Given the differences between cultures, a sensitivity to those differences and the ability to adapt style to circumstances are needed in global leaders. Which statement regarding global leader characteristics is correct? a. In Western and Latin cultures, leaders who speak in a monotonous voice convey the ability to control emotions.
All traits are equally effective in predicting leadership potential across organizations. b. In large, bureaucratic organizations, leader traits have more impact on behavior than in a small, entrepreneurial organization. c. Traits have an equal impact on leader emergence and leader effectiveness.
Universally, people feel that honesty, trustworthiness and fairness are related to leadership effectiveness. c. Transactional leaders are found to be the most influential leaders around the world. d. There is no universal agreement on characteristics viewed as undesirable in leaders.
Universally, people feel that honesty, trustworthiness and fairness are related to leadership effectiveness. c. Transactional leaders are found to be the most influential leaders around the world.
The role of the leader in the path-goal theory is to remove roadblocks and create a motivational environment for workers. b. Each leadership style identified in the path-goal theory is effective depending on the employee characteristics and those of the work environment.
Paolo is a manager of a department in a small, family-run retail department store. He and his subordinates clash over scheduling and other procedural aspects of the job almost daily. While having the title of manager, Paolo makes few decisions for the department, instead implementing those relayed by his manager.
Leaders with high self esteem support their subordinates more than leaders with lower self esteem. A key trait associated with leadership is. a. high sensitivity.
Leaders can create high performing employees by making sure employee effort leads to performance and that performance is rewarded with desired rewards. Leaders can create high performing employees by making sure employee effort leads to performance and that performance is rewarded with desired rewards.
Paolo is a manager of a department in a small, family-run retail department store. He and his subordinates clash over scheduling and other procedural aspects of the job almost daily. While having the title of manager, Paolo makes few decisions for the department, instead implementing those relayed by his manager.