Question 11: According To Hersey And Blanchard, A Telling St

Question 11ptsaccording To Hersey And Blanchard A Telling Style Of Le

Question 11ptsaccording To Hersey And Blanchard A Telling Style Of Le

Question 11 pts According to Hersey and Blanchard, a telling style of leadership is best for __________. low follower readiness. low to moderate follower readiness. moderate to high follower readiness. high follower readiness. veteran employees who are highly prepared for a particular job. Flag this Question Question 21 pts Some work in the United States, Britain, Hong Kong and Japan show that leadership behaviors _________________. are the same in all four countries. are not important. must be carried out in different ways in alternative cultures. must be carried out the same ways in different cultures. change consistently by country. Flag this Question Question 31 pts Which of the following statements about self-rewards is inaccurate? self-rewards, in conjunction with self observation, can be useful in moving behaviors toward goal attainment. self-rewards can be real such as a steak dinner. imagery, such as imaging the receipt of a bonus, is a self-reward. rehearsal of desired behaviors before actual performance can prove quite useful. most people do not like to often reward themselves for their activities. Flag this Question Question 41 pts All of the following are types of position power EXCEPT: reward power. coercive power. legitimate power. statutory power. information power. Flag this Question Question 51 pts Which of the following is NOT one of the four styles of leadership identified by Hersey and Blanchard? delegating. participating. selling. telling. motivating. Flag this Question Question 61 pts In order to increase their centrality and criticality in the organization, managers may seek to acquire a more central role in the workflow by doing all of the following EXCEPT: having information filtered through them. occupying an office convenient to main traffic flows. expanding their network of communication contacts. increasing their political savvy. making at least part of their job responsibilities unique. Flag this Question Question 71 pts What type of power does a manager exercise when he or she offers pay raises, bonuses, special assignments, or compliments as incentives to subordinates? legitimate power. expert power. coercive power. referent power. reward power. Flag this Question Question 81 pts All of the following are true of the study by Detert and Burris on leadership behaviors EXCEPT Personalized behavior is not enough to generate employee voice. If leaders are going to overcome employee restraint in speaking up, they must indicate openness to change. Openness behaviors send a clear signal that voice is welcome. Many individuals don’t feel safe speaking up in their organizations. Transformational leader behaviors are enough to signal openness. Flag this Question Question 91 pts The primary disadvantage of grapevines occurs when __________________. provides a sense of security from “being in the know.†provides social satisfaction as information is exchanged interpersonally. helps fulfill the needs of people involved in them. they transmit incorrect or untimely information. they transmit information quickly and efficiently. Flag this Question Question 101 pts Key similarities between transformational theories of leadership and ethical theories leadership include all of the following EXCEPT: ethical decision-making integrity role modeling concern for others future-orientation. Flag this Question

Paper For Above instruction

Leadership theories and behaviors have long been a central focus in organizational management, aiming to understand and improve the ways leaders influence followers and drive organizational success. Among these, Hersey and Blanchard’s Situational Leadership Theory is prominent, emphasizing the need to adapt leadership styles based on followers’ readiness levels. The “telling” style, characterized by high directing and low supporting behaviors, is particularly effective for followers with low readiness—individuals who lack the ability or confidence to perform tasks independently. This style provides clear instructions and close supervision, ensuring that followers develop the necessary skills and confidence over time (Hersey & Blanchard, 1969).

The effectiveness of leadership behaviors also varies across cultures, as studies conducted in the United States, Britain, Hong Kong, and Japan reveal. These works demonstrate that leadership is not a one-size-fits-all approach; instead, behaviors must be tailored to fit cultural norms and societal expectations (House et al., 2004). For example, hierarchical and authoritarian behaviors are more accepted in collectivist cultures like Japan, whereas participative styles resonate more in individualistic societies such as the United States. Recognizing cultural differences enhances a leader’s ability to motivate and manage diverse teams effectively.

Self-reward mechanisms serve as important tools for personal motivation and behavior management. Self-rewards, such as treating oneself to a special dinner or imagining receiving a bonus, can reinforce desired behaviors and facilitate goal achievement (Latham & Pinder, 2005). Rehearsing behaviors before actual performance further enhances effectiveness, helping individuals prepare mentally and emotionally. However, most people tend to resist frequent self-rewards, perhaps due to social norms or feelings of undeservedness, which can diminish the motivational impact.

Power dynamics within organizations are categorized into various types, including reward power, coercive power, legitimate power, and information power. Reward power, exercised by offering incentives like bonuses or promotions, is one of the most potent forms, directly influencing subordinate motivation (French & Raven, 1959). Conversely, position power derived from formal authority is limited when compared to personal power sources like expertise or referent power, which foster admiration and voluntary compliance.

Hersey and Blanchard also identified four primary leadership styles: delegating, participating, selling, and telling. Among these, “motivating” is not one of their explicit styles; instead, it is a broader goal achieved through the appropriate application of these styles based on followers’ development levels. When aiming to increase a manager’s centrality in an organization’s workflow, actions such as expanding communication networks and increasing political savvy are recommended, while having information filtered through oneself might, in limiting access, decrease transparency and inclusiveness (Burt, 2005).

Leadership influence extends beyond organizational boundaries through mechanisms like grapevine communication, which, although often criticized for transmitting inaccurate information, can also foster social bonds and provide a sense of security to employees (Baker, 2012). The primary challenge is ensuring the accuracy and timeliness of information shared through informal channels.

Finally, transformational leadership and ethical leadership share core values such as integrity, concern for others, and future-orientation. Both emphasize role-modeling behavior and ethical decision-making as essential in fostering trust and motivation. However, transformational leaders alone are insufficient if ethical principles are disregarded, as integrity must underpin all leadership actions to sustain credibility and employee commitment (Bass & Steidlmeier, 1999).

In conclusion, effective leadership requires a nuanced understanding of situational adaptability, cultural sensitivity, motivational strategies, power dynamics, and ethical considerations. By integrating these elements, leaders can foster resilient, motivated, and high-performing teams capable of navigating complex organizational landscapes.

References

• Baker, W. (2012). Managing Organizational Change. Oxford University Press.
• Bass, B. M., & Steidlmeier, P. (1999). Ethics, Character, and Authentic Transformational Leadership. The Leadership Quarterly, 10(2), 181-217.
• Burt, R. S. (2005). Brokerage and Closure: An Introduction to Social Capital. Oxford University Press.
• French, J. R., & Raven, B. (1959). The Bases of Social Power. In D. Cartwright (Ed.), Studies in Social Power (pp. 150-167). University of Michigan.
• Hersey, P., & Blanchard, K. H. (1969). Management of Organizational Behavior: Utilizing Human Resources. Prentice-Hall.
• House, R. J., Hanges, P. J., Javidan, M., Dorfman, P. W., & Gupta, V. (2004). Culture, Leadership, and Organizations: The GLOBE Study of 62 Societies. Sage Publications.
• Latham, G. P., & Pinder, C. C. (2005). Work Motivation Theory and Research at the Dawn of the Twenty-First Century. Annual Review of Psychology, 56, 485–516.