MNO 3370 Exam 2 Guide With
Complete Solution
Leaders vs. Managers - ANSWER *Warren Bennis*: people are under led and
over managed
*Bernard Bass*: Managers perform functions associated with planning,
investigating, organizing and control. Leaders idea with the interpersonal
aspects, inspiring others, providing emotional support and trying to rally
employees.
*John Kotter*: Management is about coping with complexity, bringing order
and consistency. Leadership is about coping with change, provides vision and
direction during the change.
Trait model - ANSWER Attempted to *identify personal characteristics* that
*cause effective leadership*.
--Research shows certain personal characteristics do appear be connected to
effective leadership (*intelligence, confidence, maturity*)
--many traits are not possessed by all effective leaders.
*Great Person Theory*: (leaders are born)History was changed by singular
individuals who *used their charisma, intellect and wisdom to gain power*.
Unsupported
Behavioral model - ANSWER 2 types of behavior that leaders use to
influence:
*Consideration*: employee centered leadership behavior indicating that a
,manager trusts, respects, and cares about subordinates
*Initiating Structure*: Job-oriented leadership behavior that managers
engage in to ensure the work gets done, subordinates perform their jobs
acceptably, and the organization is efficient and effective
Contingency Models - ANSWER Fiedler's Model vs. House' Path-Goal Theory
Fiedler's Model - ANSWER effective leadership is contingent on both...
*1. characteristics of the leader
2. the situation*
--*Leader style* is the enduring, characteristic approach to leadership that a
manager uses and doesn't change easily.
2 types of styles
3 Situation characteristics
Fiedler's Model
(2 types of styles) - ANSWER *Relationship-Oriented Style*:
leaders concerned with developing good relations with their subordinates
and being liked by them
--effective for moderately favorable situations
*Task-Oriented Style:*
leaders whose primary concern is to ensure that subordinates perform at a
high level so the job gets done
--effective for favorable or unfavorable situations
,Fiedler's Model
(Situation Characteristics) - ANSWER *1. Leader-member relations*
determines how much workers like and trust their leader
*2. Task Structure*
the extent to which workers tasks are clear-cut; clear issues make a situation
favorable for leadership
*3. Position-Power*
the amount of legitimate reward, and coercive power leader have due to their
position.
--When positional power is strong, leadership opportunity becomes more
favorable.
*optimal when high in all 3*
House's Path-Goal Theory - ANSWER --A contingency model of leadership
-- Proporses that effective leaders can motivate their subordinates by:
*1. Clearly identifying the outcomes* workers are trying to obtain from their
jobs
*2. Rewarding* workers for high-performance and goal attainment with the
outcomes they desire
*3. Clarifying the paths* to the attainment of the goals
---removing obstacles to performance
, ---expressing confidence in a worker's ability
Motivating with Path Goal
(4 leadership behaviors) - ANSWER *1. Directive* behaviors: set goals, assign
tasks, show how to do things
--for ambiguous(unstructured)/complex tasks OR new employees
*2. Supportive* behavior: look out for the worker's best interest
--for stressful/challenging/repetitive tasks
--structured tasks
*3. Participative* behavior: give subordinate a say in matters that affect them
--for experienced workers & complex tasks
--autonomy in the process
*4. Achievement-oriented* behavior: setting very challenging goals. believing
in worker's abilities
--for unchallenging task --> to make more fun
Directive Leadership
(Path Goal leadership style) - ANSWER --Unstructured tasks
--Inexperienced workers
--workers with low perceived ability
Complete Solution
Leaders vs. Managers - ANSWER *Warren Bennis*: people are under led and
over managed
*Bernard Bass*: Managers perform functions associated with planning,
investigating, organizing and control. Leaders idea with the interpersonal
aspects, inspiring others, providing emotional support and trying to rally
employees.
*John Kotter*: Management is about coping with complexity, bringing order
and consistency. Leadership is about coping with change, provides vision and
direction during the change.
Trait model - ANSWER Attempted to *identify personal characteristics* that
*cause effective leadership*.
--Research shows certain personal characteristics do appear be connected to
effective leadership (*intelligence, confidence, maturity*)
--many traits are not possessed by all effective leaders.
*Great Person Theory*: (leaders are born)History was changed by singular
individuals who *used their charisma, intellect and wisdom to gain power*.
Unsupported
Behavioral model - ANSWER 2 types of behavior that leaders use to
influence:
*Consideration*: employee centered leadership behavior indicating that a
,manager trusts, respects, and cares about subordinates
*Initiating Structure*: Job-oriented leadership behavior that managers
engage in to ensure the work gets done, subordinates perform their jobs
acceptably, and the organization is efficient and effective
Contingency Models - ANSWER Fiedler's Model vs. House' Path-Goal Theory
Fiedler's Model - ANSWER effective leadership is contingent on both...
*1. characteristics of the leader
2. the situation*
--*Leader style* is the enduring, characteristic approach to leadership that a
manager uses and doesn't change easily.
2 types of styles
3 Situation characteristics
Fiedler's Model
(2 types of styles) - ANSWER *Relationship-Oriented Style*:
leaders concerned with developing good relations with their subordinates
and being liked by them
--effective for moderately favorable situations
*Task-Oriented Style:*
leaders whose primary concern is to ensure that subordinates perform at a
high level so the job gets done
--effective for favorable or unfavorable situations
,Fiedler's Model
(Situation Characteristics) - ANSWER *1. Leader-member relations*
determines how much workers like and trust their leader
*2. Task Structure*
the extent to which workers tasks are clear-cut; clear issues make a situation
favorable for leadership
*3. Position-Power*
the amount of legitimate reward, and coercive power leader have due to their
position.
--When positional power is strong, leadership opportunity becomes more
favorable.
*optimal when high in all 3*
House's Path-Goal Theory - ANSWER --A contingency model of leadership
-- Proporses that effective leaders can motivate their subordinates by:
*1. Clearly identifying the outcomes* workers are trying to obtain from their
jobs
*2. Rewarding* workers for high-performance and goal attainment with the
outcomes they desire
*3. Clarifying the paths* to the attainment of the goals
---removing obstacles to performance
, ---expressing confidence in a worker's ability
Motivating with Path Goal
(4 leadership behaviors) - ANSWER *1. Directive* behaviors: set goals, assign
tasks, show how to do things
--for ambiguous(unstructured)/complex tasks OR new employees
*2. Supportive* behavior: look out for the worker's best interest
--for stressful/challenging/repetitive tasks
--structured tasks
*3. Participative* behavior: give subordinate a say in matters that affect them
--for experienced workers & complex tasks
--autonomy in the process
*4. Achievement-oriented* behavior: setting very challenging goals. believing
in worker's abilities
--for unchallenging task --> to make more fun
Directive Leadership
(Path Goal leadership style) - ANSWER --Unstructured tasks
--Inexperienced workers
--workers with low perceived ability
