MADM 701 Test 7
Classic Leadership Styles - Answers -Boss Centered
Employee Centered
Tannenbaum and Schmidt Leadership Continuum - Answers -Boss Centered vs
Employee Centered
Boss Centered Style - Answers -Use of authority by the manager
Theory X
Autocratic
Production-centered
close
Initiating Structure
task directed
Directive
Manager makes decisions and announces it
Manager "sells" decision
Manager presents ideas and invites questions
Employee Centered Style - Answers -Area of freedom for subordinates
Theory Y
Democratic
Employee-centered
General
Consideration
Humsn Relations
Participating, Supportive
Manager permits subordinates to function within defined limits
Manager defines limits; asks group to make decision
Manager presents problem, gets suggestions, makes decision
Charismatic Leadership - Answers -Envisioning—articulating vision, setting high
expectations; creating a picture of the future
Energizing—demonstrating excitement, seeking success; Directing the generation of
energy
,Enabling—expressing support, empathizing, psychologically helping people act or
perform in the face of challenging goals
Characterized by self-confidence, confidence in followers, high expectations for
followers, ideological vision, and the use of personal example
Also associated with superior debating and persuasive skills, technical expertise, and
the ability to get people to do what they do not want to do
Ethics a concern for charismatic leaders (Table 13.3)
May seek to keep followers weak and dependent on them
House - Modern development
those who "by the force of their personal abilities are capable of having profound and
extraordi- nary effects on followers."
Situations that promote charismatic leadership include - Answers -a crisis requiring
dramatic change or followers who are very dissatisfied with the status quo.
Conger and Kanungo - Answers -treat charisma as an attributional phenomenon and
propose that it varies with the situation.
Ethical Charismatic Leader - Answers -uses power to serve other
aligns vision with follower's needs and aspirations
considers and learns from criticism
Stimulates followers to think independently and to question the leaders view
Open, two-way communication
Coaches, develops and supports followers; shares recognition with others
Relies on internal moral standards to satisfy organizational and societal interests
unethical charismatic leader - Answers -Uses power only for personal gain or impact
promotes own personal vision
censures critical or opposing views
demands own decisions are accepted without question
One-way communication
, insensitive to follower' needs
Relies on convenient, external moral standards to satisfy self-interests
Three Faces of Leadership - Answers -1) Manager
2) Artist
3) Priest
2 Major dimensions of Situational Approach (Hersey & Blanchard) Life Cycle 2 styles -
Answers -Task—define roles, tasks explained
Relationship—close relationship with group, open communication
Level 5 Leadership - Answers -Jim Collins, good to great
1) having an ambition for the cause of the work
2) Having the outcome
3)the company
4) the organization; above the self
5) all while having the ferocious, frightening, terrifying willfullness to act on the ambition
indicators and predictors of true leadership - Answers -an individual's ability to find
meaning in negative events and to learn from even the most trying circumstances
Hershey & Blanchard Levels of Follower maturity (3) - Answers -Ability (achievement
motivation and education/experience)
Willingness (willingness to take on responsibility)
1) Degree of achievement motivation
2) Willingness to take on Responsibility
3) Amount of Education or experience
Hershey & Blanchard Four Basic Leader Styles - Answers -the right situation or follower
maturity level
Telling—high task, low relationship, very low maturity
Selling—high task, high relationship, low maturity
Participating—low task, high relationship, high maturity
Classic Leadership Styles - Answers -Boss Centered
Employee Centered
Tannenbaum and Schmidt Leadership Continuum - Answers -Boss Centered vs
Employee Centered
Boss Centered Style - Answers -Use of authority by the manager
Theory X
Autocratic
Production-centered
close
Initiating Structure
task directed
Directive
Manager makes decisions and announces it
Manager "sells" decision
Manager presents ideas and invites questions
Employee Centered Style - Answers -Area of freedom for subordinates
Theory Y
Democratic
Employee-centered
General
Consideration
Humsn Relations
Participating, Supportive
Manager permits subordinates to function within defined limits
Manager defines limits; asks group to make decision
Manager presents problem, gets suggestions, makes decision
Charismatic Leadership - Answers -Envisioning—articulating vision, setting high
expectations; creating a picture of the future
Energizing—demonstrating excitement, seeking success; Directing the generation of
energy
,Enabling—expressing support, empathizing, psychologically helping people act or
perform in the face of challenging goals
Characterized by self-confidence, confidence in followers, high expectations for
followers, ideological vision, and the use of personal example
Also associated with superior debating and persuasive skills, technical expertise, and
the ability to get people to do what they do not want to do
Ethics a concern for charismatic leaders (Table 13.3)
May seek to keep followers weak and dependent on them
House - Modern development
those who "by the force of their personal abilities are capable of having profound and
extraordi- nary effects on followers."
Situations that promote charismatic leadership include - Answers -a crisis requiring
dramatic change or followers who are very dissatisfied with the status quo.
Conger and Kanungo - Answers -treat charisma as an attributional phenomenon and
propose that it varies with the situation.
Ethical Charismatic Leader - Answers -uses power to serve other
aligns vision with follower's needs and aspirations
considers and learns from criticism
Stimulates followers to think independently and to question the leaders view
Open, two-way communication
Coaches, develops and supports followers; shares recognition with others
Relies on internal moral standards to satisfy organizational and societal interests
unethical charismatic leader - Answers -Uses power only for personal gain or impact
promotes own personal vision
censures critical or opposing views
demands own decisions are accepted without question
One-way communication
, insensitive to follower' needs
Relies on convenient, external moral standards to satisfy self-interests
Three Faces of Leadership - Answers -1) Manager
2) Artist
3) Priest
2 Major dimensions of Situational Approach (Hersey & Blanchard) Life Cycle 2 styles -
Answers -Task—define roles, tasks explained
Relationship—close relationship with group, open communication
Level 5 Leadership - Answers -Jim Collins, good to great
1) having an ambition for the cause of the work
2) Having the outcome
3)the company
4) the organization; above the self
5) all while having the ferocious, frightening, terrifying willfullness to act on the ambition
indicators and predictors of true leadership - Answers -an individual's ability to find
meaning in negative events and to learn from even the most trying circumstances
Hershey & Blanchard Levels of Follower maturity (3) - Answers -Ability (achievement
motivation and education/experience)
Willingness (willingness to take on responsibility)
1) Degree of achievement motivation
2) Willingness to take on Responsibility
3) Amount of Education or experience
Hershey & Blanchard Four Basic Leader Styles - Answers -the right situation or follower
maturity level
Telling—high task, low relationship, very low maturity
Selling—high task, high relationship, low maturity
Participating—low task, high relationship, high maturity
