SPM 225 Final Exam – Study Guide, Revision Notes, and Practice Questions for
Exam Preparation
leadership - ANS ✔✔emphasize that it is a behavioral process aimed at influencing members to
work of achieving the group's goals
Ohio state studies (2 categories) - ANS ✔✔consideration: leader behavior reflects leaders
concern for members well being
initiating: leader behavior that reflects leader concern for clarifying roles for both leader and
members
leadership style - ANS ✔✔the tendency of an individual to emphasize task accomplishment or
interpersonal relations in a given situation (mix of both task and employee orientation is ideal)
Fiedler contingency model of leadership - ANS ✔✔situational favorableness reflects the degree
to which situation permits or exercise of influence by the leader
Leader-Member relations refers to the degree to which the members like and respect the leader
(most important)
task structure refers to the more structured that the task is, the more it contributes to
situational favorableness
the position power of the leader reflects the authority invested in the leader's position and the
degree of control has over rewards/sanctions
McClelland Model of managerial motivation - ANS ✔✔need for affiliation refers to the desire to
be liked and accepted by the group
need for achievement refers to the desire to do something better
need for power refers to the desire to have an impact
, leadership and power - ANS ✔✔legitimate power: based on the position a person holds in the
organization
reward power: fact that person can bestow on another desired reward
coercive power: the capacity to administer punishment to others
expert power: refers to expertise and specialized knowledge one possesses
referent power: able to influence their people to perform better
Stewart demands-constraint - ANS ✔✔manager/leader faced with demands/constraints
imposed on the position
demands are activities expected of a leader, must fulfill to be accepted by the group
constraints are limits which leader can ct on, prohibited from acting in a domain beyond
boundaries set by constraints
transactional leadership - ANS ✔✔the leader builds a unique relationship with each member
leader is not likely to be interacting with those seen as less valuable to the group
leader identifies few members as valuable and treats them with trust and respect
transformational leadership - ANS ✔✔influencing major changes in attitudes and assumptions
or organization members and building commitment for major changes in organizations
objectives
concerned with creating new vision and order for an organization
articulates the vision, empowers members to achieve stated vision
charismatic leadership - ANS ✔✔follower perception that leader possesses divinely inspired gift
and is unique and larger than life, idolize or worship leader
3 models of leadership - ANS ✔✔required leader behavior (what a leader needs to do as well as
what leader is not permitted to do, satisfy the contrasting and conflicting needs of others)
Exam Preparation
leadership - ANS ✔✔emphasize that it is a behavioral process aimed at influencing members to
work of achieving the group's goals
Ohio state studies (2 categories) - ANS ✔✔consideration: leader behavior reflects leaders
concern for members well being
initiating: leader behavior that reflects leader concern for clarifying roles for both leader and
members
leadership style - ANS ✔✔the tendency of an individual to emphasize task accomplishment or
interpersonal relations in a given situation (mix of both task and employee orientation is ideal)
Fiedler contingency model of leadership - ANS ✔✔situational favorableness reflects the degree
to which situation permits or exercise of influence by the leader
Leader-Member relations refers to the degree to which the members like and respect the leader
(most important)
task structure refers to the more structured that the task is, the more it contributes to
situational favorableness
the position power of the leader reflects the authority invested in the leader's position and the
degree of control has over rewards/sanctions
McClelland Model of managerial motivation - ANS ✔✔need for affiliation refers to the desire to
be liked and accepted by the group
need for achievement refers to the desire to do something better
need for power refers to the desire to have an impact
, leadership and power - ANS ✔✔legitimate power: based on the position a person holds in the
organization
reward power: fact that person can bestow on another desired reward
coercive power: the capacity to administer punishment to others
expert power: refers to expertise and specialized knowledge one possesses
referent power: able to influence their people to perform better
Stewart demands-constraint - ANS ✔✔manager/leader faced with demands/constraints
imposed on the position
demands are activities expected of a leader, must fulfill to be accepted by the group
constraints are limits which leader can ct on, prohibited from acting in a domain beyond
boundaries set by constraints
transactional leadership - ANS ✔✔the leader builds a unique relationship with each member
leader is not likely to be interacting with those seen as less valuable to the group
leader identifies few members as valuable and treats them with trust and respect
transformational leadership - ANS ✔✔influencing major changes in attitudes and assumptions
or organization members and building commitment for major changes in organizations
objectives
concerned with creating new vision and order for an organization
articulates the vision, empowers members to achieve stated vision
charismatic leadership - ANS ✔✔follower perception that leader possesses divinely inspired gift
and is unique and larger than life, idolize or worship leader
3 models of leadership - ANS ✔✔required leader behavior (what a leader needs to do as well as
what leader is not permitted to do, satisfy the contrasting and conflicting needs of others)
