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21. The
leader can increase employee motivation, according to the Path-Goal theory, by
either (1) clarifying the employee’s path to accomplish goals, or (2)
maximizing the value of the rewards available to successful employees.

22. If
someone believes in telling their subordinates exactly what they are supposed
to do, then they are exercising a supportive leader behavior, according to the
Path-Goal theory.

23. The work
environment contingencies, according to the Path-Goal theory, include the
degree of task structure, the nature of the formal authority system, and the
work group itself.

24. A substitute
counteracts the leadership style and prevents the leader from displaying
certain behaviors.

25. A
neutralizer is a situational variable that counteracts a leadership style and
prevents the leader from displaying certain behaviors.

26. A
transactional leader is an inspirational leader who has the ability to motivate
subordinates, through personal transactions, to transcend their normal

27. A
transformational leader is a leader distinguished by a special ability to bring
about innovation and change.

28. The
potential ability to influence the behavior and decisions of other people is

29. Mechanistic
power is one of the five sources of power.

30. Legitimate,
reward, and expert powers are all forms of position power.

31. The type
of power that results from the leader’s legitimate authority, based upon his or
her position within the organization, is called coercive power.

32. When Bob
shouts at Tara in public for not finishing her
work and suspends her for two days, he is using his coercive power.

33. The
powers most likely to generate resistance from employees are legitimate and
reward powers.

34. Two types
of personal powers are expert and reward powers.

35. Referent
power is the type of power that results from political referrals.

36. Empowering
employees works because total power in the organization seems to increase.

37. Given
that everyone has more say and it takes more time, empowering employees has
been on decline in corporate America.

38. A servant
leader is a leader who works to fulfill subordinates needs and goals as well as
to achieve the organization’s larger mission.

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