Ch10 - Chapter 10Leading Effectively New Perspectives...

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Unformatted text preview: Chapter 10Leading Effectively: New Perspectives TRUE/FALSE 1. According to Learning From Experience: Nurturing Leaders at GE, the company follows three strikes and youre out approach to ethical lapses. ANS: F The companys follow a one strike and youre out policy. PTS: 1 DIF: Easy REF: p. 293-294 NAT: AACSB Analytic | Leadership Principles MSC: Recall 2. According to Learning From Experience: Nurturing Leaders at GE, the company encourages managers to develop people to replace them. ANS: T PTS: 1 DIF: Easy REF: p. 293-294 NAT: AACSB Analytic | Leadership Principles MSC: Recall 3. The transactional leadership model involves motivating and directing followers primarily through contingent reward-based practices. ANS: T PTS: 1 DIF: Easy REF: p. 294 OBJ: 10-1 NAT: AACSB Analytic | Leadership Principles MSC: Recall 4. The three primary components of transactional leadership that are usually viewed as helping followers achieve their performance goals are: (1) idealized influence, (2) inspirational motivation, and (3) synergy. ANS: F These are all concepts related to the transformational leadership model. The three primary components of transactional leadership that are usually viewed as helping followers achieve their performance goals are: (1) contingent rewards; (2) active management by exception, and (3) passive management by exception. PTS: 1 DIF: Moderate REF: p. 295 OBJ: 10-1 NAT: AACSB Analytic | Leadership Principles MSC: Recall 5. The three primary components of transactional leadership that are usually viewed as helping followers achieve their performance goals are: (1) contingent rewards, (2) active management by exception, and (3) passive management by exception. ANS: T PTS: 1 DIF: Moderate REF: p. 295 OBJ: 10-1 NAT: AACSB Analytic | Leadership Principles MSC: Recall 6. When using contingent rewards, a leader identifies a path that links the achievement of goals to rewards, clarifies expectation, exchanges promises and resources for support, arranges mutually satisfactory agreements, negotiates for resources, exchanges assistance for effort, and provides commendations for successful performance. ANS: T PTS: 1 DIF: Moderate REF: p. 295 OBJ: 10-1 NAT: AACSB Analytic | Leadership Principles MSC: Recall 7. When using contingent rewards, the leader monitors followers' performance, takes corrective action if deviations from standards occur, and enforces rules to prevent mistakes. ANS: F This describes the process of active management by exception. PTS: 1 DIF: Moderate REF: p. 295 OBJ: 10-1 NAT: AACSB Analytic | Leadership Principles MSC: Recall 8. A transactional leader may tend to overemphasize detailed and short-term goals, standard operating procedures, rules, and policies....
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Ch10 - Chapter 10Leading Effectively New Perspectives...

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