Professional Documents
Culture Documents
Chapter 11 Leadership
99) Distinguish between leadership and management.
Answer: John Kotter of the Harvard Business School argues that management is about coping
with complexity. Good management brings about order and consistency by drawing up formal
plans, designing rigid organization structures, and monitoring results against the plans.
Leadership, in contrast, is about coping with change. Leaders establish direction by developing a
vision of the future; then they align people by communicating this vision and inspiring them to
overcome hurdles. Although Kotter provides separate definitions of the two terms, both
researchers and practicing managers frequently make no such distinctions. Not all leaders are
managers, nor, for that matter, are all managers leaders. Just because an organization provides its
managers with certain formal rights is no assurance they will lead effectively. Leaders can
emerge from within a group as well as by formal appointment. Organizations need strong
leadership and strong management for optimal effectiveness. We need leaders today to challenge
the status quo, create visions of the future, and inspire organizational members to want to achieve
the visions. We also need managers to formulate detailed plans, create efficient organizational
structures, and oversee day-to-day operations.
Diff: 2 Page Ref: 150-151
Objective: Implications of Behavioral Theories
Quest. Category: Concept/Definitional
LO: 1
1
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100) Identify and explain the two dimensions of leadership described in the Ohio State studies.
Answer: The Ohio State studies proposed that two categories accounted for most of the
leadership behavior described by employees. They called these two dimensions initiating
structure and consideration.
a) Initiating structure refers to the extent to which a leader is likely to define and structure his or
her role and those of employees in the search for goal attainment. It includes behavior that
attempts to organize work, work relationships, and goals. A leader high in initiating structure is
someone who "assigns group members to particular tasks," "expects workers to maintain definite
standards of performance," and "emphasizes the meeting of deadlines."
b) Consideration is described as the extent to which a person is likely to have job relationships
that are characterized by mutual trust, respect for employees' ideas, and regard for their feelings.
A leader high in consideration helps employees with personal problems, is friendly and
approachable, treats all employees as equals, and expresses appreciation and support.
Diff: 1 Page Ref: 152
Objective: Ohio State Studies
Quest. Category: Concept/Definitional
LO: 2
101) According to the Fielder model of leadership, how can leader effectiveness be improved?
Answer: Fiedler views an individual's leadership style as fixed. Therefore, there are only two
ways to improve leader effectiveness. First, you can change the leader to fit the situationas a
baseball manager puts a right- or left-handed pitcher into the game depending on the hitter. If a
group situation rates highly unfavorable but is currently led by a relationship-oriented manager,
the group's performance could be improved under a manager who is task oriented. The second
alternative is to change the situation to fit the leader, by restructuring tasks or increasing or
decreasing the leader's power to control factors such as salary increases, promotions, and
disciplinary actions.
Diff: 2 Page Ref: 155
Objective: Leader-Member Exchange Theory
Quest. Category: Concept/Definitional
LO: 3
2
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107) What are the challenges of leading people who are physically separated from you and with
whom you communicate electronically?
Answer: Networked communication is a powerful channel that can build and enhance leadership
effectiveness. But when misused, it can undermine much of what a leader has achieved through
verbal communication. Online leaders have to think carefully about what actions they want their
digital messages to initiate. Online leaders also confront unique challenges, the greatest of which
appears to be developing and maintaining trust. Identification-based trust, based on a mutual
understanding of each other's intentions and appreciation of the others wants and desires, is
particularly difficult to achieve without face-to-face interaction. It's not yet clear whether it's
even possible for employees to identify with or trust leaders with whom they communicate only
electronically. Online negotiations can also be hindered because parties express lower levels of
trust. Thus, the tentative conclusion is that, for an increasing number of managers, good
leadership skills may include the abilities to communicate support, trust, and inspiration through
keyboarded words and accurately read emotions in others' messages. In electronic
communication, writing skills are likely to become an extension of interpersonal skills.
Diff: 2 Page Ref: 167
Objective: Fiedler Contingency Model
Quest. Category: Concept/Definitional
LO: 5
108) In the light of the findings of the GLOBE project, what elements of transformational
leadership appear universal?
Answer: The GLOBE study has revealed that there are some universal aspects to leadership,
including vision, foresight, providing encouragement, trustworthiness, dynamism, positiveness,
and proactiveness.
Diff: 2 Page Ref: 168
Quest. Category: Concept/Definitional
LO: 6
6
Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall