NGR6733 Quiz 1 Solution Manual Solved 100% Current Version (2024-2025)
Quantum theory and change - Answers change is not a thing/event, its a dynamic process and cannot be
avoided. With change comes two realities: actual & potential. Leadership arises from potential. All things
INTERDEPENDENT, leaders must ADAPT
Power - Answers 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
5 sources of power - Answers 1. Legitimate Power
2. Reward Power
3. Coercive Power
4. Expert Power
5. Referent Power
legitimate power - Answers 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)
reward power - Answers the ability of a manager to give tangible and intangible rewards
coercive power - Answers The ability of a manager to punish others
referent power - Answers power that comes from subordinates' and coworkers' respect, admiration,
and loyalty
most effective way for lower-level employee to acheive power - Answers higher-level employee depends
on them
developing a power base - Answers 1. Create sense of obligation
2. build a reputation
3. identification (leader behaves in way that leads to respect)
4. Perceived dependence (leaders allow others to believe that they are dependent on them)
Leadership Trait Theory - Answers Based on the assumption that leaders are born with certain traits and
characteristics that make them ideal leaders.
University of Michigan Leadership Model - Answers 2 Leadership styles:
Job-centered & Employee-Centered
, Ohio State Leadership Studies - Answers Found that consideration for people and initiating structure are
two essential behaviors for leaders.
managerial grid (Blake and Mouton) - Answers Addresses the balance between the manager's concern
for people and task.
1,9: Country Club management: high concern for people, low concern for task.
9,1: Authority-obedience: High concern for task, low concern for people (dictator)
9,9: Team management: High concern for people and task (ideal)
5,5: Organization man/middle of the road: Moderate/balanced concern for people and task.
1,1: Impoverished Management: Low concern for both task and people. (laissez faire)
Fiedler's Contingency Theory - Answers based on the premise that a leader's effectiveness is 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)
House's Path-Goal Theory - Answers leader behaviors are effective when employees view them as a
source of satisfaction or as paving the way to future satisfaction (these leaders are DIRECTIVE,
SUPPORTIVE, PARTICIPATORY, ACHIEVEMENT-ORIENTED)
Tannenbaum Schmidt Continuum - Answers A model that highlights the range of different management
styles that may be adopted ranging from a 'tell' approach to one that involves delegation; boss-centered
to subordinate-centered.
Hersey and Blanchard's situational theory - Answers Leaders have the flexibility and range of skills to
adapt their leadership behavior given the task, relationship and maturity of the subordinates (Telling,
selling, participating, delegating)
Leader-Member Exchange Theory - Answers A theory describing how leader-member relationships
develop over time on a dyadic basis; leader assigns subordinate into in or out group (Role-taking, Role
making, routinization)
Transformational Leadership - Answers leadership that, enabled by a leader's vision and inspiration,
exerts significant influence;CHANGE and innovation; NO rewards. leader is charismatic, inspirational,
intellectual
Transactional Leadership - Answers leadership based on an exchange process in which followers are
rewarded for good performance and punished for poor performance
contingent reward - Answers The exchange process between leaders and followers in which leaders
offer rewards to subordinates in exchange for their services
Quantum theory and change - Answers change is not a thing/event, its a dynamic process and cannot be
avoided. With change comes two realities: actual & potential. Leadership arises from potential. All things
INTERDEPENDENT, leaders must ADAPT
Power - Answers 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
5 sources of power - Answers 1. Legitimate Power
2. Reward Power
3. Coercive Power
4. Expert Power
5. Referent Power
legitimate power - Answers 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)
reward power - Answers the ability of a manager to give tangible and intangible rewards
coercive power - Answers The ability of a manager to punish others
referent power - Answers power that comes from subordinates' and coworkers' respect, admiration,
and loyalty
most effective way for lower-level employee to acheive power - Answers higher-level employee depends
on them
developing a power base - Answers 1. Create sense of obligation
2. build a reputation
3. identification (leader behaves in way that leads to respect)
4. Perceived dependence (leaders allow others to believe that they are dependent on them)
Leadership Trait Theory - Answers Based on the assumption that leaders are born with certain traits and
characteristics that make them ideal leaders.
University of Michigan Leadership Model - Answers 2 Leadership styles:
Job-centered & Employee-Centered
, Ohio State Leadership Studies - Answers Found that consideration for people and initiating structure are
two essential behaviors for leaders.
managerial grid (Blake and Mouton) - Answers Addresses the balance between the manager's concern
for people and task.
1,9: Country Club management: high concern for people, low concern for task.
9,1: Authority-obedience: High concern for task, low concern for people (dictator)
9,9: Team management: High concern for people and task (ideal)
5,5: Organization man/middle of the road: Moderate/balanced concern for people and task.
1,1: Impoverished Management: Low concern for both task and people. (laissez faire)
Fiedler's Contingency Theory - Answers based on the premise that a leader's effectiveness is 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)
House's Path-Goal Theory - Answers leader behaviors are effective when employees view them as a
source of satisfaction or as paving the way to future satisfaction (these leaders are DIRECTIVE,
SUPPORTIVE, PARTICIPATORY, ACHIEVEMENT-ORIENTED)
Tannenbaum Schmidt Continuum - Answers A model that highlights the range of different management
styles that may be adopted ranging from a 'tell' approach to one that involves delegation; boss-centered
to subordinate-centered.
Hersey and Blanchard's situational theory - Answers Leaders have the flexibility and range of skills to
adapt their leadership behavior given the task, relationship and maturity of the subordinates (Telling,
selling, participating, delegating)
Leader-Member Exchange Theory - Answers A theory describing how leader-member relationships
develop over time on a dyadic basis; leader assigns subordinate into in or out group (Role-taking, Role
making, routinization)
Transformational Leadership - Answers leadership that, enabled by a leader's vision and inspiration,
exerts significant influence;CHANGE and innovation; NO rewards. leader is charismatic, inspirational,
intellectual
Transactional Leadership - Answers leadership based on an exchange process in which followers are
rewarded for good performance and punished for poor performance
contingent reward - Answers The exchange process between leaders and followers in which leaders
offer rewards to subordinates in exchange for their services
