2
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
|| || || || || || || || || || || || || || ||
that comes from their position, as well as their personal power to influence others
|| || || || || || || || || || || || ||
Informal leaders - ✔✔without a formal position of authority within the organization but
|| || || || || || || || || || || || ||
demonstrate leadership by influencing others through personal forms of power
|| || || || || || || || ||
trait theories of leadership - ✔✔Big 5 personality traits: OCEAN; extraversions pair the best
|| || || || || || || || || || || || || ||
with leadership, followed by conscientiousness and lastly openness to experience
|| || || || || || || || ||
Self-esteem is important; leaders with high self-esteem support their subordinates more and
|| || || || || || || || || || ||
administer punishments more effectively
|| || || ||
Effective leaders tend to have a moral compass and demonstrate honesty and integrity
|| || || || || || || || || || || ||
Behavior theories of leadership - ✔✔Theories proposing that specific behaviors differentiate
|| || || || || || || || || || ||
leaders from non-leaders
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Task-oriented behavior - ✔✔initiating structure; roles of subordinates, providing them with
|| || || || || || || || || || ||
instructions, and behaving in ways that will increase the performance of the group;
|| || || || || || || || || || || || ||
directives given to employees to get things done and to ensure that organizational goals are
|| || || || || || || || || || || || || ||
met
||
people oriented behaviors - ✔✔consideration; showing concern for employee feelings and
|| || || || || || || || || || ||
treating employees with respect. People-oriented leaders genuinely care about the well-
|| || || || || || || || || ||
being of their employees, and they demonstrate their concern in their actions and decisions
|| || || || || || || || || || || || ||
, 2
Autocratic decision making - ✔✔leaders make the decision alone without necessarily
|| || || || || || || || || || ||
involving employees in the decision-making proces
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Democratic decision making - ✔✔employees participate in making the decision
|| || || || || || || || ||
Laissez-faire decision making - ✔✔leave employees alone to make the decision; leader
|| || || || || || || || || || || ||
provides minimum guidance (more problematic - created high levels of ambiguity about
|| || || || || || || || || || || ||
jobs)
Theory X leader - ✔✔managers view employees as lazy, do not enjoy working, avoid
|| || || || || || || || || || || || || ||
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
|| || || || || || || || || || || || || ||
supports them ||
Contingency Theory - ✔✔the attention moved toward specifying the situations under which
|| || || || || || || || || || || ||
different styles would be effective
|| || || ||
' Fiedler's Contingency Model - ✔✔a leader's style is measured by a scale called Least
|| || || || || || || || || || || || || || ||
Preferred Coworker scale (LPC); If you can say that the person you hated working with was
|| || || || || || || || || || || || || || || ||
still a nice person, you would have a high LPC score. This means that you have a people-
|| || || || || || || || || || || || || || || || ||
oriented personality, and you can separate your liking of a person from your ability to work
|| || || || || || || || || || || || || || || ||
with that person; LPC score is akin to a personality trait and is not likely to change; The
|| || || || || || || || || || || || || || || || || ||
theory predicts that in "favorable" and "unfavorable" situations, a low LPC leader—one who
|| || || || || || || || || || || || ||
has feelings of dislike for coworkers who are difficult to work with—would be successful
|| || || || || || || || || || || || ||
Fiedler's situations - ✔✔Favorable: good leader-subordinate relations, high position of
|| || || || || || || || || ||
power, high task structure
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Unfavorable: poor subordinate relations, low position of power, low task structure
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HROB 101 Exam 3 with precise detailed solutions
|| || || || || || ||
Leadership - ✔✔the act of influencing others to work toward a goal
|| || || || || || || || || || ||
Formal leaders - ✔✔some leaders hold a position of authority and may utilize the power
|| || || || || || || || || || || || || || ||
that comes from their position, as well as their personal power to influence others
|| || || || || || || || || || || || ||
Informal leaders - ✔✔without a formal position of authority within the organization but
|| || || || || || || || || || || || ||
demonstrate leadership by influencing others through personal forms of power
|| || || || || || || || ||
trait theories of leadership - ✔✔Big 5 personality traits: OCEAN; extraversions pair the best
|| || || || || || || || || || || || || ||
with leadership, followed by conscientiousness and lastly openness to experience
|| || || || || || || || ||
Self-esteem is important; leaders with high self-esteem support their subordinates more and
|| || || || || || || || || || ||
administer punishments more effectively
|| || || ||
Effective leaders tend to have a moral compass and demonstrate honesty and integrity
|| || || || || || || || || || || ||
Behavior theories of leadership - ✔✔Theories proposing that specific behaviors differentiate
|| || || || || || || || || || ||
leaders from non-leaders
|| ||
Task-oriented behavior - ✔✔initiating structure; roles of subordinates, providing them with
|| || || || || || || || || || ||
instructions, and behaving in ways that will increase the performance of the group;
|| || || || || || || || || || || || ||
directives given to employees to get things done and to ensure that organizational goals are
|| || || || || || || || || || || || || ||
met
||
people oriented behaviors - ✔✔consideration; showing concern for employee feelings and
|| || || || || || || || || || ||
treating employees with respect. People-oriented leaders genuinely care about the well-
|| || || || || || || || || ||
being of their employees, and they demonstrate their concern in their actions and decisions
|| || || || || || || || || || || || ||
, 2
Autocratic decision making - ✔✔leaders make the decision alone without necessarily
|| || || || || || || || || || ||
involving employees in the decision-making proces
|| || || || ||
Democratic decision making - ✔✔employees participate in making the decision
|| || || || || || || || ||
Laissez-faire decision making - ✔✔leave employees alone to make the decision; leader
|| || || || || || || || || || || ||
provides minimum guidance (more problematic - created high levels of ambiguity about
|| || || || || || || || || || || ||
jobs)
Theory X leader - ✔✔managers view employees as lazy, do not enjoy working, avoid
|| || || || || || || || || || || || || ||
expending energy; created rigid work environments; assumes employees lack ambition
|| || || || || || || || ||
Theory Y leader - ✔✔manager has more positive view of employees; allows autonomy and
|| || || || || || || || || || || || || ||
supports them ||
Contingency Theory - ✔✔the attention moved toward specifying the situations under which
|| || || || || || || || || || || ||
different styles would be effective
|| || || ||
' Fiedler's Contingency Model - ✔✔a leader's style is measured by a scale called Least
|| || || || || || || || || || || || || || ||
Preferred Coworker scale (LPC); If you can say that the person you hated working with was
|| || || || || || || || || || || || || || || ||
still a nice person, you would have a high LPC score. This means that you have a people-
|| || || || || || || || || || || || || || || || ||
oriented personality, and you can separate your liking of a person from your ability to work
|| || || || || || || || || || || || || || || ||
with that person; LPC score is akin to a personality trait and is not likely to change; The
|| || || || || || || || || || || || || || || || || ||
theory predicts that in "favorable" and "unfavorable" situations, a low LPC leader—one who
|| || || || || || || || || || || || ||
has feelings of dislike for coworkers who are difficult to work with—would be successful
|| || || || || || || || || || || || ||
Fiedler's situations - ✔✔Favorable: good leader-subordinate relations, high position of
|| || || || || || || || || ||
power, high task structure
|| || ||
Unfavorable: poor subordinate relations, low position of power, low task structure
|| || || || || || || || || ||
