Chapter 12 Be a Leader

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1 Chapter 12 Be a Leader Section One True/False Questions 1. The primary concern for the people-centered manager is that employees know what is expected of them and have the tools needed to do their job. 2. A participatory management style involves both a task-oriented style and a people-centered style. 3. A directing management style is ideal for emergency situations. 4. The use of grouplets typically increases groupthink and slows down innovation. 5. A participative manager is a taskmaster. 6. A manager following a free-rein style of management is not involved in the dayto-day activities but steps in when employees need help with a situation. 7. The path goal theory states that the employees must define the goals and lay down the path to meet that goal. 8. Coaching is a management style that demonstrates low relationship focus. 9. The choice of management style is dependent on the person and task one works with. Multiple Choice Questions 10. A task-oriented manager will predominantly focus on: 2012 Flat World Knowledge 1

2 a. employee welfare programs and schemes. b. interpersonal relations of employees. c. boosting employees morale. d. providing the required tools to the employees. e. trust-building initiatives. 11. Which of the following is a defining characteristic of a task-oriented manager? a. They primarily focus on employee welfare programs and schemes. b. They primarily focus on interpersonal relations of employees. c. They primarily focus on motivating their subordinates. d. They primarily focus on improving group cohesiveness. e. They primarily focus on the technical aspects of the job. 12. George, the store manager at Urnus Inc., primarily focuses on making his employees work efficiently and getting his job done. At times he behaves like a taskmaster to the point that he shows little concern for the welfare of his employees and does not encourage employee participation in the decision making process. George is an example of a manager. a. people-oriented b. task-oriented c. teamwork-oriented d. grouplets e. participatory style 13. Which of the following is the primary concern for a people-oriented manager? a. Technical aspects of the job b. Provision of tools to the employees to get the job done c. Task aspects of the job d. Good interpersonal relations at the workplace e. Dictating performance objectives to the employees 14. Which of the following is a defining characteristic of people-oriented managers? a. They primarily focus on the technical aspects of a job. b. They primarily focus on providing the required tools to employees. c. They primarily focus on the task aspects of a job. d. They primarily focus on dictating to the employees what is expected of them. e. They primarily focus on the welfare of the employees. 15. Ben is the supervisor of the HR team in his company. He stresses more on developing the interpersonal relationships among employees than on the technical 2012 Flat World Knowledge 2

3 aspects of the job. He organizes various employee welfare programs to serve this cause. Ben is most likely a(n) manager. a. people-oriented b. task-oriented c. autocratic d. directing e. telling 16. The difference between a task-oriented manager and a people-centered manager is that: a. a people-oriented manager is more concerned with the relationships in the workplace. b. a people-oriented manager is more concerned with the technical aspects of a job. c. a task-oriented manager is more concerned about the welfare of the employees. d. a task-oriented manager is more concerned about motivating employees. e. a people-oriented manager is more concerned about providing the required tools to employees. 17. A(n) management style focuses both on the technical aspects of a job and relationships in the workplace. a. participatory b. directing c. autocratic d. task-oriented e. people-oriented 18. A directing style is most appropriate when: a. the employees are substantially experienced in the job. b. there are reasonable deadlines and time frames. c. there are no emergency situations relating to work completion. d. there is a need for greater hands-on management. e. the need for support and input from a manager is minimal. 19. Which of the following is a defining characteristic of the directing management style? a. Low task focus b. People-oriented style c. High relationship focus d. Hands-on management e. High importance placed on feedback from employees 2012 Flat World Knowledge 3

4 20. George runs a small clothes manufacturing company. His company received an order for a thousand shirts. This order is to be completed within a week. Realizing the need of the hour, George takes a stern stand and orders his employees to simply follow his instructions as there is no time for taking any inputs from them. The management style employed by George is an example of the style. a. people-oriented b. directing c. participative d. democratic e. free-rein 21. A manager using a teamwork style focuses most strongly on the: a. task to be completed. b. relationships between employees. c. use of autocratic style. d. technical aspects of the job. e. use of hands-on management. 22. Which of the following is a defining characteristic of a manager practicing the teamwork management style? a. A manager following this style is most concerned with the machineries involved in a job. b. A manager following this style is most concerned about providing the required tools to employees. c. A manager following this style follows a task-only focus. d. A manager following this style does not focus much on the welfare of employees. e. A manager following this style is likely to be highly people-oriented. 23. Clara is a highly people-oriented manager. She belives that a task can be completed efficiently only when people work as a group. So she stresses increasing group cohesiveness and encourages her team members to express their opinions more often. Clara illustrates the style of management. a. task-oriented b. autocratic c. directing d. teamwork e. authoritarian 24. Grouplets refers to a(n): 2012 Flat World Knowledge 4

5 a. autocratic style of management. b. my way or highway approach to managing groups. c. management style that encourages groupthink. d. management approach in which the leader defines goals and lays down the path for the employees to follow those goals. e. specific teamwork management style approach used by organizations 25. In an autocratic style of management: a. managers primarily focus on increasing cohesiveness among team members. b. goal-setting and planning are primarily done in coordination with employees. c. managers give employees total freedom to make decisions. d. the focus is on getting things done, and relationships are secondary. e. managers constantly seek inputs from their employees. 26. Sally, the marketing manager at Oberon Inc. takes a task-only focus and makes all the decisions for her team. Sally illustrates the style of management. a. people-oriented b. autocratic c. participative d. democratic e. free-rein 27. A manager following the participative style of management: a. uses his/her authority to make all decisions relating to employees. b. welcomes constant employee inputs in all areas of work. c. predominantly uses hands-on management principles. d. represents the taskmaster category of managers. e. assumes that decision making power should be vested exclusively on management. 28. In the context of the path goal theory, which of the following statements is true? a. It states that the role of a leader is limited to encouraging employees to determine their goals. b. It states that the success of a leader is free from the impact of environmental contingencies of the job. c. The theory proposes a completely passive role for the leader as employees determine and pursue their goals autonomously. d. It states that satisfying leadership motivates employees to work toward the goals of leadership. e. It states that coaching and guidance of employees for successful completion of their job is not a leader s responsibility Flat World Knowledge 5

6 29. primarily looks at how managers must evaluate relationship behavior, task behavior, and the readiness of employees to determine the appropriate management style to be used. a. The path goal theory b. Kirkpatrick s model c. The hierarchy of needs theory d. Hackman and Oldham s model e. The situational leadership grid 30. According to the situational leadership model, an employee with high competence and high commitment is likely to be: a. comfortable in his or her own ability to do the job. b. lacking in motivation to do the job well at all times. c. in need of help with the specific skills required to do the job. d. uncomfortable as the task or situation is new to him or her. e. skilled in relevant areas but low on experience. 31. Which of the following is a defining feature of the telling style of leadership? a. High task focus b. High relationship focus c. Primary focus on increasing group cohesiveness d. Primary focus on employee welfare e. Low focus on the technical aspects of the job 32. The telling style of leadership is likely to work best for: a. leaders with low task focus. b. leaders with low relationship focus. c. employees with very high competence. d. employees who lack commitment. e. employees who do not need direction. 33. In a coaching style of management, a manager is most likely to: a. refrain from seeking ideas and suggestions from the follower. b. hand over decision-making to employees. c. possess low task and low relationship focus. d. engage in two-way communication to a good extent. e. provide negligible supervision and guidance. 34. Which of the following is a feature of the supporting management style? a. One-way communication 2012 Flat World Knowledge 6

7 b. Complete supervision c. Facilitator role of the leader d. Low relationship focus e. High task focus 35. The delegating management style is most likely to be implemented successfully when: a. decision-making is the leader s prerogative. b. employees are highly committed and competent. c. high task focus is observed. d. leaders define the roles and tasks of the follower. e. there is high relationship focus. 36. In the delegating form of leadership, the: a. leaders have a high task focus. b. leaders have a high relationship focus. c. leaders make all the decisions. d. control is with the followers. e. followers are directed by the leaders. Fill in the Blanks 37. A manager with a(n) management style will focus on the technical aspects of the job. 38. Utilization of a(n) management style involves both a task-oriented style and a people-centered style. 39. A manager who uses a teamwork management style believes there is a value in having people work in teams. As a result, this style tends to require a(n) approach. 40. In a(n) of management, the manager takes a task-only focus and tends to make most of the decisions for the department. 41. The management style gives employees total freedom to make decisions, but the leader is available to help employees deal with any situation that may come up Flat World Knowledge 7

8 42. The theory says that the role of a leader is to define goals and lay down the roadmap for employees to meet those goals. 43. The willingness and skills to perform the task at hand is referred to as. Short Answer/Essay Questions 44. Discuss the task-oriented management style and the people-oriented management style. Most styles of management fall into one of the two categories, a task-oriented management style or a people-centered style. A task-oriented manager will focus on the technical or task aspects of the job. The concern for this manager is that employees know what is expected of them and have the tools needed to do their job. A people-oriented style is more concerned with the relationships in the workplace. The manager emphasizes the interpersonal relations as opposed to the task. The manager is most concerned about the welfare of the employee and tends to be friendly and trusting. 45. Discuss how the participatory management style utilizes both the task-oriented style and a people-centered style. Utilization of a participatory management style involves both a task-oriented style and a people-centered style. This style emphasizes how the employee s assigned task fits into the bigger picture. This style will provide support and input where needed. As a result, the focus is on the task but also on the person and the relationships required to get the task done. This style might be used when the employees are experienced and the deadlines reasonable enough to provide the time needed to focus both on the task and the person. 46. Discuss the autocratic style of management. An autocratic style of management involves the task-oriented style. The focus is on getting things done, and relationships are secondary. This type of manager tends to tell people what to do and takes a my way or the highway approach. Another description for this type of manager is a taskmaster. This person uses his or her authority and makes all the decisions as to who does what, how it is done, and when it should get done. 47. How does the path goal theory of leadership view the role of a leader? 2012 Flat World Knowledge 8

9 The path goal theory states that the duty of a leader is to define goals and lay down the path for the employees to meet that goal. The two aspects of the theory are clarification of the task and scope of the process. Clarification involves classification of the role as well as that of how the success of the task will be measured. The leader is also involved in guidance and coaching surrounding the goal to remove any obstacles that might affect the completion of the task. The path goal theory states that if the leadership style is satisfying to the employee, they will be motivated toward the goals of leadership. A part of the model also stresses that the skills, experience, and environmental contingencies of the job play a role in the success of the leader. 48. Describe the situational leadership model. The situational leadership model, developed by Ken Blanchard, explains why we might use one type of management style versus another. The model looks at three areas: the relationship behavior of the manager, the task behavior of the manager, and the readiness of employees. The relationship behavior means how supportive the manager needs to be in helping employees. Task behavior refers to the type of style the manager should use when managing employees, based on their readiness level. Readiness includes the willingness and skills to perform the task at hand. Depending on where the employees fall in each of these areas, one might use different management styles like directing, coaching, supporting, or delegating. Section Two True/False Questions 49. All emotional intelligence skills are needed to be a successful leader. 50. An appointed leader is elected or chosen by a group to serve as its leader. 51. The democratic leader keeps the team members away from the decision-making process. 52. An emergent leader is appointed by an authority. 53. The leader-as-conductor involves a central role of bringing people together for a common goal Flat World Knowledge 9

10 54. Coaches use more than one style of leadership and adapt to the context and environment. Multiple Choice Questions 55. Which of the following is true of leadership? a. Leadership does not require specific titles. b. People who do not have an official position cannot be leaders. c. A democratic leader is designated by an authority to serve in that capacity, irrespective of the thoughts of the group. d. Individuals who grow into the leadership role, often out of necessity, are referred to as appointed leaders. e. A democratic leader does not involve the group in the decision-making process. 56. Appointed leaders are best defined as those individuals who: a. are elected by a group to serve as its leader. b. are elected for leadership positions by their peers. c. grow into the leadership role out of necessity. d. are designated by an authority to serve in the leadership capacity. e. are born leaders. 57. The authorities at Greendale Inc. have decided to make James, an experienced employee, the supervisor of the distribution team. On the basis of the given information, we can say that James is a(n) leader. a. democratic b. emergent c. autocratic d. monarchial e. appointed 58. A team leader designated by the management of a company is an example of a(n) leader. a. democratic b. emergent c. appointed d. autocratic e. monarchial 59. Individual elected by a group to serve as its leader are referred to as: 2012 Flat World Knowledge 10

11 a. appointed leaders. b. democratic leaders. c. emergent leaders. d. autocratic leaders. e. monarchial leaders. 60. Tammy works as a software developer in an IT firm. Her team was left without a supervisor after the resignation of their previous supervisor. So her team members elected Tammy as their new supervisor. On the basis of the given information, we can say that Tammy is a(n) leader. a. appointed b. emergent c. autocratic d. monarchial e. democratic 61. Which of the following is true about democratic leaders? a. The democratic leader involves the group in the decision-making process. b. The democratic form of leadership does not allow the leader to acknowledge diversity in a group. c. The democratic leader is designated by an authority. d. The authorities do not take into account the thoughts or wishes of the concerned group when appointing democratic leaders. e. Democratic leaders are not elected but they grow into the leadership role out of necessity. 62. Which of the following is a disadvantage primarily associated with democratic leadership? a. Individual group members might feel neglected and assert that the democratic leader does not represent their interests. b. The democratic form of leadership does not allow the leader to acknowledge diversity in a group. c. The democratic leader does not involve the group in the decision-making process and so there are chances that the group might not comply with the decisions made. d. The democratic leader fails to ensure group ownership of the actions involving the group. e. The democratic leader is designated by an authority so he/she contributes toward reducing group cohesiveness. 63. Individuals who are not elected but grow into the leadership role out of necessity are referred to as: 2012 Flat World Knowledge 11

12 a. appointed leaders. b. emergent leaders. c. autocratic leaders. d. authoritarian leaders. e. democratic leaders. 64. The difference between appointed leaders and emergent leaders is that: a. emergent leaders are not appointed by any authority but elected by team members. b. emergent leaders are elected by team members and not appointed by any authority. c. appointed leaders are designated by an authority. d. while electing appointed leaders, authorities consider the thoughts of the concerned group. e. appointed leaders are born not made. 65. The difference between democratic leaders and emergent leaders is that: a. emergent leaders are not formally appointed but they grow into the leadership role. b. emergent leaders are not appointed by any authority but elected by team members. c. emergent leaders are elected by team members and not appointed by any authority. d. democratic leaders do not involve the group in the decision-making process. e. democratic leaders do not facilitate open and free discussions. 66. Darin is the supervisor of the designing team in his company. He was appointed by the management. However, owing to his lack of technical expertise, he is of little help to his team members. The team members have decided to raise this issue with senior management. Clara, the most experienced employee, takes up the responsibility of leading the team and discussing the inadequacies of Darin with the management. Clara is a(n) leader. a. democratic b. autocratic c. emergent d. appointed e. monarchial 67. Which of the following is a defining characteristic of a leader-as-technician? a. They have skills that others do not possess. b. They always hold the group together. c. They must be elected by team members Flat World Knowledge 12

13 d. They do not approve of group diversity. e. They have to be appointed by the authorities. 68. Which of the following is a defining characteristic of the leader-as-conductor? a. They must have skills that others do not possess. b. They must be elected by team members. c. They do not approve of group diversity. d. They have to be appointed by authorities. e. Their central role is that of bringing people together for a common goal. 69. Which of the following is a defining characteristic of the leader-as-coach? a. They must have skills that others do not possess. b. They always hold the group together. c. They must be elected by team members. d. They serve as a teacher and motivator. e. They have to be appointed by the authorities. 70. Graham s employers chose him to be the manager of the IT team from among other equally qualified employees. His job includes setting goals for his team and motivating the team members. Graham is a(n): a. democratic leader b. emergent leader c. monarchial leader d. leader-as-coach e. leader-as-technician Fill in the Blanks 71. Individuals designated by an authority to serve in the leadership capacity are referred to as leaders. 72. leaders are individuals elected by a group to serve as its leader. 73. A role often occurs when someone has skills that others do not. 74. The involves a central role of bringing people together for a common goal. Short Answer/Essay Questions 2012 Flat World Knowledge 13

14 75. List the leadership skills that are essential if one needs to be successful at a job. To be successful at ones job, it is essential to show leadership skills. These leadership skills can come from our emotional intelligence skills for example, self-awareness, self-management, relationship management, and social awareness. All emotional intelligence skills are needed to be a successful leader. Getting the team to work better together requires social awareness skills, or the ability to understand how actions of one team member may affect another. Finally, relationship management is necessary to manage group conflict and maintain good relationships with one s team. 76. Discuss the challenges faced by an appointed leader. An appointed leader is designated by an authority to serve in that capacity, irrespective of the thoughts or wishes of the group. They may serve as the leader and accomplish all the designated tasks, but if the group does not accept their role as leader, it can prove to be a challenge. 77. Discuss the advantages and disadvantages associated with democratic leadership. A democratic leader is elected or chosen by the group but may also face serious challenges. If individual group members or constituent groups feel neglected or ignored, they may assert that the democratic leader does not represent their interests. There are a number of advantages associated with democratic leadership. The democratic leader involves the group in the decision-making process and ensures group ownership of the resulting decisions and actions as a result. Open and free discussions are representative of this process, and the democratic leader acknowledges this diversity of opinion. 78. How does an emergent leader differ from a democratic and an appointed leader? An emergent leader contrasts the paths to leadership taken by democratic leaders and appointed leaders by growing into the role, often out of necessity. The appointed leader may know little about the topic or content, and group members will naturally look to the senior member with the most experience for leadership. If the democratic leader fails to bring the group together or does not represent the whole group, subgroups may form, each with an informal leader serving as spokesperson. 79. Discuss the role of a leader-as-conductor Flat World Knowledge 14

15 The leader-as-conductor involves a central role of bringing people together for a common goal. In the common analogy, a conductor leads an orchestra and integrates the specialized skills and sounds of the various components the musical group comprises. In the same way, a leader who conducts may set a vision, create benchmarks, and collaborate with a group as they interpret a set script. Whether it is a beautiful movement in music or a group of teams that comes together to address a common challenge, the leader-as-conductor keeps the time and tempo of the group Flat World Knowledge 15