Reviewer in Industrial Psychology 2. The one who established Scientific B. 1.

Contingency theory by fielder

Management.
Chapter 7: Leadership in Organization 3. According to him, “We must learn…that 2. Path-goal theory by House
there are great groups of men, laborers,
who are but little above the child who
must be told what to do and shown how 3. Normative decision theory by Vroom
to do it…There are only a few leaders, and Yetton
Enumeration: most must be followers.”
4. Human relations approach to C. 1. Person-oriented leader
management began under the impact of
A. 3 Approaches to the study of leadership what studies?
B. 3 Theories of leadership 5. Proponent of Theory X and Theory Y. 2. task-oriented leader
C. 2 Types of leader according to Fielder 6. Refers to a standard of behavior
D. 3 Factors on which control of the considered to be the correct one. D. 1. Relations between leaders and the
situation depends 7. Leader is appointed or imposed by followers
E. 4 styles of leader behavior proposed by external sources.
House 8. Leader is elected by the members.
2. Degree of task structure
F. 3 Components in which most effective 9. Leadership style in which the power,
leader depends according to Vroom and decision or authority is only in the
Yetton leader. 3. Leader’s position power
G. 2 Levels of role of power
H. 5 kinds of power in terms of their 10. Leadership style in which power or
derivation decision is in the people or majority. E. 1. Directive leadership
I. 2 Dimensions in which leadership 11. Power of a leader to reward the
functions are described subordinates. 2. Supportive leadership
12. Power of a leader to punish
J. 4 Elements of consideration-structure
subordinates.
K. 7 Tasks/activities which must be done 13. Formalization of the power structure by 3. Participative leadership
by managers the rules of the organization.
L. 6 Personality factors identified as being 14. Relates to the extent to which followers 4. Achievement-oriented leadership
highly related to success as a manager identify with their leader and the
M. 2 Remained unchanged out of the 6 leader’s goal.
15. Extent to which leaders are perceived to F. 1. Quality of the decision
personality factors
N. 20 characteristics of a leader be knowledgeable in an area.
16. According to him, “The most promising
2. Degree of its acceptance
managers are those who want to lead
a. Thinking and advance…”
b. Feelings and interrelationship 3. Time needed to make the decision
c. Outward behavior characteristics
Answer Key:
G. 1. The power that leaders have over
O. 3 Types of skills of a leader subordinates
Enumeration:

Identification: 2. How leaders are motivated by

A. 1. Trait approach
subordinates
1. Also called as most immediate 2. Situational approach
supervisors in the early years of 20th H. 1. Reward power
century.
3. Behavioral approach
 2. Coercive power L. 1. Leadership motivation 8. Articulateness

3. Legitimate power 2. Ambition 9. Stamina

4. Referent power 3. Impulsivity 10. Adaptability

5. Expert power 4. Affability 11. Sense of humor

I. 1. Consideration-structure 5. Self-esteem c. 1. Vision

2. Initiating-structure 6. Optimism 2. Perseverance

J. 1. Creating a feeling of approval M. 1. Self-esteem 3. Personal organization

2. Developing personal relations 2. Optimism 4. Integrity

3. Providing fair treatment 5. Social responsibility

4. Equitable rule enforcement N. a. 1. Capacity to abstract O. 1. Conceptual skill

K. 1. Managers must determine realistic 2. Intelligence 2. Human skill

objectives
3. Judgment 3. Technical skill
2. Managers must provide the necessary
resources
4. Tolerance for ambiguity

3. Managers must take their Identification:

b. 1. Authority
expectations known

2. Activity 1. Foremen
4. Managers must provide an adequate 2. Frederick Taylor
reward structure 3. Goddard
3. Achievement 4. Hawthorne Studies
5. Managers must delegate authority 5. Douglas Mgregor
and invite participation 4. Sensitivity 6. Normative
7. Headship
8. Leadership
6. Managers must remove barriers to 5. Involvement 9. Authoritarian leadership
effective performance 10. Democratic leadership
6. Maturity 11. Reward power
7. Managers must periodically appraise 12. Coercive power
their subordinates’ performance and 13. Legitimate power
7. Interdependence 14. Referent power
inform them of results.
15. Expert power
 16. Douglas bray

Good luck!

Prepared By:

Camilo B. Cadeliña