BUS 410 EXAM 2 STUDY GUIDE QUESTIONS AND CORRECT
DETAILED ANSWERS (VERIFIED ANSWERS) | ALREADY
GRADED A+ | NEW UPDATE 2025
Based on the "followership" article from class (p. 3), what did the authors' survey
discover is a disconnect between what organizations (leaders) want from
employees/followers and what employees think the leaders want? Specify 2
things at the bottom of the list and 2 things at the top of the list. - ANSWER •
Followers are locked in their traditional ways of working and leaders are seeking
progressive definitions.
• Top of the list: Job skills, dependability, and cooperations
• Bottom of the list: Enthusiasm, creativity, and flexibility
According to Oren Harari's article, what are the three secrets to "empowering"
your people. - ANSWER 1. Coach, don't micromanage.
2. Train your people to take over your job, then find a new way to add value.
3. Your goal is to liberate people, free them from the organizational constraints
How are the best followers really like leaders? - ANSWER • They are more
interested in the process of the venture than personal agendas
• Good followers are not mechanic, they are energetic and creative
Explain empowerment from a contingency perspective (see slides). State 2 of the
5 contingencies/questions that leaders should consider before deciding how much
to empower their employees. For each one, indicate what condition should be
related to more empowerment - ANSWER 1. What is our business strategy?
a. High service differentiation
,2. How loyal are our customers?
. Long term relationships
3. How complex are our activities?
4. How predictable is the environment?
. Many surprises
5. What type of people do we employ?
. High skill, high growth
Describe the 6 steps of delegation. Be able to give specific examples of each step
(i.e., given a scenario) or be able to come up with a scenario with specific
examples. - ANSWER 1. Explain why the job is important.
a. "We're counting on you"
2. Define the results expected. Don't tell how to do it, just what the expectations
are.
. "You're expected to be on time to work"
3. Define authority
. "You can't drive the forklift, but he will help you"
4. Agree on deadlines
. "When do YOU think this can be done?"
5. Ask for feedback (make sure employee understands)
. "How does that sound to you?"
6. Set up controls (Status checks)
. "Let's have a weekly meeting to track progress."
, What is the basic premise(s) of SFPs? In other words, explain what SFPs are. -
ANSWER • A person's expectations of another person has influence.
Expectations become reality.
• If a manager expects his employees to act like slackers, the manager will treat
them in such a way that gets them to react like slackers. Expectations turn into
reality.
Explain a "bank run" from a SFP perspective. - ANSWER • A bank run is a large
number of people who go to a bank to withdraw their money, causing the bank to
crash. By being afraid of something and reacting, they actually cause the thing
they are afraid of.
Describe/define the Pygmalion effect. Give an example of the Pygmalion effect
from research studies or from your own experience/observation. - ANSWER •
Higher expectations from leader lead to an increase in performance, lower
expectations from leader lead to a decrease in performance
• Example: Students being told they could achieve more regardless of being in a
low income area. They were expected to do better. Their leader made them
believe they could do better and they did do better
Understand and briefly explain the following other SFP effects: Galatea effect,
Messiah effect, Means Efficacy, and Impression Management. Be able to give an
example of each. - ANSWER • Galatea effect
o Our expectations for ourselves have an influence on our behavior. It comes from
1) our experiences, 2) vicarious experiences 3) verbal persuasion/positive
reinforcement from others
o example: middle manager knew they could do better than just being in the
middle group. She performed better because she knew she could. Sher had a
higher expectation of herself.
• Messiah Effect
DETAILED ANSWERS (VERIFIED ANSWERS) | ALREADY
GRADED A+ | NEW UPDATE 2025
Based on the "followership" article from class (p. 3), what did the authors' survey
discover is a disconnect between what organizations (leaders) want from
employees/followers and what employees think the leaders want? Specify 2
things at the bottom of the list and 2 things at the top of the list. - ANSWER •
Followers are locked in their traditional ways of working and leaders are seeking
progressive definitions.
• Top of the list: Job skills, dependability, and cooperations
• Bottom of the list: Enthusiasm, creativity, and flexibility
According to Oren Harari's article, what are the three secrets to "empowering"
your people. - ANSWER 1. Coach, don't micromanage.
2. Train your people to take over your job, then find a new way to add value.
3. Your goal is to liberate people, free them from the organizational constraints
How are the best followers really like leaders? - ANSWER • They are more
interested in the process of the venture than personal agendas
• Good followers are not mechanic, they are energetic and creative
Explain empowerment from a contingency perspective (see slides). State 2 of the
5 contingencies/questions that leaders should consider before deciding how much
to empower their employees. For each one, indicate what condition should be
related to more empowerment - ANSWER 1. What is our business strategy?
a. High service differentiation
,2. How loyal are our customers?
. Long term relationships
3. How complex are our activities?
4. How predictable is the environment?
. Many surprises
5. What type of people do we employ?
. High skill, high growth
Describe the 6 steps of delegation. Be able to give specific examples of each step
(i.e., given a scenario) or be able to come up with a scenario with specific
examples. - ANSWER 1. Explain why the job is important.
a. "We're counting on you"
2. Define the results expected. Don't tell how to do it, just what the expectations
are.
. "You're expected to be on time to work"
3. Define authority
. "You can't drive the forklift, but he will help you"
4. Agree on deadlines
. "When do YOU think this can be done?"
5. Ask for feedback (make sure employee understands)
. "How does that sound to you?"
6. Set up controls (Status checks)
. "Let's have a weekly meeting to track progress."
, What is the basic premise(s) of SFPs? In other words, explain what SFPs are. -
ANSWER • A person's expectations of another person has influence.
Expectations become reality.
• If a manager expects his employees to act like slackers, the manager will treat
them in such a way that gets them to react like slackers. Expectations turn into
reality.
Explain a "bank run" from a SFP perspective. - ANSWER • A bank run is a large
number of people who go to a bank to withdraw their money, causing the bank to
crash. By being afraid of something and reacting, they actually cause the thing
they are afraid of.
Describe/define the Pygmalion effect. Give an example of the Pygmalion effect
from research studies or from your own experience/observation. - ANSWER •
Higher expectations from leader lead to an increase in performance, lower
expectations from leader lead to a decrease in performance
• Example: Students being told they could achieve more regardless of being in a
low income area. They were expected to do better. Their leader made them
believe they could do better and they did do better
Understand and briefly explain the following other SFP effects: Galatea effect,
Messiah effect, Means Efficacy, and Impression Management. Be able to give an
example of each. - ANSWER • Galatea effect
o Our expectations for ourselves have an influence on our behavior. It comes from
1) our experiences, 2) vicarious experiences 3) verbal persuasion/positive
reinforcement from others
o example: middle manager knew they could do better than just being in the
middle group. She performed better because she knew she could. Sher had a
higher expectation of herself.
• Messiah Effect
