Question

QUESTION 11

1. If I argued that the definition of an ideal leader was dependent upon the context in which s/he operated, which ethical perspective would I be favoring?

   	a.	Kant's Categorical Imperative
   	b.	Utilitarianism
   	c.	Virtue Ethics
   	d.	Altruism

2 points   

QUESTION 12

1. After almost 50 years in the business, Grant was looking forward to retirement. A 60's "flower child" he was eager to spend his golden years at his cabin in a remote area of upstate New York, but he still had a few more years on his contract. Believing in the power of independence and expression, he was never fully comfortable in his management position and preferred to allow his employees to set their own course. He felt that the business was at its best when he hired good people and let them do what they did best. His impending retirement only fueled this attitude, to the point that he no longer bothered with workplace distractions like staff meetings and end of year awards, after all, no one really liked that sort of thing anyhow, right? This is an example of someone exhibiting _______________________ communication behavior.

   	a.	Laizzez-Faire
   	b.	Authoritarian
   	c.	Democratic
   	d.	Inspirational

2 points   

QUESTION 13

1. Leaders are born, not made.

   	a.	Of course
   	b.	Maybe
   	c.	Of course not

Answer 1

Ques 11) (c) Virtue ethics.

Virtue Ethics. Virtue Ethics (or Virtue Theory) is an approach to Ethics that emphasizes an individual's character as the key element of ethical thinking, rather than rules about the acts themselves or their consequences.

Ques 12) (a) Laizzez-Faire communication behaviour.

Laissez-faire leadership, also known as delegative leadership, is a type of leadership style in which leaders are hands-off and allow group members to make the decisions. Researchers have found that this is generally the leadership style that leads to the lowest productivity among group members.

Ques 13) (c) Of course not.

Behavioral Theories: Behavioural theories assume that great leaders are made, not born. According to this theory, that great leaders are made, not born and through teaching and observation people can learn to become leaders. Furthermore, they follow that what leaders actually do.