that focuses on activities, that is, the traditional management roles of planning, organizing, leading, and controlling.
transformational leadership:
A leadership style designed to change (or transform) the culture of the organization by communicating to employees and others a new vision, and enlisting their support in moving towards it.
Vroom-Jago model:
A leadership theory that postulates that an effective leader is one who develops a variety of leadership styles, and in each situation applies the style that best fits the circumstances.
