Ans Buffing or rigorous documentation 143 is a political self protection

Ans buffing or rigorous documentation 143 is a

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Ans: Buffing (or rigorous documentation). 143. __________ is a political self-protection approach of redirecting responsibility by taking action but drafting a memo that explains an objection to the implemented action Ans: Preparing a blind memo 144. __________ reflects the notion that managers are “agents” of companyowners. Ans: Agency theory 145. __________ refers to the pattern of authority, influence, and acceptable managerial behavior established at the top of the organization. Ans: Organizational governance
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Chapter 13: Leadership Essentials True/False 1. A key way of differentiating between management and leadership is to argue that the role of management is to promote adaptive or useful changewhile the role of leadership is to promote stability or to enable the organization to run smoothly. Ans: False 2. Both management and leadership are needed in an organization, and if managers do not assume responsibility for both, then they should ensure that someone else handles the neglected activity Ans: True 3. Leadership is the process of influencing others to understand and agree about what needs to be done and how to do it, and the process of facilitating individual and collective efforts to accomplish shared objectives. Ans: True 4. Leadership appears in two forms: implicit leadership and explicit leadership. Ans: False 5. Formal leadership is exerted by persons who are appointed to or elected to positions of formal authority in organizations. Ans: True 6. Informal leadership is exerted by persons who become influential because they have special skills that meet the resource needs of others. Ans: True 7. Trait perspectives assume that traits play a central role in differentiating between leaders and non-leaders or in predicting leader or organizational outcomes. Ans: True 8. The “great person-trait approach” is a new approach to studying leadership that focuses on the relationship between empowerment and leadership. Ans: False 9. Trait theories reveal that leaders tend to be energetic and to operateon an even keel, are ambitious, and have a high need for achievement. Ans: True 10. Trait theories indicate that leaders crave power not as a means to achieving a vision or desired goals but as an end in itself. Ans: False 11. Leaders do not need to be brilliant and they usually do not have to possess extensive specific knowledge concerning their industry, firm and job. Ans: False
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12. The behavioral perspective on leadership assumes that leadership behaviors are central to performance and other outcomes. Ans: True 13. Leadership studies conducted at the University of Michigan derived two basic forms of leader behavior called consideration and initiating structure. Ans: False 14. Two basic forms of leader behavior, called employee-centered and production-centered, were identified as a result of leadership studies conducted at the University of Michigan.
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