Yolanda Sparks is a leader who believes strongly in the relationship-oriented approach to leadership.
Over the years, the use of this style has meant mostly good things for her company, Sandstone, Inc Some of her subordinates, however, have complained about her leadership style in anonymous questionnaires routinely filled out by employees. Which of the following is MOST LIKELY a complaint that one of her employees has put in an anonymous questionnaire?
A) Yolanda's leadership often leaves us feeling as though our assembly line responsibilities are not as important as our regular conversations with her about things outside of work. This usually results in less work getting done and, therefore, lower productivity numbers on our weekly reports.
B) Yolanda's leadership approach tends to focus a bit too much on the numbers and the bottom line. She has always been decent to us, but her eyes never leave the productivity reports.
C) Yolanda's approach to leadership is very inconsistent. We never know whether or not she will be friendly on one day or very hard and demanding on the next. She wavers too much between what she thinks is important for the workers to be focused on.
D) Yolanda is far more concerned with her own upward mobility than she is with the success of our team. Her main concern is looking good and this has hurt our success.
Question 2
________ suggests that leaders need to focus on what outcomes motivate their followers and then to distribute those outcomes to subordinates when they attain their work goals and perform at a high level.
A) The Vroom and Yetton model
B) Leader-member exchange theory
C) Path-goal theory
D) Reciprocal theory
Question 3
A ________ is something that acts in the place of a formal leader and makes leadership unnecessary.
A) leadership substitute
B) leadership surrogate
C) leadership proxy
D) leadership puppet
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