SHRM CP ACTUAL UPDATED QUESTIONS AND ANSWERS
GRADED A+
✔✔coercive leadership - ✔✔leader imposes vision or solution on the team and
demands team follow directive. effective during crisis for immediate and clear action.
ineffective at other times when it can damage employees sense of ownership in their
work and motivation.
✔✔authoritative leadership - ✔✔leader proposes a bold vision or solution and invites
the team to join this challenge. Effective when there is no clear path and when proposal
is compelling and captures teams imagination. team members have a clear goal and
understand their roles in the effort. they are encouraged to contribute their own ideas
and take risks. ineffective when leader lacks real expertise.
✔✔affiliative leadership - ✔✔leader creates strong relationships with and inside the
team, encouraging feedback. The team members are motivated by loyalty. effective at
all times but especially when a leader has inherited a dysfunctional and dispirited team
that needs to be transformed. leader must have strong relationship building and
management skills. in effective when used alone. example: opportunities to correct and
improve performance may not be taken because the affiliative leader fears damaging a
relationship.
✔✔democratic - ✔✔leader invites followers to collaborate and commits to acting by
concensus. effective when leader does not have a clear vision or anticipates strong
resistance to change. team members must be competent; leaders must have strong
communication skills. ineffective when time is short, since building concensus takes
time and multiple meetings.
✔✔pacesetting - ✔✔sets high standards for performance and challenges followers to
meet those expectations. effective when team highly competent and internally
motivated. ineffective if pace is excessive and employees become tired and
discouraged. leader may focus exclusively on task and not give enough time for
activities that motivate team like feedback, relationship building, and rewards.
✔✔Coaching leader - ✔✔leader develops team members skills, believes that success
comes from aligning org goals with employees personal and professional goals.
effective when leaders are highly skilled in strategic management, communication, and
motivate and they can manage their time to include coaching as a primary activity.
Team members must also be receptive to coaching. ineffective when employees resist
changing their performance.
✔✔Blake-Mouton Theory - ✔✔Highest to lowest (R to L, Top to Bottom):
1: Team Leader
2. Country Club
3. Middle of the Road
, 4. Authoritarian
5. Improverished Leader
✔✔Team Leader (Blake Mouton Theory) - ✔✔High task, high relationship. Lead by
positive examples, foster a team environment, and encourage individual and team
development.
✔✔middle of the road managers - ✔✔midpoint task and relationship. get the work done,
but not considered leaders.
✔✔authoritarian managers - ✔✔high task, low relationship. expect people to do what
they are told without questions and tend not to foster collaboration.
✔✔impoverished managers - ✔✔low task, low relationship. "delegate and disappear".
detach themselves, often creating power struggles.
✔✔country club managers - ✔✔low task, high relationships. create secure environment
and trust individuals to accomplish goals. avoid punitive actions so not to jeopardize
relationships.
✔✔Situational Theories - ✔✔the effectiveness of a particular style of leader behavior
depends on the situation
✔✔Hershey and Blanchard's Situational Theory - ✔✔manager should consider an
employee's psychological and job maturity before deciding whether task performance or
maintenance behaviors are more important. Telling - when employee isnt motivated or
competent. selling - when competent but still needs focus or motivation. participating -
competent works can be including in problem solving and coached on higher skills.
delegating - very competent employees can benefit from higher levels of autonomy and
self-direction.
✔✔Fiedler's Contingency Theory - ✔✔leaders change the situation to make it more
"favorable," more likely to produce good outcomes. Situation favorableness occurs
when: relationships are strong, task structure and requirements are clear, leader can
exert necessary power to reach group goals.
✔✔Path-Goal Theory - ✔✔A theory that states that it is the leader's job to assist
followers in attaining their goals and to provide the necessary direction and/or support to
ensure that their goals are compatible with the overall objectives of the group or
organization. Directive - help the employee understand the task and its goal. Supportive
- Try to fulfill employee's relationship needs. Achievement - motivate by setting
challenging goals. Participative - provide more control over work and leverage group
expertise through participative decision making.
GRADED A+
✔✔coercive leadership - ✔✔leader imposes vision or solution on the team and
demands team follow directive. effective during crisis for immediate and clear action.
ineffective at other times when it can damage employees sense of ownership in their
work and motivation.
✔✔authoritative leadership - ✔✔leader proposes a bold vision or solution and invites
the team to join this challenge. Effective when there is no clear path and when proposal
is compelling and captures teams imagination. team members have a clear goal and
understand their roles in the effort. they are encouraged to contribute their own ideas
and take risks. ineffective when leader lacks real expertise.
✔✔affiliative leadership - ✔✔leader creates strong relationships with and inside the
team, encouraging feedback. The team members are motivated by loyalty. effective at
all times but especially when a leader has inherited a dysfunctional and dispirited team
that needs to be transformed. leader must have strong relationship building and
management skills. in effective when used alone. example: opportunities to correct and
improve performance may not be taken because the affiliative leader fears damaging a
relationship.
✔✔democratic - ✔✔leader invites followers to collaborate and commits to acting by
concensus. effective when leader does not have a clear vision or anticipates strong
resistance to change. team members must be competent; leaders must have strong
communication skills. ineffective when time is short, since building concensus takes
time and multiple meetings.
✔✔pacesetting - ✔✔sets high standards for performance and challenges followers to
meet those expectations. effective when team highly competent and internally
motivated. ineffective if pace is excessive and employees become tired and
discouraged. leader may focus exclusively on task and not give enough time for
activities that motivate team like feedback, relationship building, and rewards.
✔✔Coaching leader - ✔✔leader develops team members skills, believes that success
comes from aligning org goals with employees personal and professional goals.
effective when leaders are highly skilled in strategic management, communication, and
motivate and they can manage their time to include coaching as a primary activity.
Team members must also be receptive to coaching. ineffective when employees resist
changing their performance.
✔✔Blake-Mouton Theory - ✔✔Highest to lowest (R to L, Top to Bottom):
1: Team Leader
2. Country Club
3. Middle of the Road
, 4. Authoritarian
5. Improverished Leader
✔✔Team Leader (Blake Mouton Theory) - ✔✔High task, high relationship. Lead by
positive examples, foster a team environment, and encourage individual and team
development.
✔✔middle of the road managers - ✔✔midpoint task and relationship. get the work done,
but not considered leaders.
✔✔authoritarian managers - ✔✔high task, low relationship. expect people to do what
they are told without questions and tend not to foster collaboration.
✔✔impoverished managers - ✔✔low task, low relationship. "delegate and disappear".
detach themselves, often creating power struggles.
✔✔country club managers - ✔✔low task, high relationships. create secure environment
and trust individuals to accomplish goals. avoid punitive actions so not to jeopardize
relationships.
✔✔Situational Theories - ✔✔the effectiveness of a particular style of leader behavior
depends on the situation
✔✔Hershey and Blanchard's Situational Theory - ✔✔manager should consider an
employee's psychological and job maturity before deciding whether task performance or
maintenance behaviors are more important. Telling - when employee isnt motivated or
competent. selling - when competent but still needs focus or motivation. participating -
competent works can be including in problem solving and coached on higher skills.
delegating - very competent employees can benefit from higher levels of autonomy and
self-direction.
✔✔Fiedler's Contingency Theory - ✔✔leaders change the situation to make it more
"favorable," more likely to produce good outcomes. Situation favorableness occurs
when: relationships are strong, task structure and requirements are clear, leader can
exert necessary power to reach group goals.
✔✔Path-Goal Theory - ✔✔A theory that states that it is the leader's job to assist
followers in attaining their goals and to provide the necessary direction and/or support to
ensure that their goals are compatible with the overall objectives of the group or
organization. Directive - help the employee understand the task and its goal. Supportive
- Try to fulfill employee's relationship needs. Achievement - motivate by setting
challenging goals. Participative - provide more control over work and leverage group
expertise through participative decision making.
