OLS 284 Exam 1 Study GuideChapter 1: The Nature of LeadershipWhat is the most common element in definitions of leadership?(From the lecture: Influence)(Page 8)-Efforts not only to influence and facilitate the current work of the group or organization, but also to ensure that it is prepared to meet future challenges.-“Leadership is the process of influencing others to understand and agree about what needs to be done and how to do it, and the process of facilitating individual and collective efforts to accomplishshared objectives.”What is self-efficacy? How does it relate to leadership effectiveness?(From Self-Assessment #1)-Self-efficacy is the extent or strength of one’s belief in one’s own ability to complete tasks and reach goals.-It relates to leadership effectiveness because leaders must typically be confident to be effective.-Measuring the Effectiveness of a Leader1. Follower attitudes and perceptions of the leader2. Leader’s contribution to the quality of group processes3. Performance and growth of leader’s group or organization4. Extent to which a person has a successful career as a leaderWhat is Idiosyncrasy credit?(From Lecture)- The credits a person earns, over time, by conforming to group norms; if enough idiosyncrasy credits are earned, the person can, on occasion, behave deviantly without retribution from the groupChapter 2: The Nature of Managerial WorkAccording to Mintzberg, which type of role is likelyto get the highest priority?(See page 55)-Disturbance Handler RoleWhich are the four general processes in managerial work and how do they differ? (Decision-Making, Exchanging Information, -Decision Making-Influencing1Developing and Maintaining Relations and Influencing) (Page 65)-Developing and Maintaining Relationships-Exchanging InformationWhat are some of the causes for changes in managerial work? (Pages 62 and 63)-Globalization-Cultural diversity-International issues-New computer and telecommunications technology-Changes in the structure of organizations-Increased reliance on outside suppliers, consultants, and contractorsWhat are recommendations for effective time management?(Pages 66-8)-Understand the reasons for demands and constraints-Expand the range of choices-Determine what you want to accomplish-Analyze how you use your time-Plan daily and weekly activities-Avoid unnecessary activities-Conquer procrastination-Take advantage or reactive activities-Make time for reflective planning2Chapter 3: Perspectives on Effective Leadership Behavior What are examples of “Initiating Structure” as defined in the Ohio State studies?(Page 94)-Assigning tasks to subordinates-Maintaining definite standards of performance -Asking subordinates to follow standard procedures-Emphasizing the importance of meeting deadlines-Criticizing poor work-Coordinating the activities of differentsubordinatesConsideration by a leader is most likely to result in:(Page 95)-Fewer grievances -Less turnoverFleishman and Harris found that grievances and turnover were lowest when:(Page 95)-Supervisors were considerateAccording to Blake and Mouton, effective leaders in relation to “Task” and “Relationship” are most likely to practice what kind of behaviors?(Pages 102-3)-Task and relations behavior tend to be correlated positively with subordinate performance, but the correlation is usually weak-Only a small number of studies have actually tested for an interaction between task-oriented and person-oriented behavior, and the results were inconsistentWhat are examples of supporting behaviors?(Page 115)-Show acceptance and positive regard-Be polite and considerate, not arrogant and rude-Treat each subordinate as an individual-Remember important details about theperson-Be patient and helpful when giving instructions or explanations-Provide sympathy and support when the person is anxious or upset-Express confidence in the person when there is a difficult task-Provide assistance with the work when it is needed-Be willing to help with personal problemsWhat happens to results when consideration is highand structure is absent?-Lower grievances?3(Lecture- Satisfaction is high but results tend to be lower)Chapter 4: Participative Leadership and EmpowermentWhat is the most likely benefit from using participation in decision making?(Pages 146-7)-Decision Quality-Decision Acceptance-Satisfaction with the Decision Process-Development of Participant SkillsWhich decision procedure combines participation with leader control over the finaldecision? (Pages 144-5)-ConsultationWhat tasks is a manager more likely to delegate?(Pages 165-6)-Tasks that can be done better by a subordinate-Tasks that are urgent but not high priority-Tasks relevant to a subordinate’s career-Tasks of appropriate difficulty-Both pleasant and unpleasant tasks-Tasks not central to the manager’s roleWhat are likely benefits from using delegation?(Pages 162-3)-Improvement of decision quality-Greater subordinate commitment-Enriched jobs-Time management-Management developmentWhat are guidelines for how to delegate effectively?(Page 165)-Specify responsibilities clearly-Provide adequate authority and specify limits of discretion-Specify reporting requirements-Ensure subordinate acceptance of responsibilities -Inform others who need to know-Monitor progress in appropriate ways-Arrange for the subordinate to receivenecessary information-Provide support and assistance, but avoid reverse delegation-Make mistakes a learning experienceWhat are important advantages for delegating to subordinates?(Page 162-3)-Improvement of decision quality-Greater subordinate commitment-Enriched jobs-Time management4-Management developmentWhat are recommended as guidelines for psychological empowerment?(Page 173)-Clarify objectives and explain how the work supports them-Involve people in making decisions that affect them-Delegate responsibility and authority for important activities-Take into account individual differences in motivation and skills-Provide access to relevant information-Provide resources needed to carry out new responsibilities -Change management systems to be consistent with empowerment-Remove bureaucratic constrains and unnecessary controls-Express confidence and trust in people-Provide coaching and advice when requested -Encourage and support