Essentials of Organizational Behavior, 11e (Robbins/Judge)

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

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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

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102) Summarize the leader-member exchange theory.

Answer: The leader-member exchange (LMX) theory argues that because of time pressures,
leaders establish a special relationship with a small group of their followers. These individuals
make up the in-groupthey are trusted, get a disproportionate amount of the leader's attention,
and are more likely to receive special privileges. Other followers fall into the out-group. They get
less of the leader's time, fewer of the preferred rewards that the leader controls, and have leaderfollower relations based on formal authority interactions. The theory proposes that early in the
history of the interaction between a leader and a given follower, the leader implicitly categorizes
the follower as an "in" or an "out" and that relationship is relatively stable over time. The theory
and research surrounding it provide substantive evidence that leaders do differentiate among
followers; that these disparities are far from random; and that followers with in-group status will
have higher performance ratings, lower turnover intentions, greater satisfaction with their
superior, and higher overall satisfaction than will the out-group. These positive findings for ingroup members are consistent with our knowledge of the self-fulfilling prophesy.
Diff: 2 Page Ref: 156
Objective: Leader-Member Exchange Theory
Quest. Category: Concept/Definitional
LO: 3
103) Are charismatic leaders born or made?
Answer: Individuals are born with traits that make them charismatic. Personality is also related
to charismatic leadership; charismatic leaders are likely to be extraverted, self-confident, and
achievement oriented. Although a small minority thinks charisma is inherited and cannot be
learned, most experts believe individuals can be trained to exhibit charismatic behaviors. After
all, just because we inherit certain tendencies doesn't mean we can't learn to change. One set of
authors proposes a three-step process. First, develop an aura of charisma by maintaining an
optimistic view; using passion as a catalyst for generating enthusiasm; and communicating with
the whole body, not just with words. Second, draw others in by creating a bond that inspires them
to follow. Third, bring out the potential in followers by tapping into their emotions.
Diff: 2 Page Ref: 158
Quest. Category: Concept/Definitional
LO: 4

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104) Describe the full range of leadership model.

Answer: According to the full range of leadership model, laissez-faire is the most passive and
therefore least effective of leader behaviors. Management by exceptionactive or passiveis
slightly better than laissez-faire, but it's still considered ineffective. Management-by-exception
leaders tend to be available only when there is a problem, which is often too late. Contingent
reward leadership can be an effective style of leadership but will not get employees to go above
and beyond the call of duty. Only with the four remaining stylesall aspects of transformational
leadershipare leaders able to motivate followers to perform above expectations and transcend
their self-interest for the sake of the organization. Individualized consideration, intellectual
stimulation, inspirational motivation, and idealized influence all result in extra effort from
workers, higher productivity, higher morale and satisfaction, higher organizational effectiveness,
lower turnover, lower absenteeism, and greater organizational adaptability. Based on this model,
leaders are generally most effective when they regularly use each of the four transformational
behaviors.
Diff: 2 Page Ref: 161
Objective: Situational Leadership Theory and Path-Goal Theory
Quest. Category: Concept/Definitional
LO: 4

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105) Distinguish between charismatic, transformational, and authentic leadership. Could an

individual display all three types of leadership?
Answer: Charismatic leaders are those who are perceived to have heroic or extraordinary
leadership abilities when they exhibit certain behaviors. Charismatic leaders have a vision, are
willing to take personal risks to achieve that vision, are sensitive to follower needs, and exhibit
unconventional behaviors.
Transactional leaders inspire their followers by paying attention to their concerns, helping them
rethink old problems in new ways, and encouraging them to achieve goals as a group. They can
have an extraordinary effect on their followers, inspiring them toward selfless goals that benefit
the larger organization. As a result, transformational leadership is strongly correlated with lower
turnover rates, higher productivity, lower employee stress and burnout, and higher employee
satisfaction.
Authentic leaders know who they are, know what they believe in and value, and act on those
values and beliefs openly and candidly. Their followers consider them ethical people. The
primary quality produced by authentic leadership, therefore, is trust. Authentic leaders share
information, encourage open communication, and stick to their ideals. The result: people come to
have faith in them.
Some researchers, such as Robert House, believe that charismatic and transactional leadership
are essentially synonymous. A leader who scores high on transformational leadership qualities is
likely to score high on charisma as well. Both charismatic and transformational leaders could
display the qualities of authentic leadership and engender trust in their followers as well. In fact,
scholars have tried to integrate ethical and charismatic leadership by advancing the idea of
socialized charismatic leadershipleadership that conveys other centered (not self centered)
values by leaders who model ethical conduct. Therefore, it could be possible for a single leader
to display all three types of leadership.
Diff: 3 Page Ref: 157-165
AACSB: Analytic Skills
Quest. Category: Application
LO: 4
106) If you were to believe in the attribution theory of leadership, what advice would you give
people who were aiming to become leaders?
Answer: Attribution theory suggests what's important is projecting the appearance of being a
leader rather than focusing on actual accomplishments. Leader-wannabes who can shape the
perception that they're smart, personable, verbally adept, aggressive, hardworking, and consistent
in their style can increase the probability their bosses, colleagues, and employees will view them
as effective leaders.
Diff: 3 Page Ref: 165
AACSB: Analytic Skills
Quest. Category: Application
LO: 5

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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

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