HROB 101 Exam 3 with precise detailed solutions

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HROB 101 Exam 3 with precise detailed solutions
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Leadership - ✔✔the act of influencing others to work toward a goal
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Formal leaders - ✔✔some leaders hold a position of authority and may utilize the power
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that comes from their position, as well as their personal power to influence others
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Informal leaders - ✔✔without a formal position of authority within the organization but
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demonstrate leadership by influencing others through personal forms of power
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trait theories of leadership - ✔✔Big 5 personality traits: OCEAN; extraversions pair the best
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with leadership, followed by conscientiousness and lastly openness to experience
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Self-esteem is important; leaders with high self-esteem support their subordinates more and
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administer punishments more effectively
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Effective leaders tend to have a moral compass and demonstrate honesty and integrity
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Behavior theories of leadership - ✔✔Theories proposing that specific behaviors differentiate
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leaders from non-leaders
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Task-oriented behavior - ✔✔initiating structure; roles of subordinates, providing them with
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instructions, and behaving in ways that will increase the performance of the group;
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directives given to employees to get things done and to ensure that organizational goals are
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met
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people oriented behaviors - ✔✔consideration; showing concern for employee feelings and
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treating employees with respect. People-oriented leaders genuinely care about the well-
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being of their employees, and they demonstrate their concern in their actions and decisions
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Autocratic decision making - ✔✔leaders make the decision alone without necessarily
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involving employees in the decision-making proces
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Democratic decision making - ✔✔employees participate in making the decision
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Laissez-faire decision making - ✔✔leave employees alone to make the decision; leader
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provides minimum guidance (more problematic - created high levels of ambiguity about
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jobs)



Theory X leader - ✔✔managers view employees as lazy, do not enjoy working, avoid
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expending energy; created rigid work environments; assumes employees lack ambition
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Theory Y leader - ✔✔manager has more positive view of employees; allows autonomy and
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supports them ||




Contingency Theory - ✔✔the attention moved toward specifying the situations under which
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different styles would be effective
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' Fiedler's Contingency Model - ✔✔a leader's style is measured by a scale called Least
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Preferred Coworker scale (LPC); If you can say that the person you hated working with was
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still a nice person, you would have a high LPC score. This means that you have a people-
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oriented personality, and you can separate your liking of a person from your ability to work
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with that person; LPC score is akin to a personality trait and is not likely to change; The
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theory predicts that in "favorable" and "unfavorable" situations, a low LPC leader—one who
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has feelings of dislike for coworkers who are difficult to work with—would be successful
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Fiedler's situations - ✔✔Favorable: good leader-subordinate relations, high position of
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power, high task structure
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Unfavorable: poor subordinate relations, low position of power, low task structure
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