INST 335 Exam 2 Study Guide Questions And
Answers
Task-Oriented leader behaviors
Behaviors involving structuring the roles of subordinates, providing them with
instructions and behaving in ways that will increase the performance of the group. (Also
called initiating structure.)
People-oriented leader behaviors
Behaviors that include showing concern for employee feelings and treating employees
with respect. (Also called consideration.)
Autocratic decision making
When leaders make the decision alone without necessarily involving employees in the
decision-making process.
Democratic decision making
Making choices among alternative courses of action, including inaction.
Laissez-faire decision making
When leaders leave employees alone to make the decision. The leader provides
minimum guidance and involvement in the decision.
Path-Goal Theory of Leadership: Theory stating that a leader's main job is to
motivate employees with the beliefs that:
their effort will lead to high performance
their high performance will be rewarded
the rewards they will receive are valuable to them.
Directive leaders
Those leaders who provide specific directions to their employees.
Participative leaders
Those leaders who make sure that employees are involved in making important
decisions.
Achievement-oriented leaders
Those leaders who set goals for employees and encourage them to reach their goals.
Supportive leaders
Those leaders who provide emotional support to employees.
Contingent rewards
Rewarding employees for their accomplishments.
Active management by exception
Leaving employees alone but at the same time proactively predicting potential problems
and preventing them from occurring.
Transactional leaders
Those leaders who ensure that employees demonstrate the right behaviors because the
leader provides resources in exchange.
Transformational leaders
Those leaders who lead employees by aligning employee goals with the leader's goals.
Individualized consideration
When leaders show personal care and concern for the well-being of their followers.
, Inspirational motivation
When leaders come up with a vision that is inspiring to others.
Charisma
Behaviors leaders demonstrate that create confidence, commitment, and admiration to
the leader.
Passive management by exception
Leaving employees alone but then coming to the rescue if anything goes wrong.
Intellectual stimulation
When leaders challenge organizational norms and status quo and encourage
employees to think creatively and work harder.
Trust
The belief that the other party will show integrity, fairness, and predictability in one's
actions toward the other.
Understand the Power of Words
Each leadership style has pros and cons. It is valuable to be able to assess them in light
of your situation and your personal style. Authenticity has become recognized as being
important regardless of the other leadership styles one uses. Anyone can be an
authentic leader if he or she develops those skills.
Top management teams
Teams that are appointed by the chief executive officer (CEO) and, ideally, reflect the
skills and areas that the CEO considers vital for the company.
Forming​-Storming​-Norming​-Performing Model
A model proposed by Bruce Tuckman in 1965 involving a four-stage map of group
evolution.
trust
The belief that the other party will show integrity, fairness, and predictability in one's
actions toward the other.
traditional or manager-led teams
Teams where the manager serves as the team leader.
Pooled interdependence
This exists when team members may work independently and simply combine their
efforts to create the team's output.
group
A collection of individuals who interact with each other such that one person's actions
have an impact on the others.
self-directed teams
A special form of self-managed teams in which members determine who will lead them
with no external oversight.
team contract
A contract that includes agreements on established ground rules, goals, and roles.
collective efficacy
A group's perception of its ability to successfully perform well.
reciprocal interdependence
The point at which team members work on each task simultaneously.
Norms
Shared expectations about how things operate within a group or team.
Answers
Task-Oriented leader behaviors
Behaviors involving structuring the roles of subordinates, providing them with
instructions and behaving in ways that will increase the performance of the group. (Also
called initiating structure.)
People-oriented leader behaviors
Behaviors that include showing concern for employee feelings and treating employees
with respect. (Also called consideration.)
Autocratic decision making
When leaders make the decision alone without necessarily involving employees in the
decision-making process.
Democratic decision making
Making choices among alternative courses of action, including inaction.
Laissez-faire decision making
When leaders leave employees alone to make the decision. The leader provides
minimum guidance and involvement in the decision.
Path-Goal Theory of Leadership: Theory stating that a leader's main job is to
motivate employees with the beliefs that:
their effort will lead to high performance
their high performance will be rewarded
the rewards they will receive are valuable to them.
Directive leaders
Those leaders who provide specific directions to their employees.
Participative leaders
Those leaders who make sure that employees are involved in making important
decisions.
Achievement-oriented leaders
Those leaders who set goals for employees and encourage them to reach their goals.
Supportive leaders
Those leaders who provide emotional support to employees.
Contingent rewards
Rewarding employees for their accomplishments.
Active management by exception
Leaving employees alone but at the same time proactively predicting potential problems
and preventing them from occurring.
Transactional leaders
Those leaders who ensure that employees demonstrate the right behaviors because the
leader provides resources in exchange.
Transformational leaders
Those leaders who lead employees by aligning employee goals with the leader's goals.
Individualized consideration
When leaders show personal care and concern for the well-being of their followers.
, Inspirational motivation
When leaders come up with a vision that is inspiring to others.
Charisma
Behaviors leaders demonstrate that create confidence, commitment, and admiration to
the leader.
Passive management by exception
Leaving employees alone but then coming to the rescue if anything goes wrong.
Intellectual stimulation
When leaders challenge organizational norms and status quo and encourage
employees to think creatively and work harder.
Trust
The belief that the other party will show integrity, fairness, and predictability in one's
actions toward the other.
Understand the Power of Words
Each leadership style has pros and cons. It is valuable to be able to assess them in light
of your situation and your personal style. Authenticity has become recognized as being
important regardless of the other leadership styles one uses. Anyone can be an
authentic leader if he or she develops those skills.
Top management teams
Teams that are appointed by the chief executive officer (CEO) and, ideally, reflect the
skills and areas that the CEO considers vital for the company.
Forming​-Storming​-Norming​-Performing Model
A model proposed by Bruce Tuckman in 1965 involving a four-stage map of group
evolution.
trust
The belief that the other party will show integrity, fairness, and predictability in one's
actions toward the other.
traditional or manager-led teams
Teams where the manager serves as the team leader.
Pooled interdependence
This exists when team members may work independently and simply combine their
efforts to create the team's output.
group
A collection of individuals who interact with each other such that one person's actions
have an impact on the others.
self-directed teams
A special form of self-managed teams in which members determine who will lead them
with no external oversight.
team contract
A contract that includes agreements on established ground rules, goals, and roles.
collective efficacy
A group's perception of its ability to successfully perform well.
reciprocal interdependence
The point at which team members work on each task simultaneously.
Norms
Shared expectations about how things operate within a group or team.
