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Hazel Day Yedra

MBM

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B
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A

70.
71.
1. How does Peter Druckers view of good old-fashioned leadership
differ from the popular concept of transformational leadership?
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According to Peter Drucker, good leaders have integrity; they
always mean what they say, thereby earning and keeping the trust of
their followers. They define and establish a sense of mission by setting
goals, priorities and standards. They accept leadership as a
responsibility and not as a rank or authority. While, transformational
leadership inspires enthusiasm and extraordinary performance of its
followers. Transformational leaders encourage creativity among
followers, by exploring new ways of doing things and opportunities to
learn. Transformational leadership also involves offering support and
encouragement to individual followers. In order to foster supportive
relationships, transformational leaders keep lines of communication
open so that followers feel free to share ideas and so that leaders can
offer direct recognition of the unique contributions of each follower.
Transformational leaders help their followers grow and develop into
leaders themselves.
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2. What is major insight of Vroom-Jago leader participation model?
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Vroom-Jago Leadership model uses decision trees and trade-offs
in arriving at a set of decisions. This model states that no one
leadership style or decision making process fits all situations. By
analyzing and evaluating the problem, a conclusion about which style
is best suited for the situation. There are three main factors in this
model, namely: decision quality, subordinate commitments, and time
constraints. Decision quality means how important is it to come up
with the "right" solution. The higher the quality of the decision needed,
the more you should involve other people in the decision. Subordinate
commitment is how important is it that your team and others buy into
the decision. When teammates need to embrace the decision you
should increase the participation levels. And, time constraints are how
much time do you have to make the decision? The more time you
have, the more you have the luxury of including others, and of using
the decision as an opportunity for teambuilding. The model makes the
leader pose him/her a series of questions to which yes or no would be

the answer. After a series of questions about the decision to be taken


and the situation at hand, the leader arrives at a conclusion where as
to take a decision all by himself/herself or to involve the group and if it
involves the group, to what extent.
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