37 Questions
We choose a leadership style that is appropriate to the situation and time
True
There is a positive relationship between communication competency and leadership performance.
True
The oral message-sending process includes developing rapport as the first step.
True
Can the compromising style lead to subpar decisions?
True
Is the advantage of the compromising style that conflict is resolved quickly?
True
360-degree feedback involves receiving performance evaluations from multiple individuals
True
Coaching provides motivational feedback to maintain and improve performance
True
Job instructional training (JIT) includes steps such as trainee preparation, task presentation, task performance, and trainer follow-up
True
Coaching feedback is based on a supportive relationship, specificity, and lack of judgmental criticism
True
Attribution theory explains how managers determine reasons for effective or ineffective performance
True
The performance formula considers performance as a function of ability, motivation, and resources
True
Mentoring involves a more-experienced manager assisting a less-experienced protégé
True
Conflict arises from disagreement and opposition among individuals
True
The initiating conflict resolution model consists of planning a BCF statement, presenting it, proposing alternative resolutions, and making an agreement for change
True
The BCF model describes conflict in terms of behavior, consequences, and feelings
True
A mediator is a neutral third party who helps resolve a conflict
True
Getting feedback involves staying calm, avoiding defensiveness, and being open to questions.
True
Descriptive feedback can be based on observed and proven facts or unproven inferences.
True
Feedback should be given as soon as possible, but flexibility is needed, especially when time is limited or emotions are high.
True
Criticism is rarely effective as it can make employees defensive and develop a negative attitude.
True
Coaching feedback makes employees feel like winners, unlike criticism which makes them feel like losers.
True
The coaching model for improving performance involves describing current and desired performance, getting a commitment to change, and follow-up.
True
Mentoring involves providing career advice and developing leadership skills.
True
Conflict arises when there is a breach in the psychological contract, the unwritten implicit expectations in a relationship.
True
Conflict resolution involves planning a Behavior, Consequence, and Feeling (BCF) statement, presenting it, and agreeing on the conflict.
True
Conflict resolution also includes asking for or giving alternative resolutions and making an agreement for change.
True
BCF statements should avoid making judgments, threats, or giving solutions.
True
Initiating conflict resolution involves persisting with a short, planned statement and waiting for a response if needed.
True
The contingency leadership model determines leadership style as task- or relationship-oriented.
True
The leadership continuum model selects one of seven styles based on boss-centered versus subordinate-centered leadership.
True
The path-goal leadership model selects the leadership style: directive, supportive, participative, or achievement-oriented, based on leader-member relationship, task structure, and position power.
True
Critics say research supports the path-goal leadership model more in lab studies than in field studies.
True
Conflict management styles include avoiding, accommodating, forcing, negotiating, and collaborating.
True
Advantages of avoiding conflict style include maintaining relationships, but the disadvantage is no resolution.
True
The accommodating conflict style involves passively giving in to the other party.
True
Appropriate use of the forcing style includes trivial conflicts, low stakes, and when confrontation would damage relationships or time is short.
True
The collaborating conflict style seeks joint resolution with the best solution for all parties.
True
Study Notes
Conflict Resolution and Leadership Models
- Mediation in conflict resolution involves following steps: using the BCF model for complaints, agreeing on the conflict problem, developing alternative resolutions, making an agreement for change, and follow-up for resolution.
- The contingency leadership model determines leadership style as task- or relationship-oriented.
- The leadership continuum model selects one of seven styles based on boss-centered versus subordinate-centered leadership.
- The path-goal leadership model selects the leadership style: directive, supportive, participative, or achievement-oriented, based on leader-member relationship, task structure, and position power.
- Critics say research supports the path-goal leadership model more in lab studies than in field studies.
- Conflict management styles include avoiding, accommodating, forcing, negotiating, and collaborating.
- Advantages of avoiding conflict style include maintaining relationships, but the disadvantage is no resolution.
- The accommodating conflict style involves passively giving in to the other party.
- The forcing conflict style involves using aggressive behavior to get their way, with advantages including better decisions and maintaining relationships.
- Appropriate use of the forcing style includes trivial conflicts, low stakes, and when confrontation would damage relationships or time is short.
- The negotiating conflict style involves assertive, give-and-take concessions.
- The collaborating conflict style seeks joint resolution with the best solution for all parties.
Learn how to handle feedback on messages effectively and improve communication. Stay calm, be open to feedback, and use nonverbal communication to encourage constructive feedback. Asking direct questions and using paraphrasing can also enhance the feedback process.
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