Which of the following is NOT one of the leader behavior styles described in the path-goal theory of leader effectiveness?
According to Fiedler, the effectiveness of leaders is dependent on:
the favorableness of their situation.
the least preferred coworker.
uncritically reinforce leaders’ ideas.
require close supervision.
The theories of leadership concerned with identifying specific leadership styles that are most effective in specific leadership situations are the:
In the context of transformational leadership, ________ refers to how much concern the leader displays for each follower’s needs and acts as a coach or a mentor.
In the context of the path-goal theory, a ________ style of leadership is used when the leader must give specific guidance about work tasks, schedule work, and let followers know what is expected.
The basic idea behind leader-member exchange theory is that:
followership is based on member perceptions of equity.
leaders form two groups of followers—ingroups and outgroups.
leaders develop relationships with followers based on the principle of who does what and how much for whom.
followership depends on the degree that a task is satisfying.
According to Blake and Mouton’s Leadership Grid, a manager with a high concern for production and low concern for people would be in what position on the grid?
Which of the following is a new leadership style that has been added to the leadership grid?
“Middle of the road”
“If it isn’t broke, don’t fix it”
“Father knows best”
“If you aren’t making mistakes, you aren’t learning”
________ are followers who do not think independently or critically and are passive in their behavior.
Trait theories of leadership:
fit traits to various situations.
emphasize the situation in classifying approaches to leadership.
offer strong and uniform research findings.
focus on leaders’ physical attributes, personality, and abilities.
Emotional intelligence is made up of all of the following competencies except:
higher technical skills.
A multidimensional construct that includes transformational, charismatic, or transactional leadership as the situation might demand is known as:
leadership grid approach.
In the context of transformational leadership, the term ________ refers to the ability of a leader to create a vision and convince even skeptics to support it.
out-group leadership persuasion
Followers who tend to be passive but are capable of independent and critical thinking are:
the yes people.
Which of the following are NOT structural factors in causing conflict?
Values and ethics
The power not only to control emotions but also to perceive them is termed:
________ challenge individuals to choose between two or more things in which they believe.
A problem associated with the equal versus equal power networks is:
control versus autonomy.
covert fighting for positions.
A key to recognizing a dysfunctional conflict is that:
it arises from thinking of new ways to approach problems.
it arises from someone challenging old policies.
it is often cognitive in origin.
it is often emotional or behavioral in origin.
When one’s values conflict with his/her job demands, this is ________ conflict.
When a person continually responds pessimistically to attempts at solving a problem, the person is displaying a defense mechanism called:
A withdrawal mechanism that provides an escape from a conflict through daydreaming is known as:
The ________ style of conflict management is intermediate in both assertiveness and cooperativeness.
EI is defined as:
any situation in which incompatibility leads to disagreement or opposition between two or more parties.
constructive agreement between two or more people.
the negative side of emotional quality.
the power to control one’s emotions and perceive emotions in others.
Conflict that occurs between teams in an organization is referred to as:
________ is a tendency to display behavior inconsistent with, or even opposite of, a conventionally held concept.
________ is a withdrawal mechanism in which an individual’s emotional conflicts are expressed in physical symptoms.
The key to managing conflict in a multicultural workforce is:
to address the power distance issue.
to bring each employee’s skills and abilities at par with everyone else.
to reduce interdependence among teams.
to incorporate diversity training.
An ineffective technique for dealing with conflicts where an attempt is made to label or discredit an opponent is referred to as: