Special Exercises The Following Matching Questions Have to Do with the Leadership

question 200

Multiple Choice

Special Exercises
The following matching questions have to do with the leadership styles of five CEOs of Intel,the largest maker of semiconductor chips in the world.Intel has a history of affective leadership.Bob Noyce began Intel in 1969.He was a brilliant inventor and a technological genius.As a leader he was a "nice guy" who put technical proficiency over profits.He inspired loyalty and often said "Do something great" to his employees.Then came Gordon Moore of Moore's law fame.His leadership was even more hands off.He let others make decisions while mentoring them.He mentored Andy Grove into the CEO office.Grove was competitive,blunt,arrogant,and decisive.He was a leader of action and production.After Grove came Craig Barrett.Barrett implemented a big shift toward greater emphasis on the customers.He was quiet,more disciplined,and more approachable than Grove.After Barrett came Paul Otellini.His background was in finance.He developed chips with different price points,creating the Pentium and Celeron brands.He continued the customer-focus and is less egotistical than Barrett.Otellini directed the company into new technologies.Match the following trait with the CEO who best exemplifies it.You may use a response once,more than once,or not at all.
-Concern for people

• A)Noyce
• B)Moore
• C)Grove
• D)Barrett
• E)Otellini
• F)All five CEOs
• G)None of the CEOs
• H)Noyce and Moore
• I)Grove and Barrett

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Definitions:

Multisource

This refers to obtaining information or feedback from multiple sources, often used in the context of performance appraisals to gather a comprehensive view.

360-Degree Feedback

A feedback process where an employee receives anonymous feedback from multiple sources, such as supervisors, peers, and subordinates, often including self-assessment.

Merit Pay

A pay increase awarded to employees based on their job performance as an incentive to motivate high achievement and productivity.

Performance Appraisals

An alternative term for performance evaluation, focusing on the analysis and review of an individual's job performance over a specific period, aiming to document achievements and identify areas for growth.