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Nelson is the manager of a marketing department in a medium sized company. Nelson has six employees reporting to him. In deciding the goals for the department for next quarter, Nelson is holding a meeting for employee input and direction. Nelson uses a(n) _________ style of decision making in the marketing department.
Typology: Exercises
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c. proven track record in the industry. d. laid-back performance standards and style. (d) Medium/Analysis
c. low mental intelligence. d. low emotional intelligence. (b) Medium/Application
(b) Medium/Synthesis
a. Low LPC leaders are effective. b. High LPC leaders are effective. c. Medium LPC leaders are effective. d. Either low or high LPC leaders will be effective. (a) Difficult/Synthesis
d. involves structuring the roles of subordinates, providing them with instructions, and behaving in ways that will increase the performance of the group. (a) Easy/Knowledge
Traits that can be presented include: general mental intelligence and emotional intelligence, the Big 5 traits, self-esteem and integrity. General intelligence is often viewed as getting individuals to the leader level, but once there emotional intelligence may take over, as everyone at the leader level has mental intelligence. The Big 5 traits of openness, conscientiousness and extraversion are related both to leader emergence and leader effectiveness. Extraversion has the strongest relationship to both leader emergence and effectiveness. Individual leaders with high self-esteem tend to have greater levels of self-confidence, and studies show that they support their subordinates more and when they punish, punish more effectively. Also, self-esteem may be the underlying reason why height and leadership are connected, because people who are taller have greater self-esteem and therefore project more charisma and get more followers. Those individuals who have greater integrity are viewed as more trustworthy and thus gain more followers.
There are four sets of theories in this chapter: Trait theories, behavioral theories, contingency and contemporary theories. Students can choose in the trait theory category to discuss specific traits like the Big 5 personality traits, mental and emotional intelligence, self- esteem and integrity. Their discussions should center on the relationship between the individual trait and either leadership emergence or leadership effectiveness. The intent behind the trait theories was to define a limited number of attributes that could define a leader or the success of a leader. The major limitation of the trait theories is that they do not take into account the situation in which the leadership takes place. A second group of theories that can serve as a comparison point are the behavioral theories. These theories look at what leaders actually do. The Ohio State and University of Michigan studies pointed out that leaders tend to demonstrate task- or people-oriented behaviors, and students can discuss the relationship between those behaviors and leadership effectiveness. Further, students can discuss the style of leader decision making and its relationship to leader effectiveness. The value of the behavioral theories is that they indicate the need to understand the context of leadership, and so the third category, contingency theory, might be a point of comparison for the writer. Contingency theories presented include Fiedler’s and House’s theories. Fiedler’s work assumed the leader style to be fixed and only the environment can be changed. House took a different track underscoring the importance of varying one’s style depending on the situation. The final group of theories are contemporary theories including those of transformational, transactional, leader-member exchange, servant and authentic leadership. Each of these new theories focuses on a different aspect of leadership, but all suggest that effective leaders need to change their style based upon the demands of the situation as well as using their own values and needs.