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41 True/False questions

  1. Leadership(introduced by Robert Greenleaf in 1970) belief that to be a true leader, one must ensure people's highest priority needs are being serve.

          

  2. autocratic leadership(introduced by Robert Greenleaf in 1970) belief that to be a true leader, one must ensure people's highest priority needs are being serve.

          

  3. laissez-faire leader is the opposite ofautocratic leadership

          

  4. laissez-faire leaderleave it be

          

  5. People-oriented leaderssearch out the best methods and resources to get the work done, make decisions relating to organizing and assigning work as an individual, and continuously monitor the performance of those with whom the manager assigns the work to (being in control, making decisions w/o

          

  6. benefits of transactional leadership include:runs under the premise of actions and reaction (influenced by Max Weber & Bernard Bass)

          

  7. charismashows the leader's ability to arouse a sense of excitement, motivation and assurance in followers

          

  8. formal leaderan officially assigned position given to someone based on his or her ability to perform the job

          

  9. transactional leadershipviews management as a sequence of transactions where the actions of subordinates result in either a reward or punishment

          

  10. Task-oriented leaderssearch out the best methods and resources to get the work done, make decisions relating to organizing and assigning work as an individual, and continuously monitor the performance of those with whom the manager assigns the work to (being in control, making decisions w/o

          

  11. chain of commandshows the leader's ability to arouse a sense of excitement, motivation and assurance in followers

          

  12. Individualized considerationserving as a role model to followers by living by the same principles that he or she expects of their followers

          

  13. Setting a clear visioninfluencing employees to understand and accept the future state of the organization

          

  14. Idealized influencedefining their role in the work process, providing them with the tools needed to perform and participating in their effort along the way

          

  15. The assumption of transactional leadership is that people are motivated byClearly defined roles and responsibilities, Healthy motivation, responsibility and accountability

          

  16. autonomyshows the leader's ability to arouse a sense of excitement, motivation and assurance in followers

          

  17. active management by exceptionintervene only when an employee is not meeting the expectation, usually resulting in punishment

          

  18. laissez-faire meansleave it be

          

  19. passive management by exceptionwatch for slight deviations and quickly intervene to take corrective action to prevent further mistake

          

  20. servant leadership(introduced by Robert Greenleaf in 1970) belief that to be a true leader, one must ensure people's highest priority needs are being serve.

          

  21. A leader has _________, whereas a manager has ____________accomplishing organizational goals

          

  22. informal leaderan officially assigned position given to someone based on his or her ability to perform the job

          

  23. someone becomes a leader based oninfluencing employees to understand and accept the future state of the organization

          

  24. Motivates employeesfinding out enough about their needs and wants, giving them what they need and providing praise for a job well done

          

  25. effective laissez-faire leaders...monitors the performance of their employees and provides them with feedback on a regular basis (they don't micromanaging)

          

  26. Impression managementPlanning, Organizing, Leading, Controlling

          

  27. Leading as a function of managementPlanning, Organizing, Leading, Controlling

          

  28. Builds moralepulling everyone together to work towards a common goal

          

  29. Guides employeesdefining their role in the work process, providing them with the tools needed to perform and participating in their effort along the way

          

  30. leadership orientationis the action of leading people in an organization towards achieving goals

          

  31. transformational leaderviews management as a sequence of transactions where the actions of subordinates result in either a reward or punishment

          

  32. intellectually stimulatingpreference on the most effective way to get work done

          

  33. the primary concern of a manager isPlanning, Organizing, Leading, Controlling

          

  34. a manager get's there power and authority by..their personal qualities

          

  35. visionan idea of where followers are going and why

          

  36. reward or punishment associated with transactional leadership is contingent uponClearly defined roles and responsibilities, Healthy motivation, responsibility and accountability

          

  37. four functions of managementinvolves a manager spending time connecting with his or her employees on an interpersonal level (communicating, motivating, inspiring, encouraging)

          

  38. philanthropyhaving a genuine concern for the advancement of others

          

  39. Servant leaders believe effective leaders...monitors the performance of their employees and provides them with feedback on a regular basis (they don't micromanaging)

          

  40. Framingprovide followers with a game plan in highly measureable terms for how they will accomplish their tasks

          

  41. transactional leaderviews management as a sequence of transactions where the actions of subordinates result in either a reward or punishment