According to expectancy theory, instrumentality is

In the behavioral approach to leadership, _____ behavior is variously referred to as concern for production, directive leadership, initiating structure, or closeness of supervision.

David, marketing/sales manager for WTU Corporation, said to his employee, “Gordon, I will be out next week on client business. In my absence, I’d like you to serve as acting manager. On Monday, I’d like you to lead our weekly sales meeting. Also, please assign client contacts to the sales staff for the upcoming trade show. Lastly, decide upon final terms for our contract with Acme Power, and negotiate that contract to closure. I’m glad that I can count on you.” In empowering Gordon, David has

Toby told his boss, “Yolanda, I don’t understand it. Our first team meeting went so well. But, in the second meeting, things got pretty stormy. We were all blaming each other for our lack of progress, and hostility and conflict took over. Egos rose to the surface, and people began ___________________. Finally, we agreed to cool off and meet again next week to agree on our shared goals.”

David, marketing/sales manager for WTU Corporation, said to his employee, “Gordon, I will be out next week on client business. In my absence, I’d like you to serve as acting manager. On Monday, I’d like you to lead our weekly sales meeting. Also, please assign client contacts to the sales staff for the upcoming trade show. Lastly, decide upon final terms for our contract with Acme Power, and negotiate that contract to closure. I’m glad that I can count on you.” In empowering Gordon, David has

Bob, a division manager, talks about positive change for his staff and business, but he allows self-interest to take precedence over the needs of the division. Bob is a _____________________ leader.

Bob, a division manager, talks about positive change for his staff and business, but he allows self-interest to take precedence over the needs of the division. Bob is a _____________________ leader.

Advanced degrees are more important for leaders than acquired expertise in matters relevant to an organization. 

Sage met her manager to discuss an issue she was facing in the office. During the meeting, her manager’s phone was constantly ringing. This made it difficult for Sage to explain her problem clearly. Her manager, distracted by the ringing phone, could not grasp the significance of the problem and sent Sage back with half-hearted promises to take appropriate action. In this scenario, the ringing telephone represents

Maslow’s hierarchy of needs includes physiological needs.