ADMN 232 FINAL EXAM WITH CORRECT
ACTUAL QUESTIONS AND CORRECTLY
WELL DEFINED ANSWERS LATEST
ALREADY GRADED A+ 2026
how to apply path-goal theory
1) clarify path to goals
2) clear paths to goals by solving problems and removing
roadblocks
3) increase the number and kinds of rewards/satisfaction
available for goal attainment
4) do things that satisfy followers today or that will lead to
future rewards or satisfaction
5) offer followers something unique and valuable beyond
what they're experiencing or can already do for themselves
subordinate contingencies
in path-goal theory
1) perceived ability (how much ability subordinates believe
the leader has for doing their jobs well)
2) locus of control (personality measure that indicates the
extent to which people believe the leader has control over
,what happens to them in life)
3) experience
environmental contingencies
in path-goal theory
1) task structure (the degree to which the requirements of a
subordinate's tasks are clearly specified)
2) formal authority system (an organization's set of
procedures, rules, & policies)
3) primary work group (the amount of work-oriented
participation or emotional support that is provided by an
employee's immediate work group)
normative decision theory
a theory that suggests how leaders can determine an
appropriate amount of employee participation when making
decisions (Vroom)
decision styles
in normative decision theory
1) autocratic (AI or AII) - leaders make the decisions by
themselves
2) consultative (CI or CII) - leaders share problems with
subordinates but still make the decisions themselves
3) group (GII) - leaders share the problems with subordinates
and then have the group make the decisions
,decision rules to increase decision quality
- quality rule (if the quality of the decision is important, then
don't use an autocratic decision style)
- leader information rule (if the quality of the decision is
important & the leader doesn't have enough info to make the
decision on their own, then don't use an autocratic decision
style)
- subordinate information rule (if the quality of the decision is
important and if the subordinates don't have enough info to
make the decision themselves, then don't use a group
decision style)
- goal congruence rule (if the quality of the decision is
important, and subordinates goals are different from the
organization's goals, then don't use a group decision style)
- problem structure role (if the quality of the decision is
important, the leader doesn't have enough info, and the
problem is unstructured, then don't use an autocratic
decision style)
decision rules to increase decision acceptance
- commitment probability rule (if having subordinates accept
& commit to the decision is important then don't use an
autocratic decision style)
- subordinate conflict rule (if having subordinates accept the
decision is important & critical to successful implementation
& subordinates are likely to disagree, they don't use an
autocratic or consultative decision style)
, - commitment requirement rule (if having subordinates
accept the decision is absolutely required for successful
implementations and subordinates share the organization's
goals, then don't use an autocratic or consultative style)
strategic leadership
the ability to anticipate, envision, maintain flexibility, think
strategically, and work with others to initiate changes that
will create a positive future for an organization
visionary leadership
leadership that creates a positive image of the future that
motivates organizational members and provides direction for
future planning and goal setting
charismatic leadership
the behavioural tendencies and personal characteristics of
leaders that create an exceptionally strong relationship
between them and their followers
ethical charismatics
charismatic leaders who provide developmental
opportunities for followers, are open to positive and negative
feedback, recognize other's contributions, share information,
and have moral standards that emphasize the larger interests
of the group, organization, or society
unethical charismatics
ACTUAL QUESTIONS AND CORRECTLY
WELL DEFINED ANSWERS LATEST
ALREADY GRADED A+ 2026
how to apply path-goal theory
1) clarify path to goals
2) clear paths to goals by solving problems and removing
roadblocks
3) increase the number and kinds of rewards/satisfaction
available for goal attainment
4) do things that satisfy followers today or that will lead to
future rewards or satisfaction
5) offer followers something unique and valuable beyond
what they're experiencing or can already do for themselves
subordinate contingencies
in path-goal theory
1) perceived ability (how much ability subordinates believe
the leader has for doing their jobs well)
2) locus of control (personality measure that indicates the
extent to which people believe the leader has control over
,what happens to them in life)
3) experience
environmental contingencies
in path-goal theory
1) task structure (the degree to which the requirements of a
subordinate's tasks are clearly specified)
2) formal authority system (an organization's set of
procedures, rules, & policies)
3) primary work group (the amount of work-oriented
participation or emotional support that is provided by an
employee's immediate work group)
normative decision theory
a theory that suggests how leaders can determine an
appropriate amount of employee participation when making
decisions (Vroom)
decision styles
in normative decision theory
1) autocratic (AI or AII) - leaders make the decisions by
themselves
2) consultative (CI or CII) - leaders share problems with
subordinates but still make the decisions themselves
3) group (GII) - leaders share the problems with subordinates
and then have the group make the decisions
,decision rules to increase decision quality
- quality rule (if the quality of the decision is important, then
don't use an autocratic decision style)
- leader information rule (if the quality of the decision is
important & the leader doesn't have enough info to make the
decision on their own, then don't use an autocratic decision
style)
- subordinate information rule (if the quality of the decision is
important and if the subordinates don't have enough info to
make the decision themselves, then don't use a group
decision style)
- goal congruence rule (if the quality of the decision is
important, and subordinates goals are different from the
organization's goals, then don't use a group decision style)
- problem structure role (if the quality of the decision is
important, the leader doesn't have enough info, and the
problem is unstructured, then don't use an autocratic
decision style)
decision rules to increase decision acceptance
- commitment probability rule (if having subordinates accept
& commit to the decision is important then don't use an
autocratic decision style)
- subordinate conflict rule (if having subordinates accept the
decision is important & critical to successful implementation
& subordinates are likely to disagree, they don't use an
autocratic or consultative decision style)
, - commitment requirement rule (if having subordinates
accept the decision is absolutely required for successful
implementations and subordinates share the organization's
goals, then don't use an autocratic or consultative style)
strategic leadership
the ability to anticipate, envision, maintain flexibility, think
strategically, and work with others to initiate changes that
will create a positive future for an organization
visionary leadership
leadership that creates a positive image of the future that
motivates organizational members and provides direction for
future planning and goal setting
charismatic leadership
the behavioural tendencies and personal characteristics of
leaders that create an exceptionally strong relationship
between them and their followers
ethical charismatics
charismatic leaders who provide developmental
opportunities for followers, are open to positive and negative
feedback, recognize other's contributions, share information,
and have moral standards that emphasize the larger interests
of the group, organization, or society
unethical charismatics
