MBA 704- Chapter 13 & 14 Questions and Answers 100% Pass

MBA 704- Chapter 13 & 14 Questions and Answers 100% Pass Warren Bennis - -"effective leadership cannot exist without the full inclusion, initiatives and the cooperation of employees;" one cannot be a great leader without great followers Barry Posner - -"leaders need to be human" Difference between leaders & managers - Leaders conquer the context-the volatile, turbulent, ambiguous surroundings that sometimes seem to conspire against us and will surely suffocate us if we let them-while managers surrender to it" Authentic Leaders - -Luthans & Colleagues: "to know oneself, to be consistent with oneself, and to have positive and strength-based orientations toward one's development and the development of others." -Bill George: "bring people together around a shared mission and values and empower them to lead in order to serve their customers while creating value for all their stakeholders." Iowa Leadership Studies - -Late 1930s by Ronald Lippitt & Ralph K. White under general direction of Kurt Lwin at University of Iowa -Three different styles of leadership: authoritarian (strict/no participation) , democratic (encouraged group collaboration) , laissez-faire (complete freedom) -Experiments were designed to examine patterns in aggressive behavior and productive behavior of the group based on the leadership style 2 | P a g e Author. Katelyn Whitman, ©2025 All Rights Reserved. -Conclusion: different styles of leadership can produce different, complex reactions from the same or similar groups Ohio State Leadership Studies - -Two dimensions of leadership: 1. Consideration= recognition of individual needs and relationships 2. Initiating structure= task or goal orientation --Studies show only how leaders carry out their leadership function -Two-dimensional approach lessened the gap between the strict task orientation of the scientific management movement and the human relations emphasis -Multilevel leadership: person, dyad, group, and collective/community Early Michigan Leadership Studies - -Conduced around same time as the Ohio State studies -Results: Supervisors of high-producing section were more general rather than close in their supervisory styles and be employee-centered; whereas, supervisors in low-producing sections were close, production- centered. -Employee satisfaction is NOT directly related to productivity, the type of supervision was key to performance. **General, employee-centered supervisor= standard-bearer for the traditional human relations approach to leadership Great person theory of leadership - -Some individuals are born with certain traits that allow them to emerge out of any situation or period of history to become leaders -Avolio & Luthans: leadership is affect by BOTH nature (genetics) and nurture (development) 3 | P a g e Author. Katelyn Whitman, ©2025 All Rights Reserved. Trait theory of Leadership - -Identifying the personality traits of the leader -Biggest problems facing managers: they think they know what the qualities of a successful leader; yet almost any adjective can be used to describe a successful leader -"Big Five" personality traits led to strong empirical support for the leader trait perspective Situational approach - -Initially called "Zeitgeist;" German for "spirit of the time" -The leader is viewed as a product of the time and the situation; the person with the particular qualities or traits that a situation requires will emerge as a leader -Serves as the basis for situational/"contingency"/contextual theories of leadership Traits to States and Skills Development - -Positive Organizational Behavior (POB) aids in understanding and developing leadership --Optimism, hope, resiliency, emotional intelligence, and especially self-efficacy are related to effective leaders -Skill development: Yukl- creativity, organization, persuasiveness, diplomacy and tactfulness, knowledge of the task, and the ability to speak well. -Study of leader "competencies" 1. Drive 2. Leadership motivation 3. Integrity 4. Self-confidence 5. Intelligence 6. Knowledge of the business 4 | P a g e Author. Katelyn Whitman, ©2025 All Rights Reserved. 7. Emotional Intelligence Group and Exchange Theories of Leadership - -There must be a positive exchange between the leaders and followers in order for group goals to be accomplished. -Leadership is an exchange process between the leader and followers. -Followers affect leaders and their behaviors as much as leaders and their behaviors affect followers. Leader-Member Exchange (LMX) Model - -Leaders treat individual followers differently; leaders & their associates develop dyadic (two-person) relationships that affect the behavior of both -Leaders will develop "in-group" of associates and an "out-group" of associates and treat them accordingly -Graen & Uhl-Bien stages of LMX: 1. Discovery of differentiated dyads 2. Investigation of characteristics of LMX relationships and the