<p> Business Mgmt. Chapter 3 Questions</p><p>Name: Hour: </p><p>Chapter 3 1 3.1 THE IMPORTANCE OF LEADERSHIP</p><p>1. What is leadership? </p><p>2. What do human relations skills refer to? Describe the outcomes of positive human relations versus negative human relations in a group or work setting? </p><p>3. Can managers contribute to effective or ineffective human relations? </p><p>4. What are some of the commonly recognized leadership traits? (See figure 3-1) </p><p>5. Does having these traits ensure that a person will be a good manager? What are some additional characteristics that are important for managers? </p><p>6. Why do managers influence people? What gives managers the ability to influence employees and control their behavior? </p><p>7. What are the four types of power available to managers? </p><p>8. Where does position power come from? When specifically does a manager have the power to give directions and expect the employee follow it as an order? </p><p>9. What is reward power based on? What are some specific examples of rewards and punishments? </p><p>10. Who is expert power given to? When do workers often turn to an expert? </p><p>11. What is identity power? What types of employees often possess identity power? </p><p>12. List what types of power come from position in the company and what types are granted from employees. 3.2 DEVELOPING LEADERSHIP SKILLS</p><p>13. Why are human relations skills essential to managers? </p><p>14. What are five important human relations skills? </p><p>15. What does self-understanding involve? </p><p>16. Why is self-understanding necessary for managers? </p><p>17. Why is understanding others vital for a manager? </p><p>18. List some examples of how employees differ from one another. </p><p>19. Besides being skilled in both written and oral communication, what else is an essential communication skill for a manager? Why? </p><p>20. What is team building? Chapter 3 2 21. What are a few things that managers can do to increase job satisfaction? 3.3 LEADERSHIP STYLES</p><p>22. What is the overall philosophy of close management? </p><p>23. What do close managers often use to influence worker performance? How do these managers spend much of their time? </p><p>24. What is the overall philosophy of limited management? </p><p>25. How do limited managers differ from close managers? </p><p>26. What management view is likely the most correct for all employees and jobs? Why? </p><p>27. What employees may resent close supervision? What employees are less likely to favor closer supervision? </p><p>28. What is leadership style? What are the three general categories of leadership styles? </p><p>29. What is an autocratic leader? </p><p>30. What are some disadvantages associated with autocratic leadership? </p><p>31. In what situations is the autocratic style effective? </p><p>32. What is a democratic leader? </p><p>33. What are some limitations of democratic leadership? </p><p>34. When is democratic leadership most effective? </p><p>35. What is an open leader? Under what circumstances will managers take on a leadership role? </p><p>36. When does the open style work best? </p><p>37. Who should managers be cautious to use open leadership with? </p><p>38. What type of leadership style do the most effective managers use? How does this work? </p><p>Chapter 3 3</p>