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26 Matching questions

  1. High Machs
  2. High LPC Leader
  3. Mach scales
  4. Participating
  5. Directive leadership
  6. Telling
  7. Leadership Style Matrix
  8. Path-Goal Leadership Styles
  9. participative leadership
  10. Follower Ability
  11. Follower Confidence
  12. task structure
  13. leader-member relations
  14. Supportive leadership
  15. Delegating
  16. FCT Leadership Style
  17. Selling
  18. Situational Favorablness
  19. Low LPC Leader
  20. Low Machs
  21. Hersey-Blanchard's Model of Situational Leadership
  22. Fiedler's Contingency Theory
  23. leader position power
  24. Machiavellianism in Organizations
  25. Path-goal Theory
  26. Achievement-oriented leadership
  1. a a personality trait that is characterized with the use of manipulation to achieve power
  2. b those who would be considered highly manipulative (more competitive than Low Machs)
  3. c occurs when the three dimensions - leader-member relations, task structure, and leader position power - are high
  4. d determined by rating a leader's least preferred co-worker on the least preferred co-worker (LPC) scale
  5. e the degree to which a follower believes in his or her ability to perform a particular task.
  6. f follower who has little skills and ability and lacks confidence. Leader must provide clear direction and supervision at all times.
  7. g that there is no one leadership style, but there are situation-contingent factors (leadership style and situational favorableness) that determine for a particular situation
  8. h (Robert J. House) theory that a good leader provides clear direction, sets high goals, gets involved in goal achievement and supports his employees
  9. i focuses on people (fast decision making); effective in favorable
  10. j fost good relationships and concern for followers' well-being & personal needs
  11. k followers who possess the skills, ability and confidence to perform the task. This is a low-task, low-relationship style.
  12. l contends that leaders must adjust their leadership style according to the maturity of their 'followers' or employees
  13. m follower does not possess the skill or ability but has a high level of confidence, the leader can take a more persuasive leadership approach. This is a high-task, high-relationship style
  14. n refers to the degree to which the leader possesses inherent power in his or her position
  15. o measure a person's Machiavellian orientation ( spans from being highly manipulative to being highly submissive)
  16. p refers to the degree to which tasks are clearly explained and structured for workers
  17. q sets challenging goals; expects high performance, shows confidence
  18. r shares ideas with subordinates, gives them a chance to participate, and facilitates decision making
  19. s refers to the degree of trust, respect, and confidence exists between the leader and the workers
  20. t spells out the what and how of subordinates' tasks (specific advice)
  21. u Delegating (low task, low relationship; most seniored employees), participating (low task; high relationship; newer employees), selling (high task, high relationship, college interns), telling (High task, low relationship high school interns)
  22. v characterized as being highly submissive (operate with a much higher set of ethical standards than High Machs)
  23. w the degree to which a follower possesses the skills and ability to perform a particular task
  24. x followers who possess the skills and ability but lack the confidence to perform the task. This is a low-task, high-relationship style.
  25. y focuses on tasks (fast production); effective in both favorable and unfavorable situations
  26. z Achievement-oriented leadership
    Directive leadership
    Participative leadership
    Supportive leadership