MGMT312 MGMT/312 MGMT 312 Midterm-

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3)
In your own words, describe two strengths and two weaknesses of the Skills Approach to
leadership.
Some strengths of the skills approach are that it stresses the importance of the concept of
developing leadership skills instead of just using the ones you already possess. Another
strength and a way this can be done is through skills-based testing to allow for leaders to
find the skills needed to work on and better develop them. The weakness of the skills
approach is that it can be related to the trait method by saying that some individual
attributes are trait like. Also, there is not a real explanation of how skills lead to create
effective leadership performance. It also doesn’t not discuss why some skills are more
important than others or how the skills can be rank
4)
The Style Theory is also referred to as the Behavioral theory. Why?
The Style theory is referred to as the behavior theory because the approach indicates that
that leadership is composed of two different kinds of behaviors. The behaviors are task-
oriented behavior and relationship-oriented behavior. Task-oriented behavior describe
how leader create goal accomplishment and help others achieve their goals. Relationship-
oriented behaviors help the leader’s followers feel comfortable with themselves and each
other along with the situations that the leader is guiding them through. The purpose of the
style approach is to discuss how leaders use these two behaviors to influence their
followers to reach their desired goals. This is why the style approach is referred to the
behavior theory because it is behavior driven.
5)
Explain the meaning of the leadership “grid”.
The leadership grid used to chart an individual’s leadership style. The grid uses both X
and Y axis to plot the points to find the leaders style. The X axis show the leaders concern
for production and where the leaders focus is on how much stress is being put on
productivity and achieving goals. Whereas the Y axis is used to determine a leader’s
concern for people and how their needs and problems develop to accomplish to overall
goals. The leadership grid shows how companies accomplish their goals. They can also
be used as a tool to help leaders put more focus in the area that is needed to help get
things done.

6)
What is the overall premise of the situational theory/model?
The situational theory describes how leaders match their behaviors with the performance
needs of the individual or group that they are attempting to influence. It discusses how in
order for this to be successful that leaders need to be flexible. Each individual has a
different maturity level and that helps makes this model successful because of how the
leader can adapt to the different levels. When leaders can adapt their behaviors to each
individual it shows that this model is successful because they it will benefit both the
individual and the leader by being able to achieve team, leader and individual goals.
7)
In the Situational Leadership Model, what are the four leadership styles and the four
developmental levels. Briefly describe what they mean.
The four leadership styles are directing, coaching, supporting and delegating. Directing is
considered a low directive and low supportive behavior where the leader provides clear
directions for the employee and that can accomplish the task. This is normally related to
the development level one stage because they have low competence but high commitment
for getting things done. Coaching is a high directive and high supportive style where they
pair with a low to some competence and low commitment level developmental stage to
support the individual to accomplish the task and create a commitment to the future.
Supporting is a low directive and high supporting style as the development level is a
higher competency with varying commitment. Leaders focus on relationships in the team
here to support the goal. Delegating is a high directive and low supportive stage
the developmental level is high competence and high commitment. Leaders focus on high
level goals here to provide growth for the individuals.
8)
What is path-goal leadership and how does it differ from others? What other theory is similar
to path-goal leadership?
Path-goal leaderships describes how behaviors influence group satisfaction and
performance. It shows that leadership can influence followers to accomplish goals. The
theory is similar to expectancy theory because it shows that the follower is motivated
towards a reward when the goals are accomplished. It creates a culture of if you work
hard then you will be able to accomplish goals and also be rewarded.
9)
The LMX (Leader Member Exchange Theory) contends that subordinates fall in to either the
in-group or the out-group. This is obviously not about a popularity contest. What does this
concept mean when relating to the LMX theory?
With the LMX theory there are three scales used to asses; mutual respect, mutual trust
and sense of obligation. With in-group subordinates they are dependable and willing to
put in hard work to achieve the goals and objectives of the leader. With out-group
individuals they are much less dependable and usual just put in enough work to complete
their basic responsibilities. The leaders with the in-group tend to have a higher quality
relationship with their subordinates. The subordinates from the out-group are ones that
have lower exchange rates with their leaders.
10)
Explain the four transformational factors associated with the transformational leadership
model.
The transformational factors in the transformational leadership model are; charisma,
inspirational leadership, intellectual stimulation and individual consideration. Individual
consideration describes how leaders should provide one on one attention to their
subordinates and that its beneficial because it shows appreciation and mentorships to their
subordinates. Intellectual stimulation promotes a culture of creativity and problem-
solving from the subordinates and allows for them to accomplish their organizational
goals. Inspirational leadership comes when there are high expectations on the leaders and
subordinates and there are important goals that need to be met. Charisma is a
characteristic that leaders use to show their subordinates a sense of vision and instills
trust in them to get the tasks accomplished.

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MGMT 100 - HUMAN RELATIONS (348 Documents), MGMT 101 - Principles in Supervision (272
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MGMT312 MGMT/312 MGMT 312

Midterm
The Trait Theory of leadership contends that leaders are both born and made. What does
this mean and what does the research suggest regarding how many of our leadership
skills are innate and how many are learned?
Trait Theory tells us that leaders are born and not made shows that leadership traits are
ones that we are born with and acquire through our life. There are many traits that are
recognized by those that are great leaders. Traits such as intelligence and work ethic are
ones that leaders have. Some leaderships skills being innate show us that a leader will be
able to bring out their traits when they are put into certain situations to aid in them
leading the even to a success or using their critical traits to solve the issue. However,
there are some that are learned over time and have to learned in order to fully utilize
those traits to where a leader can fully use them.
2)
The Skills Model of leadership outlines three “skills” needed for top
management and supervisory management. Describe the three skills and explain when
they are needed in the three levels of management.
Skills model of leadership describes three skills that are necessary to lead; technical
skills, human skills and conceptual skills. Technical skills are the ability for a leader to
have the knowledge and proficiency in certain work activities. Human skills are where
the leader has the skills to be able to work with people. Human skills allow a leader to
communicate and work within a team. Conceptual skills are the ability to work with idea
and concepts.
Upper management needs human and conceptual skills as this level might not be using
their technical skills on a daily basis as they are creating the vision and goals for the
organization and needs to be able to communicate that to their employees.
Middle management uses a mix of all three skills. Human skills help lead the lower
management. Conceptual helps portray the vision of the Upper Management and
technical skills help with better understanding of the processes involved.
Lower management needs human and technical skills to motivate and lead teams and to
also accomplish their daily objectives.

MGMT312 MGMT/312 MGMT 312

Midterm
3)
In your own words, describe two strengths and two weaknesses of the Skills Approach to
leadership.
Some strengths of the skills approach are that it stresses the importance of the concept of
developing leadership skills instead of just using the ones you already possess. Another
strength and a way this can be done is through skills-based testing to allow for leaders to
find the skills needed to work on and better develop them. The weakness of the skills
approach is that it can be related to the trait method by saying that some individual
attributes are trait like. Also, there is not a real explanation of how skills lead to create
effective leadership performance. It also doesn’t not discuss why some skills are more
important than others or how the skills can be rank
4)
The Style Theory is also referred to as the Behavioral theory. Why?
The Style theory is referred to as the behavior theory because the approach indicates that
that leadership is composed of two different kinds of behaviors. The behaviors are task-
oriented behavior and relationship-oriented behavior. Task-oriented behavior describe
how leader create goal accomplishment and help others achieve their goals. Relationship-
oriented behaviors help the leader’s followers feel comfortable with themselves and each
other along with the situations that the leader is guiding them through. The purpose of the
style approach is to discuss how leaders use these two behaviors to influence their
followers to reach their desired goals. This is why the style approach is referred to the
behavior theory because it is behavior driven.
5)
Explain the meaning of the leadership “grid”.
The leadership grid used to chart an individual’s leadership style. The grid uses both X
and Y axis to plot the points to find the leaders style. The X axis show the leaders concern
for production and where the leaders focus is on how much stress is being put on
productivity and achieving goals. Whereas the Y axis is used to determine a leader’s
concern for people and how their needs and problems develop to accomplish to overall
goals. The leadership grid shows how companies accomplish their goals. They can also
be used as a tool to help leaders put more focus in the area that is needed to help get
things done.

6)
What is the overall premise of the situational theory/model?
The situational theory describes how leaders match their behaviors with the performance
needs of the individual or group that they are attempting to influence. It discusses how in
order for this to be successful that leaders need to be flexible. Each individual has a
different maturity level and that helps makes this model successful because of how the
leader can adapt to the different levels. When leaders can adapt their behaviors to each
individual it shows that this model is successful because they it will benefit both the
individual and the leader by being able to achieve team, leader and individual goals.
7)
In the Situational Leadership Model, what are the four leadership styles and the four
developmental levels. Briefly describe what they mean.
The four leadership styles are directing, coaching, supporting and delegating. Directing is
considered a low directive and low supportive behavior where the leader provides clear
directions for the employee and that can accomplish the task. This is normally related to
the development level one stage because they have low competence but high commitment
for getting things done. Coaching is a high directive and high supportive style where they
pair with a low to some competence and low commitment level developmental stage to
support the individual to accomplish the task and create a commitment to the future.
Supporting is a low directive and high supporting style as the development level is a
higher competency with varying commitment. Leaders focus on relationships in the team
here to support the goal. Delegating is a high directive and low supportive stage
the developmental level is high competence and high commitment. Leaders focus on high
level goals here to provide growth for the individuals.
8)
What is path-goal leadership and how does it differ from others? What other theory is similar
to path-goal leadership?
Path-goal leaderships describes how behaviors influence group satisfaction and
performance. It shows that leadership can influence followers to accomplish goals. The
theory is similar to expectancy theory because it shows that the follower is motivated
towards a reward when the goals are accomplished. It creates a culture of if you work
hard then you will be able to accomplish goals and also be rewarded.
9)
The LMX (Leader Member Exchange Theory) contends that subordinates fall in to either the
in-group or the out-group. This is obviously not about a popularity contest. What does this
concept mean when relating to the LMX theory?
With the LMX theory there are three scales used to asses; mutual respect, mutual trust
and sense of obligation. With in-group subordinates they are dependable and willing to
put in hard work to achieve the goals and objectives of the leader. With out-group
individuals they are much less dependable and usual just put in enough work to complete
their basic responsibilities. The leaders with the in-group tend to have a higher quality
relationship with their subordinates. The subordinates from the out-group are ones that
have lower exchange rates with their leaders.
10)
Explain the four transformational factors associated with the transformational leadership
model.
The transformational factors in the transformational leadership model are; charisma,
inspirational leadership, intellectual stimulation and individual consideration. Individual
consideration describes how leaders should provide one on one attention to their
subordinates and that its beneficial because it shows appreciation and mentorships to their
subordinates. Intellectual stimulation promotes a culture of creativity and problem-
solving from the subordinates and allows for them to accomplish their organizational
goals. Inspirational leadership comes when there are high expectations on the leaders and
subordinates and there are important goals that need to be met. Charisma is a
characteristic that leaders use to show their subordinates a sense of vision and instills
trust in them to get the tasks accomplished.

MGMT312 MGMT/312 MGMT 312

Midterm
 MGMT 310 – Management (417 Documents),
 MGMT 100 – HUMAN RELATIONS (348 Documents),

 MGMT 312 – Leadership and Motivation (341 Documents),

 MGMT 410 – Strategic Management (299 Documents),

 MGMT 314 – (297 Documents),

 MGMT 101 – Principles in Supervision (272 Documents),

 MGMT 315 – Management Communications (251 Documents),

 MGMT 601 – ORGANIZATIONAL MANAGEMENT (159 Documents),

 MGMT 600 – ORGANIZATIONAL MANAGEMENT (117 Documents),

 MGMT 313 – Organizational Change (108 Documents),