Org. Change Ch. 6 (MC)
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Questions and Answers

According to Tony Watson (1994), how did he define management?

  • Grouping managerial roles into three sets
  • Influencing a group to achieve a common goal
  • Organizing and pulling things together for long-term organizational survival (correct)
  • Studying chief executives in large and small organizations

    • What are Henri Fayol's five functions of management?

  • Organizing, leading, and controlling
  • Planning, organizing, commanding, coordinating, and controlling (correct)
  • Planning, organizing, and controlling
  • Organizing, commanding, and coordinating

    • According to Northouse (2013), how did he define leadership?

  • Studying chief executives in large and small organizations
  • Influencing a group to achieve a common goal (correct)
  • Identifying who holds sufficient power to assist change
  • Grouping managerial roles into three sets

    • According to Mintzberg (1979), what are the three sets of managerial roles?

    <p>Interpersonal, informational, and decision-making</p> Signup and view all the answers

    Which leadership style prioritizes serving others and encourages leadership development?

    <p>Servant-leadership</p> Signup and view all the answers

    What are the key attributes of authentic leaders?

    <p>Emotional intelligence, humility, and moral courage</p> Signup and view all the answers

    In which category do Dunphy and Stace model the approach to change based on the level of environmental readjustment needed and the required leadership style?

    <p>Corporate transformation</p> Signup and view all the answers

    What is a common early warning sign for derailing leaders according to critical approaches to leadership?

    <p>Narrow perspectives and poor team building</p> Signup and view all the answers

    According to Dunphy and Stace, which category of leadership is characterized by a high level of control and authority?

    <p>Directive</p> Signup and view all the answers

    What technique, developed by Kurt Lewin, is used for identifying forces for and against change?

    <p>Force-field analysis</p> Signup and view all the answers

    According to Ford and Ford, how can resistance to change be addressed constructively?

    <p>Boosting awareness, returning to purpose, changing the change, building engagement, and completing the past</p> Signup and view all the answers

    According to Piderit, what are the three types of resistance to change?

    <p>Behavioral, cognitive, cynical</p> Signup and view all the answers

    According to the Trait Theories from the 1950s, what are six traits of successful leaders?

    <p>Intelligence, extroversion, dominance, masculinity, conservatism, and being more adjusted than non-leaders</p> Signup and view all the answers

    What did the Michigan studies identify as two independent dimensions of leadership style?

    <p>Consideration and initiating structure</p> Signup and view all the answers

    What is the focus of Behavioural Style Theories from the 1960s?

    <p>Learning leadership actions rather than thinking</p> Signup and view all the answers

    What is the simplified way of categorizing different aspects of leadership behavior, according to The Leadership Grid?

    <p>Being visionary, showing strong confidence, communicating high performance expectations, personally exemplifying the vision, and demonstrating personal sacrifice, determination, persistence, and courage</p> Signup and view all the answers

    According to Fiedler's contingency model of leadership, which situational variables determine the best style of leadership?

    <p>Leader-member relationships, task structure, and positional power</p> Signup and view all the answers

    In Hersey and Blanchard's situational theory, a leader's style depends on:

    <p>Followers' maturity and readiness to undertake tasks</p> Signup and view all the answers

    According to the path-goal theory of leadership, a leader's success is judged by:

    <p>Whether followers achieve their goals</p> Signup and view all the answers

    Which of the following is NOT one of the four dimensions of transformational leadership?

    <p>Maturity and readiness of followers</p> Signup and view all the answers

    According to the Path-Goal Theory of leadership, a leader's success is judged by:

    <p>The number of followers who achieve their goals</p> Signup and view all the answers

    Which theory proposes that a leader's style depends on the maturity and readiness of followers to undertake tasks?

    <p>Hersey and Blanchard's Situational Theory</p> Signup and view all the answers

    What are the two dominant situational factors for the Path-Goal Theory of leadership?

    <p>Characteristics of followers and nature of the task or job</p> Signup and view all the answers

    According to Quinn's Organizational Models, different leadership styles are proposed for different organizational models based on:

    <p>The adaptability and flexibility of the organizational model</p> Signup and view all the answers

    What are the four dimensions of transformational leadership?

    <p>Charisma, inspiration, intellectual stimulation, individualized consideration</p> Signup and view all the answers

    Problems with contingency and situational theories of leadership include:

    <p>Too many variables, disagreement on which to include, inconsistencies with observed leadership behaviors</p> Signup and view all the answers

    What is essential for leadership based on pro-social theories?

    <p>Engagement for motivation, retention, effort, creativity, and productivity</p> Signup and view all the answers

    What is important for leadership according to emotional intelligence?

    <p>Self-awareness, self-regulation, motivation, empathy, and social skills</p> Signup and view all the answers

    Which leadership style prioritizes serving others and encourages leadership development?

    <p>Servant-leadership</p> Signup and view all the answers

    What are the four themes in authentic leadership?

    <p>Natural growth, development from struggle, development from a purpose, active learning process</p> Signup and view all the answers

    According to Dunphy and Stace, what are the three categories of approaches to change?

    <p>Corporate transformation, modular transformation, incremental adjustment, fine-tuning</p> Signup and view all the answers

    What are the attributes of authentic leaders according to the text?

    <p>True to oneself, humility, empathy, moral courage</p> Signup and view all the answers

    According to the text, what is a common early warning sign for derailing leaders?

    <p>Narrow perspectives</p> Signup and view all the answers

    Which of the following is NOT one of Dunphy and Stace's categories of leadership?

    <p>Participative</p> Signup and view all the answers

    What technique, developed by Kurt Lewin, is used for identifying forces for and against change?

    <p>Force-field analysis</p> Signup and view all the answers

    According to Ford and Ford, what is a constructive way to address resistance to change?

    <p>Boosting awareness</p> Signup and view all the answers

    What are the three types of resistance to change identified by Piderit?

    <p>Behavioral, Cognitive, and Affective</p> Signup and view all the answers

    What does readiness for change involve?

    <p>Shaping and conditioning attitudes and beliefs to be favorable for change</p> Signup and view all the answers

    What does leader-member exchange refer to?

    <p>The attitudes of leaders and how they are interpreted by followers</p> Signup and view all the answers

    According to Strebel's model of change paths, what are the five factors to look for when identifying the sources of resistance to change?

    <p>Closed attitudes, Entrenched culture, Rigid structures, Historical forces of change, Overall resistance to change</p> Signup and view all the answers

    What is one of the approaches to managing change proposed by Dunphy and Stace?

    <p>Charismatic transformation</p> Signup and view all the answers

    According to Northouse (2013), how did he define leadership?

    <p>A process whereby an individual influences a group to achieve a common goal</p> Signup and view all the answers

    According to Mintzberg (1979), what are the three sets of managerial roles?

    <p>Interpersonal, informational, decision-making</p> Signup and view all the answers

    What are Henri Fayol's five functions of management?

    <p>Planning, organizing, commanding, coordinating, controlling</p> Signup and view all the answers

    What is the focus of Behavioural Style Theories from the 1960s?

    <p>Understanding and modifying behavior to improve leadership effectiveness</p> Signup and view all the answers

    In Hersey and Blanchard's situational theory, a leader's style depends on:

    <p>The level of environmental readjustment needed</p> Signup and view all the answers

    According to Tony Watson (1994), how did he define management?

    <p>'... organizing, pulling things together and along in a general direction to bring about long term organizational survival.'</p> Signup and view all the answers

    According to the Trait Theories from the 1950s, what are six traits of successful leaders?

    <p>Intelligence, self-confidence, determination, integrity, sociability, task-relevant knowledge</p> Signup and view all the answers

    What technique, developed by Kurt Lewin, is used for identifying forces for and against change?

    <p>'Force field analysis'</p> Signup and view all the answers

    According to the Trait Theories from the 1950s, which of the following was NOT one of the six traits of successful leaders?

    <p>Compassion</p> Signup and view all the answers

    In the Michigan studies, what does 'initiating structure' refer to in terms of leadership style?

    <p>Structuring the leader's role and interactions within the group towards formal goals</p> Signup and view all the answers

    Which of the following is NOT a desirable leadership behavior according to The Leadership Grid?

    <p>Promoting individual autonomy</p> Signup and view all the answers

    What characteristic distinguishes Relational and Pro-social Theories from earlier theories of leadership?

    <p>Viewing leadership as co-created and emphasizing ethical components</p> Signup and view all the answers

    According to Charismatic-visionary leadership theory, which of the following does it NOT involve?

    <p>Positional power</p> Signup and view all the answers

    What did Behavioural Style Theories from the 1960s emphasize about leadership?

    <p>Leadership can be learned, focusing on a leader's actions rather than thinking</p> Signup and view all the answers

    What are two types of power that were still held by the leader according to Contingency and Situational Theories from the 1960s?

    <p>Legitimate power and coercive power</p> Signup and view all the answers

    'Consideration' in the Michigan studies refers to which of the following?

    <p>Building trust and mutual respect</p> Signup and view all the answers

    Study Notes

    • The forces that influence leadership include the relationships and support from subordinates, the nature of the situation, and the leader's style and behavior.

    • Fiedler's contingency model of leadership: three situational variables that determine the best style of leadership – leader-member relationships, task structure, and positional power.

    • Hersey and Blanchard's situational theory: a leader's style depends on the maturity and readiness of followers to undertake tasks.

    • Path-goal theory of leadership: a leader's success is judged by whether followers achieve their goals, and four behaviors suggested: directive, supportive, participative, and achievement-oriented.

    • Two dominant situational factors for path-goal theory: the characteristics of followers and the nature of the task or job.

    • Quinn's organizational models: four models distinguished by adaptability and flexibility versus stability and control, and outward or internal focus.

    • Problems with contingency and situational theory: too many contingent variables, disagreement regarding why some variables should be included, and inconsistencies with observed leadership behaviors.

    • Pro-social theories of leadership: leaders have social responsibilities, and engagement is important for motivation, retention, effort, creativity, and productivity.

    • Emotional intelligence (EI) is important for leadership: self-awareness, self-regulation, motivation, empathy, and social skills.

    • Transformational leadership: four dimensions – charisma, inspiration, intellectual stimulation, and individualized consideration.

    • Fiedler's theory: best style of leadership depends on situational variables – leader-member relationships, task structure, and positional power.

    • Hersey and Blanchard: leader's style depends on followers' maturity and readiness to undertake tasks.

    • Path-goal theory: leader's success is judged by whether followers achieve goals, and four suggested behaviors – directive, supportive, participative, and achievement-oriented.

    • Quinn's models: four organizational models distinguished by adaptability and flexibility versus stability and control, and outward or internal focus.

    • Pro-social theories: leaders have social responsibilities, and engagement is important for motivation, retention, effort, creativity, and productivity.

    • Emotional intelligence: important for leadership, consisting of self-awareness, self-regulation, motivation, empathy, and social skills.

    • Transformational leadership: consists of charisma, inspiration, intellectual stimulation, and individualized consideration.

    • Quinn's models propose different leadership styles for different organizational models.

    • Problems with contingency and situational theories: too many variables, disagreement on which to include, inconsistencies with observed leadership behaviors.

    • Pro-social theories: approaches to leadership based on social responsibilities and engagement.

    • Emotional intelligence: essential for leadership and consists of self-awareness, self-regulation, motivation, empathy, and social skills.

    • Transformational leadership: consists of charisma, inspiration, intellectual stimulation, and individualized consideration.

    • Fiedler's theory: best style of leadership depends on situational variables – leader-member relationships, task structure, and positional power.

    • Hersey and Blanchard: leader's style depends on followers' maturity and readiness to undertake tasks.

    • Path-goal theory: leader's success is judged by whether followers achieve their goals, and four suggested behaviors – directive, supportive, participative, and achievement-oriented.

    • Quinn's models: propose different leadership styles for different organizational models.

    • Problems with contingency and situational theories: too many variables, disagreement on which to include, inconsistencies with observed leadership behaviors.

    • Pro-social theories: approaches to leadership based on social responsibilities and engagement.

    • Emotional intelligence: essential for leadership and consists of self-awareness, self-regulation, motivation, empathy, and social skills.

    • Transformational leadership: consists of charisma, inspiration, intellectual stimulation, and individualized consideration.

    • Fiedler's theory: best style of leadership depends on situational variables – leader-member relationships, task structure, and positional power.

    • Hersey and Blanchard: leader's style depends on followers' maturity and readiness to undertake tasks.

    • Path-goal theory: leader's success is judged by whether followers achieve their goals, and four suggested behaviors – directive, supportive, participative, and achievement-oriented.

    • Quinn's models: propose different leadership styles for different organizational models.

    • Problems with contingency and situational theories: too many variables, disagreement on which to include, inconsistencies with observed leadership behaviors.

    • Pro-social theories: approaches to leadership based on social responsibilities and engagement.

    • Emotional intelligence: essential for leadership and consists of self-awareness, self-regulation, motivation, empathy, and social skills.

    • Transformational leadership: consists of charisma, inspiration, intellectual stimulation, and individualized consideration.

    • Fiedler's theory: best style of leadership depends on situational variables – leader-member relations, task structure, and positional power.

    • Hersey and Blanchard: leader's style depends on followers' maturity and readiness to undertake tasks.

    • Path-goal theory: leader's success is judged by whether followers achieve their goals, and four suggested behaviors – directive, supportive, participative, and achievement-oriented.

    • Quinn's models: propose different leadership styles for different organizational models.

    • Problems with contingency and situational theories: too many variables, disagreement on which to include, inconsistencies with observed leadership behaviors.

    • Pro-social theories: approaches to leadership based on social responsibilities and engagement.

    • Emotional intelligence: essential for leadership and consists of self-awareness, self-regulation, motivation, empathy, and social skills.

    • Transformational leadership: consists of charisma, inspiration, intellectual stimulation, and individualized consideration.

    • Fiedler's theory: best style of leadership depends on situational variables – leader-member relations, task structure, and positional power.

    • Hersey and Blanchard: leader's style depends on followers' maturity and readiness to undertake tasks.

    • Path-goal theory: leader's success is judged by whether followers achieve their goals, and four suggested behaviors – directive, supportive, participative, and achievement-oriented.

    • Quinn's models: propose different leadership styles for different organizational models.

    • Problems with contingency and situational theories: too many variables, disagreement on which to include, inconsistencies with observed leadership behaviors.

    • Pro-social theories: approaches to leadership based on social responsibilities and engagement.

    • Emotional intelligence: essential for leadership and consists of self-awareness, self-regulation, motivation, empathy, and social skills.

    • Transformational leadership: consists of charisma, inspiration, intellectual stimulation, and individualized consideration.

    • Fiedler's theory: best style of leadership depends on situational variables – leader-member relations, task structure, and positional power.

    • Hersey and Blanchard: leader's style depends on followers' maturity and readiness to undertake tasks.

    • Path-goal theory: leader's success is judged by whether followers achieve their goals, and four suggested behaviors – directive, supportive, participative, and achievement-oriented.

    • Quinn's models: propose different leadership styles for different organizational models.

    • Problems with contingency and situational theories: too many variables, disagreement on which to include, inconsistencies with observed leadership behaviors.

    • Pro-social theories: approaches to leadership based on social responsibilities and engagement.

    • Emotional intelligence: essential for leadership and consists of self-awareness, self-regulation, motivation, empathy, and social skills.

    • Transformational leadership: consists of charisma, inspiration, intellectual stimulation, and individualized consideration.

    • Fiedler's theory: best style of leadership depends on situational variables – leader-member relations, task structure, and positional power.

    • Hersey and Blanchard: leader's style depends on followers' maturity and readiness to undertake tasks.

    • Path-goal theory: leader's success is judged by whether followers achieve their goals, and four suggested behaviors – directive, supportive, participative, and achievement-oriented.

    • Quinn's models: propose different leadership styles for different organizational models.

    • Problems with contingency and situational theories: too many variables, disagreement on which to include, inconsistencies with observed leadership behaviors.

    • Pro-social theories: approaches to leadership based on social responsibilities and engagement.

    • Emotional intelligence: essential for leadership and consists of self-awareness, self-regulation, motivation, empathy, and social skills.

    • Transformational leadership: consists of charisma, inspiration, intellectual stimulation, and individualized consideration.

    • Winston Churchill, Bill Clinton, Steve Jobs are examples of leaders with legitimate, expert, and referent power.

    • Trait Theories from the 1950s suggested leaders are born with certain qualities for success. Six traits of successful leaders were proposed: intelligence, extroversion, dominance, masculinity, conservatism, and being more adjusted than non-leaders.

    • Behavioural Style Theories from the 1960s suggested leadership can be learned, focusing on leader’s actions rather than thinking.

    • Contingency and Situational Theories from the 1960s emphasized situational variables in determining appropriate leadership style. Legitimate and coercive power was still held by the leader.

    • Relational and Pro-social Theories from the late 1970s and onwards view leadership as interpersonal and co-created, with a strong ethical component and a shift in focus from power to people.

    • Charismatic-visionary leadership involves frame-breaking, frame-moving, and frame-realignment.

    • Trait theories underpinned the idea that leaders are born, emphasizing what leaders should be like. Six traits of successful leaders were proposed: intelligence, extroversion, dominance, masculinity, conservatism, and being more adjusted than non-leaders.

    • Behavioural Style Theories from the 1960s suggested that leadership can be learned, focusing on a leader's actions rather than their thinking.

    • Michigan studies identified two independent dimensions of leadership style: consideration and initiating structure. Consideration is the degree to which a leader builds trust and mutual respect, while initiating structure is the degree to which a leader structures their role and the interactions within the group towards formal goals.

    • The Leadership Grid is a simplified way of categorizing different aspects of leadership behavior. Five desirable leadership behaviors were condensed from a long list: being visionary, showing strong confidence, communicating high performance expectations, personally exemplifying the vision, and demonstrating personal sacrifice, determination, persistence, and courage.

    • Contingency and Situational Approaches to Leadership emphasize the importance of situational variables in determining the appropriate leadership style. The forces determining the style of leadership originate from both the manager and the situational factors.

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    Description

    Test your knowledge of Fiedler’s contingency model of leadership, which focuses on situational variables that determine the best leadership style to adopt. This quiz covers subordinates' forces, situational forces, and the three situational variables of Fiedler’s model.

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