Leadership Six

According to the case, Battle for the Caribbean, the early leaders of both rival cruise lines used

• friendly, supportive leadership to train their new employees and to run efficient ships

• tough, highly directive leadership styles to train their new employees and to run efficient ships

• a fun, party-like atmosphere to motivate their service workers

• self-leadership to motivate themselves to think big

According to Fiedler’s Contingency Theory of Leadership, what are the three situational factors that determine which leadership style is appropriate?

• task structure, position power, and leader-member relations

• pay structure, intrinsic job satisfaction, and environmental comfort

• pay system, job demands, and employee skills

• extrinsic motivators, intrinsic motivators inherent in the job, and the employees’ internal level of motivation

According to Fiedler’s Contingency Theory,

• leaders can be trained to use a wide variety of leadership styles, and leaders should alter their style according to the situation

• leaders can be high on both relations leadership and task leadership

• leaders are classified as high on either task leadership or relations leadership, not both

• leaders always need to use their position power

The Hersey-Blanchard Situational Leadership® Model (Hersey & Blanchard 1969) argues that the right leadership style depends on:

• position power

• task complexity

• the unique one-on-one relationships between followers and leaders

• follower readiness in terms of ability and willingness

The research on the Hersey-Blanchard Situational Leadership® Model (Hersey & Blanchard 1969)

• suggests the model may have little practical utility

• is strongly supportive, with a large number of studies finding support for the model

• the few studies have found strong support for the model, but more studies need to be done to confirm these impressive findings

• found that the model correctly matched the leadership style to the situation 65% of the time

Leaders engage in ______________ to let followers know what behaviors will be rewarded, to teach them how to achieve the task, and to remove other obstacles in the way of achievement.

• reward specification

• path-clarification

• initiating structure

• obstacle-removal

According to a meta-analysis on path-goal theory, when employees have low ability

• they are especially resentful when leaders initiate structure

• directive leadership and leader initiating structure should be used more frequently

• surprisingly (and counter to path-goal theory), leader initiating structure had no effect on their satisfaction

• leaders give up too early and fail to spend the required time trying to train these employees

A study varied the degree to which managers performed work that was more complex, equally complex, or less complex than the work done by those they supervised. This study found that

• higher rates of order-giving increased perceptions of leadership ability when the managers performed either relatively more complex work, or relatively less complex work

• managerial complexity had no effect on how the managers were rated on leadership

• regardless of the managers’ relative complexity, high rates of order-giving reduced the subordinates’ ratings of the leader

• high rates of order-giving increased ratings of the leaders across all levels of relative task complexity

Jack Welch, former CEO of General Electric, has been called

• “Neutron Jack” for firing the bottom 10% of his workforce each year during his early years

• “Manager of the Century”

• Jack “Sweet Juice” Welch for his consideration leadership and friendly, supportive behavior

• both “a” and “b”

According to the Case: Battle for the Caribbean, two of the rival cruise lines were

• founded by leaders who only used directive, tough leadership styles

• founded by leaders who only used supportive, considerate leadership styles

• founded by visionary leaders who had detailed, task-oriented leaders as partners

• founded by leaders who were high on both visionary leadership and directive, detailed-oriented leadership