The Ohio State studies argued that initiating structure and consideration are ________, while the University of Michigan studies proposed them to be
- independent concepts; ends of a continuum.
- ends of a continuum; independent concepts.
- dependent concepts; independent concepts.
- correlated with leadership effectiveness; not correlated with leadership effectiveness.
- ends of a continuum; central points in a continuum.
The Ohio State studies argued that initiating structure and consideration are independent concepts, while the University of Michigan studies conceived them to be ends of a continuum.
Initiating Structure: A pattern of behavior where the leader defines and structures the roles of employees in pursuit of goal attainment.
Which type of structure reflects the extent to which the leader defines and structures the roles of employees in pursuit of goal attainment?
- initiating structure
- delegative structure
- consideration structure
- participative structure
- transformational structure
Initiating structure reflects the extent to which the leader defines and structures the roles of employees in pursuit of goal attainment.
Initiating Structure: A pattern of behavior where the leader defines and structures the roles of employees in pursuit of goal attainment.
Jackson's boss, Samira, is excited about a new project management system she learned about at a weekend seminar, which purports to increase accountability and efficiency by 30 percent. She bought it for the office and hired a trainer to teach everyone in the office how to use it. What dimension of day-to-day leadership is Samira demonstrating?
- innovation
- consideration
- initiating structure
- test-marketing
- group consensus
Initiating structure reflects the extent to which the leader defines and structures the roles of employees in pursuit of goal attainment.
Initiating Structure: A pattern of behavior where the leader defines and structures the roles of employees in pursuit of goal attainment.
________ reflects the extent to which leaders create job relationships characterized by mutual trust, respect for employee ideas, and thoughtfulness regarding employee feelings.
- Transformation
- Delegating
- Consideration
- Participation
- Initiating structure
Consideration reflects the extent to which leaders create job relationships characterized by mutual trust, respect for employee ideas, and consideration of employee feelings.
Consideration: A pattern of behavior where the leader creates job relationships characterized by mutual trust, respect for employee ideas, and consideration of employee feelings.
Leaders who are high on initiating structure play a passive role in directing group activities and often fail to plan activities.
Leaders who are high on initiating structure play a more active role in directing group activities and prioritize planning, scheduling, and trying out new ideas.
Orrin, the manager of Nordic Kitchen and Bath, has always been supportive toward the employees and understands their feelings. On most occasions, he overlooks their mistakes and gives them opportunities to develop a friendly atmosphere in the office. He often takes on some of their work in order to reduce their burden. Orrin would score high on
- initiating structure.
- intermediation.
- consideration.
- directive behavior.
- transactional leadership.
Consideration reflects the extent to which leaders create job relationships characterized by mutual trust, respect for employee ideas, and consideration of employee feelings. Leaders who are high on consideration create a climate of good rapport and strong, two-way communication and exhibit a deep concern for the welfare of employees. They might do personal favors for employees, take time to listen to their problems, "go to bat" for them when needed, and treat them as equals.
Consideration: A pattern of behavior where the leader creates job relationships characterized by mutual trust, respect for employee ideas, and consideration of employee feelings.
Fatima has a deep concern for the welfare of her subordinates, and she promotes interactive discussions with them. Fatima can be described as a manager who scores high on
- initiating structure.
- autocratic leadership.
- consideration.
- managerial control.
- discipline.
Leaders who are high on consideration create a climate of good rapport and strong, two-way communication and exhibit a deep concern for the welfare of employees. They might do personal favors for employees, take time to listen to their problems, "go to bat" for them when needed, and treat them as equals.
Consideration: A pattern of behavior where the leader creates job relationships characterized by mutual trust, respect for employee ideas, and consideration of employee feelings.
Technically, Vinh's direct supervisor is Leila, but his de facto boss is his colleague Mark, who has been with the company for several years. Vinh has stopped even trying to get Leila's feedback on problems, since she always seems to be out of the office for some reason or another, and even when she is there, she avoids talking to anyone. Leila is demonstrating
- laissez-faire leadership.
- transactional leadership.
- contingent reward leadership.
- active management-by-exception.
- passive management-by-exception.
In the laissez-faire leadership style, the leader avoids getting involved when important issues arise. Important actions are delayed, responsibility is ignored, and power and influence go unutilized.
Laissez-Faire Leadership: When the leader avoids leadership duties altogether.
In the case of ________ leadership, the leader promises rewards in exchange for adequate performance.
- laissez-faire
- transactional
- transformational
- contingent reward
- active management-by-exception
Contingent-reward leadership represents a more active and effective brand of transactional leadership, in which the leader attains follower agreement on what needs to be done using promised or actual rewards in exchange for adequate performance.
Contingent Reward: When the leader attains follower agreement on what needs to be done using rewards in exchange for adequate performance.
Which of the following styles represents avoidance of leadership altogether?
- passive management-by-exception
- contingent reward transactional leadership
- laissez-faire leadership
- active management-by-exception
- transformational leadership
Laissez-faire (i.e., hands-off) leadership is the avoidance of leadership altogether.
Laissez-Faire Leadership: When the leader avoids leadership duties altogether.
Ji-Eun is in charge of selecting an intern for the HR department at her company. She is especially interested in identifying the candidate with the strongest possibility for leadership. After interviewing five candidates, who do you think she chooses?
- Kaelynn, who was late to the interview and not very well-prepared but was funny and smart
- Dennis, who was introverted but reacted well when the interview was interrupted by an important phone call
- Carlotta, who bragged about having gone to an Ivy League school and ended up sort of taking over the interview
- Rosemary, who was smart and sharp but was self-deprecating and shy when asked to talk about herself
- Qasim, who did not have quite as much experience but was sharp and outgoing and showed an extreme willingness to learn
Most studies have concluded that traits are more predictive of leader emergence (i.e., who becomes a leader in the first place) than they are of leader effectiveness (i.e., how well people actually do in a leadership role).
Leadership: The use of power and influence to direct the activities of followers toward goal achievement.
________ suggest that leaders are born, not made.
- Leader-member exchange theories
- Ohio State studies of leadership
- Transformational theories of leadership
- Contingent theory of leadership
- Great person theories of leadership
The search for traits and characteristics is consistent with great person theories of leadership that suggest that leaders are born, not made.
Life Cycle Theory Of Leadership: A theory stating that the optimal combination of initiating structure and consideration depends on the readiness of the employees in the work unit.
Which of the following characteristics is most closely related to leader effectiveness?
- low agreeableness
- high conscientiousness
- high introversion
- low neuroticism
- high openness to experience
High openness to experience, high extraversion, high cognitive ability, high energy level, high stress tolerance, and high self-confidence are related to leader effectiveness.
Openness To Experience: One of the “Big Five” dimensions of personality reflecting traits like being curious, imaginative, creative, complex, refined, and sophisticated.
Researchers found two particular limitations to trait theory and therefore started looking more at "what leaders do" rather than "who leaders are." The two limitations were that (a) traits had less practical relevance than leader actions and (b)
- correlations between leader traits and leader effectiveness were weak.
- researchers had identified all the relevant traits, so more research would be unnecessary.
- the government stopped funding the research.
- transformational leaders had different traits than other leaders.
- leader traits had no relationship to dyadic leadership.
The two limitations were (a) that traits had less practical relevance than leader actions and (b) correlations between leader traits and leader effectiveness were weak.
Leader Effectiveness: The degree to which the leader’s actions result in the achievement of the unit’s goals, the continued commitment of the unit’s employees, and the development of mutual trust, respect, and obligation in leader–member dyads.
Many of the correlations between traits and leadership are strong in magnitude when leader effectiveness serves as the outcome.
Many of the trait-leadership correlations are weak in magnitude, particularly when leader effectiveness serves as the outcome.
Leader Effectiveness: The degree to which the leader’s actions result in the achievement of the unit’s goals, the continued commitment of the unit’s employees, and the development of mutual trust, respect, and obligation in leader–member dyads.