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Question
An example of a second-level outcome in expectancy theory would be a:
a. promotion stemming from a good performance appraisal.
b. praise from two levels of management.
c. punishment for having violated company policy.
d. salary increase twice the average size.
Answer
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Related questions
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a. focus
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An overview of research on managerial succession over a recent twenty-year period showed that:
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b. incompetent leadership can be counterbalanced by certain factors in the work situation.
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Q:
A major frustration facing leaders in the pursuit of conflicting goals is:
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Q:
Facilitating proactive behavior by the transformative leader is defined as doing which of the following?
a. Terminating employees before they have a chance to poison team morale
b. Rewarding employees who institute new initiatives without first seeking permission
c. Giving group members more autonomy, or the autonomy to make decisions independently
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Hubert Joly, the transformational CEO who came in from outside Best Buy to turn the company around, advocates all but which one of these principles (or levers) to improve profits?
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A recommended strategy for a transformational leader attempting to help a troubled organization is to concentrate resources where
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A leader who is a socialized charismatic is likely to:
a. pursue goals that fulfill the needs of group members.
b. push away other people based on annoying personal characteristics.
c. rule with an iron hand.
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Q:
Charismatic leaders use metaphors and analogies primarily to:
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b. inspire team members to higher performance.
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Q:
A transformational leader is one who:
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b. makes major changes in the organization.
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d. moves up the corporate ladder rapidly.
Q:
A recommended way of enhancing your charisma is to make others feel unimportant so you will appear strong in contrast.
a. True
b. False
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Transformational leaders who are also charismatic will typically establish a vision for constituents to follow.
a. True
b. False
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To highly motivate organizational members, the transformational leader attempts to get constituents to focus on their self-interest.
a. True
b. False
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a. True
b. False
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c. the degree to which the team supports the organizations objectives at stake in the problem.
d. the ability of team members to work together in solving problems.
Q:
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a. Lead with compassion.
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c. Move group members away from their usual work routine.
d. Choose a circle-the-wagons mentality.
Q:
The situational factors in the normative decision model are known as:
a. commitment requirements.
b. decision-making styles.
c. characteristics of the leader.
d. problem variables.
Q:
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b. act autocratically and emotionlessly to get a plan off the ground.
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Q:
Leaders who obtain the best results typically use _____.
a. several different styles in one week
b. the style recommended by the board
c. the style recommended by the group members
d. whatever style matches the latest management fad
Q:
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a. more relationship oriented in their leadership
b. more concerned with building cordial relations
c. disseminating information and demonstrating competence
d. relying heavily on interpersonal skills and tending toward a transformational style