Matching
Match the following. You may use a response once, more than once, or not at all.
Premises:
Defined by the organization
States that decision effectiveness is a function of decision quality and subordinate acceptance of the decision
Can withhold promotion, praise, recognition
States that leaders cannot change leadership style
Path-goal theory
Executive named champion of diversity
Developing strategies for international expansion
Loyalty
LPC theory
Ordering an across-the-line price cut
States that leaders have different working relationships with different groups of subordinates
States that some characteristics of subordinates and the environment make it unnecessary for the leader to lead
Leader-member exchange model
Force compliance
Michigan studies
Actions speak louder than words
Inspiring a team to do their best
Identifies four different styles of leadership
A vision to see a need
Focusing employees on pricing and inventory management
Finding sources of funding for growth
Charismatic leadership
Leadership Grid
Vroom decision tree
Access to information
Tennenbaum and Schmidt's leadership continuum
Responses:
Fiedler's contingency model
Manager
Situational model
Both manager and leader
Leader behavior model
Trait model
Vroom-Yetton-Jago
Reward power
Expert power
Coercive power
Leadership power
Michigan studies
Substitutes for leadership
Path-goal theory
Leader
Legitimate power
Vertical-dyad linkage
Referent power
Correct Answer:
Premises:
Responses:
Defined by the organization
States that decision effectiveness is a function of decision quality and subordinate acceptance of the decision
Can withhold promotion, praise, recognition
States that leaders cannot change leadership style
Path-goal theory
Executive named champion of diversity
Developing strategies for international expansion
Loyalty
LPC theory
Ordering an across-the-line price cut
States that leaders have different working relationships with different groups of subordinates
States that some characteristics of subordinates and the environment make it unnecessary for the leader to lead
Leader-member exchange model
Force compliance
Michigan studies
Actions speak louder than words
Inspiring a team to do their best
Identifies four different styles of leadership
A vision to see a need
Focusing employees on pricing and inventory management
Finding sources of funding for growth
Charismatic leadership
Leadership Grid
Vroom decision tree
Access to information
Tennenbaum and Schmidt's leadership continuum
Premises:
Defined by the organization
States that decision effectiveness is a function of decision quality and subordinate acceptance of the decision
Can withhold promotion, praise, recognition
States that leaders cannot change leadership style
Path-goal theory
Executive named champion of diversity
Developing strategies for international expansion
Loyalty
LPC theory
Ordering an across-the-line price cut
States that leaders have different working relationships with different groups of subordinates
States that some characteristics of subordinates and the environment make it unnecessary for the leader to lead
Leader-member exchange model
Force compliance
Michigan studies
Actions speak louder than words
Inspiring a team to do their best
Identifies four different styles of leadership
A vision to see a need
Focusing employees on pricing and inventory management
Finding sources of funding for growth
Charismatic leadership
Leadership Grid
Vroom decision tree
Access to information
Tennenbaum and Schmidt's leadership continuum
Responses:
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