OLS 284 Quiz 2 Study GuideWhat is the relationship between the influence of the leader and the freedom of the follower to make a decision? (Pages 144-5)-Participative LeadershipHow do the concepts of autocratic decision making, consultation, joint decision making, and delegation differ? (Pages 144-5)-Autocratic: manager makes a decision without asking for the opinions or suggestions of other people.-Consultation: manager asks other people for their opinions and ideas, and then makes the decision alone.-Joint Decision Making: manager meets with others to discuss the decision problem and make a decision together. -Delegation: manager gives an individual orgroup the authority and responsibility for making a decision.What factors influence the leader’s decision as what to delegate to an employee? (Pages 165-166)-What to delegate:1. Tasks that can be done better by a subordinate2. Tasks that are urgent but not high priority3. Tasks relevant to subordinates’ career4. Tasks of appropriate difficulty5. Both pleasant and unpleasant tasks6. Tasks not central to the manager’s roleWhat are the elements of psychological empowerment? What does each mean? (Pages 169-70)-Psychological empowerment describes how the intrinsic motivation and self-efficacy of people are influenced by leadership behavior, job characteristics, organization structure, and their own needs and values.-Elements of psychological empowerment include: perspective of leader behavior, decision procedures, and the formal structure of the organization.How does the exchange relationships differ between leaders and followers inthe in group? The out group? (Pages 200-1)-In-Group: The basis of establishing a high-exchange relationship is the leader’s control over outcomes that are desirable to a subordinate.-These outcomes include: Such things as assignment tointeresting and desirable tasks Delegation of greater responsibility and authority  More sharing of information, participation in making some of the leader’s decisions  Tangible rewards such as a pay increase Special benefits (e.g., better work schedule, bigger office) Personal support and approval Facilitation of the subordinate’s career. (recommending a promotion, giving developmental assignments with high visibility)-In return for greater status, influence, and benefits, a high-exchange subordinate has additional obligations such as: Being expected to work harder To be more committed to task objectives Be loyal to the leader Share some of the leader’s administrative duties-A low exchange relationship is characterized by a relatively low level ofmutual influence. To satisfy the terms ofthis “outgroup” relationship, subordinates need only to: Comply with formal role requirements (duties, rules, standard procedures, and legitimate directionsfrom the leader)-As long as such compliance is forthcoming, the subordinate with a low-exchange “outgroup” relationship receives the standard benefits for the job(such as salary).To what do managers attribute the cause of poor performance by employees who are members of the in group? The out group? (Page 207)-The leader’s behavior toward the subordinate is consistent with the attribution about performance. -For example, effective behavior by a high-exchange subordinate is more likely to be praised, and mistakes by a low-exchange subordinate are more likely tobe criticized.What are suggested ways to deal with a subordinate’s performance deficiencies? (Pages 207-211)-Gather information about the performance problem.-Try to avoid attributional biases.-Provide corrective feedback promptly.-Describe the deficiency briefly in specific terms.-Explain the adverse impact of ineffective behavior.-Stay calm and professional.-Mutually identify the reasons for inadequate performance.-Ask the person to suggest remedies.-Express confidence in the person.-Express a sincere desire to help the person.-Reach agreement on specific action steps.-Summarize the discussion and verify agreement. What are the four impression management tactics described in the chapter? What does each mean? (Pages 214-5)-Exemplification: This tactic involves behavior intended to demonstrate dedication and loyalty to the mission, to the organization, or to the followers.-Ingratiation: This tactic involves behaviorintended to influence the target person tolike the agent and perceive the agent as someone who has desirable social qualities (friendly, considerate, caring, charming, interesting, attractive)-Self-Promotion: This tactic involves behavior intended to influence favorableimpressions about your competence and value to the organization.-Intimidation: This tactic involves behaviorintended to influence the target person toperceive the agent as a dangerous personwho is able and willing to use power to harm others who fail to do what the person