Exam 3: From Early Managerial to Transactional Theories of Leadership

The behavioral approach to leadership study emphasizes what a leader does and gained its popularity starting in the 1950s.

A theory that asserts that "leaders, to be effective, engage in behaviors that complement subordinates' environments and abilities in a manner that compensates for deficiencies and is instrumental to subordinate satisfaction and individual work unit performance" is known as:

Select one theory from Chapter 3 that can be used for achieving organizational or performance results, and diagram it using the causal-chain framework as shown in one of the exhibits of Chapter 3 (draw appropriate boxes and label the contents of each box). Be sure to designate the name of the theory that you diagram.

An important element in Hersey and Blanchard's theory deals with organizational maturity, a financial term indicating the final date for payment of principal and interest.

The trait theory has been proved to be true because two leaders with different traits cannot have the same level of success in leadership.

One of the limitations of classical management approaches is that:

The managerial grid theory of Blake and Mouton emphasizes a contingency approach to leadership, in which there is no single ideal approach from one situation to another.

One lesson to students from the LMX theory is that if they wish to be perceived as competent and committed to the job, they should strive for what the theory calls high-exchange relationship status.

The principles approach to the study of management focuses on the study of what managers do in organizations, with emphasis on basic concepts such as reasonable responsibilities and span of control.

A personality test developed in the 1920s, called the Myers-Briggs Type Indicator, was based on whose temperament and theory?

As part of the "classical management period," the approach that emphasized the role of mid- and senior-level managers in organizing rationally at a high level of organizational activity is known as:

One of the three approaches that dominated most management thinking and writing in the "classical management period" is:

Lillian Gilbreth was cited in the section titled "Resources" for the parallels she brought between having twelve children and overseeing employees in the early 1900s. Defend a position that there is still a place in the study of leadership for comparisons between family and organization.

When we study the foundations of bureaucracy, such as the writings of Max Weber, we see that the thinking was "bureaucracy could do no wrong" because it removed favoritism in organizations.

According to Bass and Stogdill (1990), the following is unrelated to a master list of traits that bear a positive correlation to leadership: