Question 1

Narrative 13-3
A discipline called "analytics" has risen to the forefront of several major professional sports,with the National Hockey League (NHL)seeming as though they've finally come around. The underlying argument of analytics-minded staff is that a player's value to a team cannot be measured using traditional statistics such as goals,assists,shots on goal,and penalty minutes. The Florida Panthers,for instance,made some surprising trades during the 2016 offseason that ran counter to received hockey wisdom.
In Arizona,John Chayka was appointed General Manager of the Arizona Coyotes at age 26 in May 2016. His hire wasn't without controversy,as some executives branded his hiring "nuts." Chayka's response was "I've never been [one] to really care much what other people think. It's a matter of perspective,opinion. … For me,it's not about myself,my age,my experience,and my background;it's more about a team. … As a team we feel we can accomplish all we need to and we have all the necessary experience to be successful." Head coach Dave Tippett,who reports to Chayka,said,"[He's] going to be a difference-maker. And when you have a difference-maker on your team,it makes everybody better." Chayka's "message to [the] players is that if there is something we need to do to help our organization win,we're going to do it. [Our] mandate from ownership [is] to eliminate all excuses and maximize all of our players."
-Refer to Narrative 13-3. Chayka's guidance to his players is that "[Our] mandate from ownership [is] to eliminate all excuses and maximize all of our players." Which of the following best describes the type of leader Chayka is?

Accepted Answer

Chayka's message to his players suggests that he is a directive leader who sets clear expectations and goals for his team. He emphasizes accountability and eliminating excuses, which is characteristic of a directive leadership style.

Question 2

Narrative 13-1
Gary Davenport is the former president of the CIO Association of Canada. He's learned to ignore one bit of advice he's frequently heard: "Work with what you have." Davenport doesn't accept that view. He subscribes to the philosophy that calls for "having the right people on the bus and the right people in the right seats on the bus." As Davenport moved from senior leadership role to senior leadership role across organizations,he articulated who he was and what he believed in to establish expectations with his senior leadership teams.
-Refer to Narrative 13-1. Which of the following best seems to describe Davenport's leadership style,according to path-goal theory?

Accepted Answer

Davenport's focus on having the right people in the right seats on the bus suggests an achievement-oriented leadership style, which is a key aspect of the path-goal theory. This style involves setting challenging goals, expecting high levels of performance, and providing support and resources to help team members achieve those goals.

Question 3

Narrative 13-1
Gary Davenport is the former president of the CIO Association of Canada. He's learned to ignore one bit of advice he's frequently heard: "Work with what you have." Davenport doesn't accept that view. He subscribes to the philosophy that calls for "having the right people on the bus and the right people in the right seats on the bus." As Davenport moved from senior leadership role to senior leadership role across organizations,he articulated who he was and what he believed in to establish expectations with his senior leadership teams.
-Refer to Narrative 13-1. Which of the following defines Davenport's ability to set expectations with his senior leadership team?

Accepted Answer

The answer of Narrative 13-1
Gary Davenport is the former president...

Question 4

Narrative 13-2
Stan O'Neal is the new CEO of Merrill-Lynch. He began his tenure by firing the entire management committee. A few months later he fired two of his hand-picked senior executives because they were "plotting to diminish his authority" and did not want to follow his orders unquestioningly.
-Refer to Narrative 13-2. In terms of Fiedler's contingency theory,what was O'Neal most concerned with establishing?

Accepted Answer

The answer of Narrative 13-2
Stan O'Neal is the new CEO...

Question 5

Which leadership style is most likely to rely on positive and negative reinforcement?

Accepted Answer

Transactional leadership is a leadership style that is based on a system of rewards and punishments. This means that leaders who use this style rely heavily on positive and negative reinforcement to motivate their followers to achieve their goals. In this style of leadership, leaders use rewards such as bonuses, promotions, and recognition to motivate their followers, while punishments such as demotions, reprimands, and disciplinary measures are used to discourage undesirable behavior.  On the other hand, transformational and charismatic leadership styles are based on inspiring and influencing followers through vision and passion, whereas participative leadership involves collaboration and involvement of followers in decision-making.

Question 6

Narrative 13-2
Stan O'Neal is the new CEO of Merrill-Lynch. He began his tenure by firing the entire management committee. A few months later he fired two of his hand-picked senior executives because they were "plotting to diminish his authority" and did not want to follow his orders unquestioningly.
-Refer to Narrative 13-2. Which leadership style is O'Neal using to improve Merrill's profitability?

Accepted Answer

O'Neal is using the directive style, which involves a clear, specific, and authoritative approach to decision-making and leadership. He is making unilateral decisions and enforcing strict obedience to his authority, as evidenced by his firing of both the management committee and his senior executives who did not follow his orders without question. This style can be effective in certain situations, especially when quick and decisive action is needed to improve profitability.

Question 7

Narrative 13-1
Gary Davenport is the former president of the CIO Association of Canada. He's learned to ignore one bit of advice he's frequently heard: "Work with what you have." Davenport doesn't accept that view. He subscribes to the philosophy that calls for "having the right people on the bus and the right people in the right seats on the bus." As Davenport moved from senior leadership role to senior leadership role across organizations,he articulated who he was and what he believed in to establish expectations with his senior leadership teams.
-Refer to Narrative 13-1. Which of the following seems most important to Davenport?

Accepted Answer

Davenport believes in having the right people on the bus and the right people in the right seats on the bus. This suggests that he values goal commitment (D) and situational favourableness (A).

Question 8

Narrative 13-3
A discipline called "analytics" has risen to the forefront of several major professional sports,with the National Hockey League (NHL)seeming as though they've finally come around. The underlying argument of analytics-minded staff is that a player's value to a team cannot be measured using traditional statistics such as goals,assists,shots on goal,and penalty minutes. The Florida Panthers,for instance,made some surprising trades during the 2016 offseason that ran counter to received hockey wisdom.
In Arizona,John Chayka was appointed General Manager of the Arizona Coyotes at age 26 in May 2016. His hire wasn't without controversy,as some executives branded his hiring "nuts." Chayka's response was "I've never been [one] to really care much what other people think. It's a matter of perspective,opinion. … For me,it's not about myself,my age,my experience,and my background;it's more about a team. … As a team we feel we can accomplish all we need to and we have all the necessary experience to be successful." Head coach Dave Tippett,who reports to Chayka,said,"[He's] going to be a difference-maker. And when you have a difference-maker on your team,it makes everybody better." Chayka's "message to [the] players is that if there is something we need to do to help our organization win,we're going to do it. [Our] mandate from ownership [is] to eliminate all excuses and maximize all of our players."
-Refer to Narrative 13-3. By describing Chayka as a "difference-maker," which of the following are his coworkers using to define Chayka?

Accepted Answer

By referring to Chayka as a "difference-maker," his coworkers are highlighting his unique personal qualities or traits that contribute to his effectiveness, aligning with trait theory. This theory suggests that certain individuals possess inherent traits that make them better leaders.

Question 9

As CEO of UPS,Michael Eskew is transforming the company from a package delivery service to a logistics expert so it can serve as a traffic manager for corporations across North America. As a transformational manager,what is Eskew doing?

Accepted Answer

Eskew is using intellectual stimulation to encourage his employees to take innovative approaches to problem solving in order to transform the company from a package delivery service to a logistics expert.

Question 10

In which component of transformational leadership do leaders pay special attention to followers' needs by creating learning opportunities,accepting and tolerating differences,encouraging two-way communication,and listening well?

Accepted Answer

Individualized consideration involves paying attention to the individual needs of followers, providing support, creating learning opportunities, and fostering an environment in which followers can grow and develop. This includes accepting and tolerating differences among followers, encouraging two-way communication, and being an active listener.

Question 11

Which of the following would increase the risks associated with unethical leaders?

Accepted Answer

Giving managers complete trust and freedom to run their departments without any guidance or oversight can increase the risks associated with unethical leadership. Without proper monitoring, unethical leaders may abuse their power without consequences.

Question 12

Narrative 13-3
A discipline called "analytics" has risen to the forefront of several major professional sports,with the National Hockey League (NHL)seeming as though they've finally come around. The underlying argument of analytics-minded staff is that a player's value to a team cannot be measured using traditional statistics such as goals,assists,shots on goal,and penalty minutes. The Florida Panthers,for instance,made some surprising trades during the 2016 offseason that ran counter to received hockey wisdom.
In Arizona,John Chayka was appointed General Manager of the Arizona Coyotes at age 26 in May 2016. His hire wasn't without controversy,as some executives branded his hiring "nuts." Chayka's response was "I've never been [one] to really care much what other people think. It's a matter of perspective,opinion. … For me,it's not about myself,my age,my experience,and my background;it's more about a team. … As a team we feel we can accomplish all we need to and we have all the necessary experience to be successful." Head coach Dave Tippett,who reports to Chayka,said,"[He's] going to be a difference-maker. And when you have a difference-maker on your team,it makes everybody better." Chayka's "message to [the] players is that if there is something we need to do to help our organization win,we're going to do it. [Our] mandate from ownership [is] to eliminate all excuses and maximize all of our players."
-Refer to Narrative 13-3. Analytics-minded GMs,such as Chayka,operate within windows of opportunity. Because compensation trails performance,he must find players on the rise,players who haven't shown all that they can do yet. His ability to see potential in players creates a positive image for the hockey club's future. Given his ability to provide direction for the future,which of the following could Chayka be classified as?

Accepted Answer

Chayka's ability to see potential and provide direction for the future aligns with the qualities of a visionary leader. He is focused on building a positive image for the hockey club's future through his analytics-driven approach to player evaluation and team management.

Question 13

What have research results shown when comparing transformational and transactional leadership?

Accepted Answer

Research has consistently shown that transformational leadership is more effective than transactional leadership in achieving organizational outcomes, such as job satisfaction, motivation, commitment, and performance. Transformational leaders are able to inspire and motivate employees to go above and beyond their job requirements by appealing to their higher-order needs and aspirations, whereas transactional leaders rely on contingent rewards and punishments to motivate compliance and task performance. However, it is important to note that different leadership styles may be more effective or appropriate depending on the situation or context, and that a combination or integration of different styles may be optimal for leaders to effectively manage complex and dynamic environments.

Question 14

Narrative 13-3
A discipline called "analytics" has risen to the forefront of several major professional sports,with the National Hockey League (NHL)seeming as though they've finally come around. The underlying argument of analytics-minded staff is that a player's value to a team cannot be measured using traditional statistics such as goals,assists,shots on goal,and penalty minutes. The Florida Panthers,for instance,made some surprising trades during the 2016 offseason that ran counter to received hockey wisdom.
In Arizona,John Chayka was appointed General Manager of the Arizona Coyotes at age 26 in May 2016. His hire wasn't without controversy,as some executives branded his hiring "nuts." Chayka's response was "I've never been [one] to really care much what other people think. It's a matter of perspective,opinion. … For me,it's not about myself,my age,my experience,and my background;it's more about a team. … As a team we feel we can accomplish all we need to and we have all the necessary experience to be successful." Head coach Dave Tippett,who reports to Chayka,said,"[He's] going to be a difference-maker. And when you have a difference-maker on your team,it makes everybody better." Chayka's "message to [the] players is that if there is something we need to do to help our organization win,we're going to do it. [Our] mandate from ownership [is] to eliminate all excuses and maximize all of our players."
-Refer to Narrative 13-3. Chayka has built a team around him that will require him to be able to set goals,give directions,and assign tasks. What does Chayka excel in?

Accepted Answer

Chayka's role as general manager requires him to set goals, give directions, and assign tasks, which are all aspects of initiating structure. His response to criticism also suggests that he is confident in his decision-making abilities and is not swayed by the opinions of others. Therefore, D - initiating structure - is the best choice.

Question 15

Which of the following is based on an exchange process in which followers are rewarded for good performance and punished for poor performance?

Accepted Answer

Transactional leadership is based on an exchange process, where leaders reward or punish followers based on their performance. This type of leadership focuses on achieving specific goals and objectives through clear expectations and accountability.

Question 16

Avril's staff are often intimidated by her. While Avril will show appreciation and provide bonuses for good performance,she can be quite threatening if any of her workers do not perform well. Which kind of leadership style does Avril exhibit?

Accepted Answer

The answer of Avril's staff are often intimidated by her....

Question 17

Narrative 13-2
Stan O'Neal is the new CEO of Merrill-Lynch. He began his tenure by firing the entire management committee. A few months later he fired two of his hand-picked senior executives because they were "plotting to diminish his authority" and did not want to follow his orders unquestioningly.
-Refer to Narrative 13-2. Due to the key leadership behaviour O'Neal uses,it is obvious that he is less concerned about his employees' job satisfaction. What is O'Neal likely most concerned about?

Accepted Answer

O'Neal's behavior demonstrates that he is more concerned with achieving his goals and maintaining his authority than he is with the job satisfaction of his employees. Firing the entire management committee and senior executives who did not want to follow his orders unquestioningly indicates that job performance is likely his top concern.

Question 18

Narrative 13-3
A discipline called "analytics" has risen to the forefront of several major professional sports,with the National Hockey League (NHL)seeming as though they've finally come around. The underlying argument of analytics-minded staff is that a player's value to a team cannot be measured using traditional statistics such as goals,assists,shots on goal,and penalty minutes. The Florida Panthers,for instance,made some surprising trades during the 2016 offseason that ran counter to received hockey wisdom.
In Arizona,John Chayka was appointed General Manager of the Arizona Coyotes at age 26 in May 2016. His hire wasn't without controversy,as some executives branded his hiring "nuts." Chayka's response was "I've never been [one] to really care much what other people think. It's a matter of perspective,opinion. … For me,it's not about myself,my age,my experience,and my background;it's more about a team. … As a team we feel we can accomplish all we need to and we have all the necessary experience to be successful." Head coach Dave Tippett,who reports to Chayka,said,"[He's] going to be a difference-maker. And when you have a difference-maker on your team,it makes everybody better." Chayka's "message to [the] players is that if there is something we need to do to help our organization win,we're going to do it. [Our] mandate from ownership [is] to eliminate all excuses and maximize all of our players."
-Refer to Narrative 13-3. Which statement best describes why Chayka is an example of a leader?

Accepted Answer

Chayka's quotes indicate that he expects the best from his players and is focused on maximizing their potential in order to help the team win. This shows leadership qualities such as accountability, goal-setting, and the ability to motivate and manage a team. A and B are incorrect because there is no evidence that Chayka gives his players complete freedom or that he is fortunate to have self-motivated players. D is incorrect because Chayka's authority as the general manager does not guarantee automatic respect from his players.

Question 19

Narrative 13-1
Gary Davenport is the former president of the CIO Association of Canada. He's learned to ignore one bit of advice he's frequently heard: "Work with what you have." Davenport doesn't accept that view. He subscribes to the philosophy that calls for "having the right people on the bus and the right people in the right seats on the bus." As Davenport moved from senior leadership role to senior leadership role across organizations,he articulated who he was and what he believed in to establish expectations with his senior leadership teams.
-Refer to Narrative 13-1. Which of the following leadership styles should Davenport be using,according to path-goal theory?

Accepted Answer

Participative leadership allows for the involvement of team members in decision-making, which aligns with Davenport's philosophy of having the right people in the right seats on the bus.

Question 20

Narrative 13-2
Stan O'Neal is the new CEO of Merrill-Lynch. He began his tenure by firing the entire management committee. A few months later he fired two of his hand-picked senior executives because they were "plotting to diminish his authority" and did not want to follow his orders unquestioningly.
-Refer to Narrative 13-2. In terms of situational favourableness,which of the following did O'Neal demonstrate?

Accepted Answer

O'Neal demonstrated a high power position by firing those who challenged his authority, indicating he had significant control and influence over the organization.

Quiz 13: Leadership