管理学第九版清华大学出版社课后习题答案第17章文档格式.docx
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管理学第九版清华大学出版社课后习题答案第17章文档格式.docx
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p.488)
2.Ideally,allmanagersshouldbeleaders.
(True;
EARLYTHEORIESOFLEADERSHIP
3.Despitethebesteffortsofresearchers,itprovedimpossibletoidentifyonesetoftraitsthatwouldalwaysdifferentiateleadersfromnonleaders.
moderate;
p.489)
4.Effectiveleadersdonotneedahighdegreeofknowledgeaboutthecompany,industry,andtechnicalmatters.
5.Cognitivetheoriesareleadershiptheoriesthatidentifiedbehaviorsthatdifferentiatedeffectiveleadersfromineffectiveleaders.
p.490)
6.AccordingtotheUniversityofMichiganstudies,leaderswhoareproductionorientedaredescribedasemphasizinginterpersonalrelationshipsandastakingapersonalinterestintheneedsoftheirfollowers.
p.492)
7.Themanagerialgridonlyprovidesaframeworkforconceptualizingleadershipstyle.
p.493)
CONTINGENCYTHEORIESOFLEADERSHIP
8.Fiedler’scontingencymodelofleadershipstyleproposedthateffectivenessdependsontheabilityandwillingnessofthesubordinates.
9.Theleast-preferredcoworkerquestionnairemeasureswhetherapersonistaskorrelationshiporiented.
10.
AccordingtoFiedler’sresearch,task-orientedleaderstendedtoperformbetterinsituationsthatareveryfavorabletothemandinsituationsthatwereveryunfavorable.
difficult;
p.495)
11.AccordingtoFiedler’sresearch,relationship-orientedleadersseemedtoperformbetterinveryunfavorablesituations.
12.VroomandYetton’sleaderparticipationmodelrelatedleadershipbehaviorandparticipationtodecisionmaking.
p.497)
13.RobertHouse’spath-goaltheoryisanexpectancytheoryofmotivation.
p.498)
14.RobertHouse’sachievement-orientedleadersetschallenginggoalsandexpectsfollowerstoperformattheirhighestlevel.
p.499)
15.RobertHouseassumedthatleadershipstylechangesdependingonthesituation.
16.Path-goaltheoryholdsthatsubordinateswithanexternallocusofcontrolwillbemoresatisfiedwithadirectivestyle.
p.500)
CONTEMPORARYVIEWSONLEADERSHIP
17.Transactionalandtransformationalleadershipareopposingapproachestogettingthingsdone.
18.Charismaistheabilitytocreateandarticulatearealistic,credible,attractivevisionofthefutureforanyorganizationororganizationalunitthatgrowsoutofandimprovesonthepresent.
p.501)
19.Acharismaticleaderislikelyseenasbeingself-confidentandinfluential.
20.Peopleworkingforcharismaticleadersaremotivatedtoexertextraworkeffortbutexpresslowersatisfaction.
21.Charismaticleadershipmaynotalwaysbeneededtoachievehighlevelsofemployeeperformance.
22.Thekeypropertiesofavisionseemtobeinspirationalpossibilitiesthatarevaluecentered,arerealizable,havesuperiorimagery,andarewellarticulated.
p.502)
23.Onespecificroleofteamleadershipisthatteamleadersaretroubleshooters.
p.503)
24.Whenteamleadersassumetheroleoftroubleshooter,theyclarifyexpectationsandroles,teach,andoffersupport.
LEADERSHIPISSUESINTHETWENTY-FIRSTCENTURY
25.Legitimatepowerandauthorityareoneinthesame.
p.504)
26.Credibilityisthedegreetowhichfollowersperceivesomeoneashonest,competent,andabletoinspire.
p.506)
27.Trustisthebeliefintheintegrity,character,andabilityofaleader.
pp.506-507)
28.Ofthefivedimensionsthatmakeuptheconceptoftrust,loyaltyseemstobethemostcriticalwhensomeoneassessesanother’strustworthiness.
p.507)
29.Ethicalleadersmayusetheircharismatoenhancetheirpoweroverfollowersandusethatpowerforself-servingpurposes.
p.508;
AACSB:
Ethics)
30.Empowermentinvolvesincreasingthedecision-makingdiscretionofworkers.
p.509)
Multiple-ChoiceQuestions
Foreachofthefollowingchoosetheanswerthatmostcompletelyanswersthequestion.
31.Personswhoareabletoinfluenceothersandwhopossessmanagerialauthorityaretermed______________.
a.managers
b.leaders
c.organizers
d.visionaries
(b;
32.
Leadershipis__________________.
a.theprocessofinfluencingagrouptowardtheachievementofgoals
b.agroupthatachievesgoals
c.thefunctionofinfluencingagroupt
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