NGR6733 Quiz 1 with Answers 100% Pass
1. Quantum theory change is not a thing/event, its a dynamic process and
and change cannot be avoided. With change comes two realities: actu-
al & potential. Leadership arises from potential. All things
INTERDEPENDENT, leaders must ADAPT
2. Power integral in organization behavior; it is the influence over
beliefs, emotions and behaviors. only exists when there is
an unequal relationship between two people where one
depends on the other
3. 5 sources of pow- 1. Legitimate Power
er 2. Reward Power
3. Coercive Power
4. Expert Power
5. Referent Power
4. legitimate power the power a person receives as a result of his or her
position in the formal hierarchy of an organization (either
cultural, structural or delegated)
5. reward power the ability of a manager to give tangible and intangible
rewards
6. coercive power The ability of a manager to punish others
7. referent power power that comes from subordinates' and coworkers' re-
spect, admiration, and loyalty
8. most effective higher-level employee depends on them
way for lower-lev-
el employee to
acheive power
9. developing a 1. Create sense of obligation
power base 2. build a reputation
3. identification (leader behaves in way that leads to re-
spect)
4. Perceived dependence (leaders allow others to believe
that they are dependent on them)
1/7
, NGR6733 Quiz 1 with Answers 100% Pass
10. Leadership Trait Based on the assumption that leaders are born with cer-
Theory tain traits and characteristics that make them ideal lead-
ers.
11. University of 2 Leadership styles:
Michigan Leader- Job-centered & Employee-Centered
ship Model
12. Ohio State Lead- Found that consideration for people and initiating structure
ership Studies are two essential behaviors for leaders.
13. managerial grid Addresses the balance between the manager's concern
(Blake and Mou- for people and task.
ton) 1,9: Country Club management: high concern for people,
low concern for task.
9,1: Authority-obedience: High concern for task, low con-
cern for people (dictator)
9,9: Team management: High concern for people and task
(ideal)
5,5: Organization man/middle of the road: Moderate/bal-
anced concern for people and task.
1,1: Impoverished Management: Low concern for both
task and people. (laissez faire)
14. Fiedler's Contin- based on the premise that a leader's effectiveness is
gency Theory contingent on the extent to which a leader's style fits
or matches characteristics of the situation at hand (1.
leader-member relations, 2. task, 3. leader position power)
15. House's leader behaviors are effective when employees view them
Path-Goal Theory as a source of satisfaction or as paving the way to future
satisfaction (these leaders are DIRECTIVE, SUPPORT-
IVE, PARTICIPATORY, ACHIEVEMENT-ORIENTED)
16. Tannenbaum A model that highlights the range of different management
Schmidt styles that may be adopted ranging from a 'tell' approach
Continuum to one that involves delegation; boss-centered to subordi-
nate-centered.
17.17.
2/7
1. Quantum theory change is not a thing/event, its a dynamic process and
and change cannot be avoided. With change comes two realities: actu-
al & potential. Leadership arises from potential. All things
INTERDEPENDENT, leaders must ADAPT
2. Power integral in organization behavior; it is the influence over
beliefs, emotions and behaviors. only exists when there is
an unequal relationship between two people where one
depends on the other
3. 5 sources of pow- 1. Legitimate Power
er 2. Reward Power
3. Coercive Power
4. Expert Power
5. Referent Power
4. legitimate power the power a person receives as a result of his or her
position in the formal hierarchy of an organization (either
cultural, structural or delegated)
5. reward power the ability of a manager to give tangible and intangible
rewards
6. coercive power The ability of a manager to punish others
7. referent power power that comes from subordinates' and coworkers' re-
spect, admiration, and loyalty
8. most effective higher-level employee depends on them
way for lower-lev-
el employee to
acheive power
9. developing a 1. Create sense of obligation
power base 2. build a reputation
3. identification (leader behaves in way that leads to re-
spect)
4. Perceived dependence (leaders allow others to believe
that they are dependent on them)
1/7
, NGR6733 Quiz 1 with Answers 100% Pass
10. Leadership Trait Based on the assumption that leaders are born with cer-
Theory tain traits and characteristics that make them ideal lead-
ers.
11. University of 2 Leadership styles:
Michigan Leader- Job-centered & Employee-Centered
ship Model
12. Ohio State Lead- Found that consideration for people and initiating structure
ership Studies are two essential behaviors for leaders.
13. managerial grid Addresses the balance between the manager's concern
(Blake and Mou- for people and task.
ton) 1,9: Country Club management: high concern for people,
low concern for task.
9,1: Authority-obedience: High concern for task, low con-
cern for people (dictator)
9,9: Team management: High concern for people and task
(ideal)
5,5: Organization man/middle of the road: Moderate/bal-
anced concern for people and task.
1,1: Impoverished Management: Low concern for both
task and people. (laissez faire)
14. Fiedler's Contin- based on the premise that a leader's effectiveness is
gency Theory contingent on the extent to which a leader's style fits
or matches characteristics of the situation at hand (1.
leader-member relations, 2. task, 3. leader position power)
15. House's leader behaviors are effective when employees view them
Path-Goal Theory as a source of satisfaction or as paving the way to future
satisfaction (these leaders are DIRECTIVE, SUPPORT-
IVE, PARTICIPATORY, ACHIEVEMENT-ORIENTED)
16. Tannenbaum A model that highlights the range of different management
Schmidt styles that may be adopted ranging from a 'tell' approach
Continuum to one that involves delegation; boss-centered to subordi-
nate-centered.
17.17.
2/7
