Deck 11: Leadership

Question 1

The two dimensions of leadership behaviour identified in the University of Michigan studies are:

A)structured coercion and respect initiation.
B)consideration and influence.
C)employee-oriented and production-oriented.
D)initiating structure and coercion.

Answer 1

C

Question 2

As a conscientious leader,you are considering behavioural leadership theories.In which behavioural dimension are you most likely to succeed?

A)initiating structure
B)consideration
C)employee-oriented
D)production-oriented

Answer 2

A

Question 3

Your company's HR director is a believer in trait theories of leadership.He believes that he can differentiate leaders from non-leaders by focusing on personal qualities and characteristics.You want to help shed some light on this perspective. You should inform your HR director that research efforts show that:

A)two traits have been identified that guarantee success.
B)universal traits predict success in all situations.
C)traits do a good job predicting leadership effectiveness.
D)traits can predict leadership.

Answer 3

D

Question 4

Trait research provides a basis for __________ the right people to be leaders,whereas behavioural studies implied people can be __________.

A)teaching;found
B)finding;taught
C)training;selected
D)selecting;trained

Question 5

If a leader's main concern is accomplishing his or her group's tasks,the University of Michigan studies label this leader:

A)employee-oriented.
B)goal-oriented.
C)single-minded.
D)production-oriented.

Question 6

Good leaders tend to be high in:

A)extraversion,narcissism and communication.
B)extraversion,agreeableness and assertiveness.
C)extraversion,conscientiousness and openness.
D)introversion,neuroticism and narcissism.

Question 7

According to the Ohio State University studies,the extent to which a leader is likely to have job relationships characterised by mutual trust and respect for his or her employee is:

A)consideration.
B)initiating structure.
C)concern for production.
D)task oriented.

Question 8

The University of Michigan studies define a(n)________ leader as one who takes personal interest in the needs of his or her subordinates.

A)humanistic
B)employee-oriented
C)personal
D)country club

Question 9

According to researchers at the Ohio State University,the extent to which a leader's behaviour is directed towards getting the job done is called:

A)contingency theory.
B)employee-oriented.
C)consideration.
D)initiating structure.

Question 10

A leader high in initiating structure would do which of the following?

A)help subordinates with personal problems
B)treat all subordinates as equals
C)have concern for subordinates' status and satisfaction
D)assign group members to particular tasks

Question 11

The two dimensions of leader behaviour explained in the Ohio State University studies are:

A)employee-oriented and production-oriented.
B)coercion and motivation.
C)motivation and charisma.
D)initiating structure and consideration.

Question 12

Your company's HR director is a believer in trait theories of leadership.He believes that he can differentiate leaders from non-leaders by focusing on personal qualities and characteristics.You want to help shed some light on this perspective. You should inform your HR director that research efforts show that traits do:

A)a better job predicting the emergence of leaders and the appearance of leadership than actually distinguishing between effective and ineffective leaders.
B)a better job of distinguishing between effective and ineffective leaders than actually predicting the emergence of leaders and the appearance of leadership.
C)not provide any useful input into the prediction of leadership behaviour.
D)not provide any useful input into the production of leadership tenancy or emergence.

Question 13

If behavioural leadership studies are correct,then:

A)leadership can be learned.
B)leaders are born with leadership behaviours.
C)leadership trait theories are incorrect.
D)leader behaviour should be altered.

Question 14

The most important trait of effective leaders appears to be:

A)emotional stability.
B)extraversion.
C)agreeableness.
D)assertiveness.

Question 15

Leaders are needed today to:

A)create efficient organisational structures.
B)create visions of the future.
C)formulate detailed plans.
D)all of the above.

Question 16

__________ consider(s)personal qualities and characteristics that differentiate leaders from non-leaders.

A)Trait theory
B)Charismatic leaders
C)Leadership research
D)The Big Five framework

Question 17

Leadership is:

A)a trait held by all managers.
B)an inherited trait.
C)not something that can be learned.
D)the ability to influence a group and goal achievement.

Question 18

Your supervisor has been studying leadership and has described so many theories to you that you are really confused.You ask him to explain the similarities of the many theories so that you can understand the relationship between them. What theoretical construct might be used to describe the concept of task?

A)supportive
B)initiating structure
C)relationship-oriented
D)consideration

Question 19

Ohio State University researchers sought to:

A)identify independent dimensions of leadership behaviour.
B)locate behavioural characteristics of leaders.
C)emphasise interpersonal relationships as a factor.
D)emphasise technical aspects of the tasks and jobs.

Question 20

Why is emotional intelligence an important trait for leaders to have?

A)Leaders are empathetic.
B)Leaders manage their emotions.
C)Leaders are able to influence the feelings of others.
D)All of the above.

Question 21

Dave is the new manager of the marketing department within his company.He finds that the employees in the department are all highly skilled with a lot of experience in the area.However,they appear to be unwilling to put in the effort to accomplish all of the tasks. According to path-goal theory,Dave should:

A)have high task orientation.
B)use a supportive and participative style.
C)change nothing.
D)provide clear and specific directions.

Question 22

Which theoretical framework values the way decisions are made equally with what is being decided?

A)path-goal theory
B)situational leadership theory
C)the Fiedler contingency model
D)the leader-participation model

Question 23

Fiedler's contingency model assumes that an individual's leadership style is:

A)changeable.
B)situational.
C)trained.
D)fixed.

Question 24

Which model represents the theory that effective leadership depends upon a proper match between a leader's style of interacting with subordinates and the degree to which the situation gives control and influence to the leader?

A)Fiedler contingency model
B)Hersey and Blanchard's situational theory
C)leader-member exchange theory
D)situational leadership theory

Question 25

Ally is a manager in a large marketing firm.As Ally is responsible for several projects,she is deciding the level of participation she needs to put into each decision required for the projects. Ally is considering using the leader-participation model.Which of the following statements about the leader-participation model is true?

A)Leaders must be flexible.
B)The model is normative.
C)Leadership is symbiotic between leaders and followers.
D)All of the above.

Question 26

Which of the following is NOT a contingency dimension identified by Fiedler?

A)leader-member relations
B)task structure
C)consideration scale
D)position power

Question 27

The degree to which job assignments are arranged is classified in the Fiedler model as:

A)concern for people.
B)position power.
C)leader-member relations.
D)task structure.

Question 28

Renee's work environment is highly dynamic.Tasks are never clearly structured and details tend to change along the way.Renee has been placed into the role of team leader. According to the path-goal theory,Renee should use __________ leadership.

A)directive
B)supportive
C)achievement-oriented
D)participative

Question 29

If you described your least preferred co-worker in relatively positive terms,then you are:

A)task-oriented.
B)technical-oriented.
C)humanistic.
D)relationship-oriented.

Question 30

Your supervisor has been studying leadership and has described so many theories to you that you are really confused.You ask him to explain the similarities of the many theories so that you can understand the relationship between them. Behavioural leadership theorists seem to agree that:

A)future research is needed.
B)a leader's style is fixed.
C)traits are always important.
D)a leader's style is flexible.

Question 31

The leader-participation model was developed by:

A)Robert House.
B)George Graen.
C)Vroom and Yetton.
D)Fred Fiedler.

Question 32

Fiedler's theory protects that in individual who is considered task oriented will be the most effective when the situation is:

A)moderately favourable.
B)moderately to highly unfavourable.
C)moderately to highly favourable.
D)very favourable or very unfavourable.

Question 33

You have decided to use Fiedler's least-preferred co-worker (LPC)questionnaire to help your employees learn more about their leadership styles.Each of your employees has filled out and scored the instrument.It is your job to try to explain how to use this information. Which of the following is an important contingency dimension in Fiedler's LPC model?

A)leader-member relations
B)position power
C)task structure
D)all of the above

Question 34

Your supervisor has been studying leadership and has described so many theories to you that you are really confused.You ask him to explain the similarities of the many theories so that you can understand the relationship between them. Which theoretical framework is comparable to employee-oriented leadership?

A)initiating structure
B)directive
C)consideration
D)all of the above

Question 35

Vroom and Yetton's leadership theory could also be described as a ________ theory.

A)decision-making
B)trait
C)power
D)satisfaction

Question 36

If you see your least preferred co-worker in relatively unfavourable terms,Fiedler would label you as:

A)task-oriented.
B)humanistic.
C)relationship-oriented.
D)technical-oriented.

Question 37

The ________ theory argues that because of time pressures,leaders establish a special relationship with a small group of their subordinates.

A)leader-member exchange
B)path-goal
C)Fiedler leadership
D)managerial grid

Question 38

Three situational criteria identified in the Fiedler model are:

A)charisma,influence and leader-member relations.
B)leader-member relations,task structure and position power.
C)task structure,leader-member relations and group conflict.
D)job requirements,position power and leadership ability.

Question 39

Which of the following is NOT a contingency theory?

A)path-goal theory
B)Ohio State University studies
C)the Fiedler model
D)situational leadership theory

Question 40

Fiedler labels the degree of confidence,trust and respect subordinates have in their leader as:

A)task structure.
B)position power.
C)leader-member relations.
D)employee-oriented.

Question 41

All of the following is true of charismatic leaders according to the charismatic leadership theory EXCEPT:

A)they exhibit extraordinary behaviour.
B)they have a vision.
C)they are willing to take high personal risk.
D)they are really sensitive to follower needs.

Question 42

The type of leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements are ________ leaders.

A)employee-oriented
B)charismatic
C)transactional
D)transformational

Question 43

As you have observed your department manager and her interactions with the department's employees,you have come to believe in leader-member exchange (LMX)theory.Sarah and Joe get less of the manager's time.Sally gets fewer of the preferred rewards that the manager controls and John has a relationship with the manager based on formal authority interactions.Rebecca is trusted.Jennifer gets a disproportionate amount of the manager's attention and is more likely to receive special privileges. According to LMX theory,which of the following employees is likely to be included in the out-group?

A)Rebecca
B)Sarah
C)Jennifer
D)none of the above

Question 44

A transactional leader:

A)intervenes if standards aren't met.
B)gives rewards in exchange for good work.
C)watches for deviations from standards.
D)all of the above.

Question 45

________ is a positive expectation that another will not-through words,actions,or decisions-act opportunistically.

A)Confidence
B)Leadership
C)Stewardship
D)Trust

Question 46

Employees are most likely to develop strong feelings of belonging to an organisation when the charismatic leader:

A)taps into their emotions.
B)is represented as an ordinary person.
C)has inherited charismatic qualities.
D)sets a tone of cooperation and collaboration.

Question 47

The two leaders in your department are very different.John believes that he should guide and motivate by clarification of the roles and tasks of his subordinates.Alan feels that his role should be to provide individualised consideration and intellectual stimulation.Most of the workers believe that both leaders are well trained,but Alan has a special 'spark' that employees feel when they work with him. That special spark that people notice when they work with Alan may be termed:

A)laissez-faire.
B)structure.
C)transactional.
D)charisma.

Question 48

The most critical characteristic that a person looks for in determining whether another person is trustworthy is:

A)consistency.
B)integrity.
C)loyalty.
D)openness.

Question 49

You have decided to use Fiedler's LPC questionnaire to help your employees learn more about their leadership styles.Each of your employees has filled out and scored the instrument.It is your job to try to explain how to use this information. Which of the following BEST describes what is proposed by the Fiedler model?

A)change the employees
B)change the situation
C)change the leader
D)match leaders and situations

Question 50

The overall evidence indicates that transformational leadership is more strongly correlated than transactional leadership in terms of:

A)higher productivity.
B)higher employee satisfaction.
C)lower turnover rates.
D)all of the above.

Question 51

A person can learn to become more charismatic by doing all of the following EXCEPT:

A)creating a bond that inspires others to follow.
B)developing an aura of charisma by maintaining an optimistic view.
C)communicating only with words to articulate task adjustments.
D)bringing out the potential and followers by tapping into their emotions.

Question 52

Which of the following is NOT a characteristic of a charismatic leader?

A)expresses an idealised goal
B)takes on minimal risks
C)willing to engage in self-sacrifice
D)articulates an appealing vision

Question 53

What element of transformational leadership appears to be universal?

A)vision
B)trustworthiness
C)positivity
D)all of the above

Question 54

The Ohio State studies,Fiedler's model and path-goal theories all concerned the ________ leader.

A)transactional
B)transformational
C)charismatic
D)employee-oriented

Question 55

The type of leader who inspires followers to transcend their own self-interest for the good of the organisation and who is capable of having a profound effect on his or followers is a(an)_________ leader.

A)transformational
B)employee-oriented
C)transactional
D)transcendent

Question 56

The two leaders in your department are very different.John believes that he should guide and motivate by clarification of the roles and tasks of his subordinates.Alan feels that his role should be to provide individualised consideration and intellectual stimulation.Most of the workers believe that both leaders are well trained,but Alan has a special 'spark' that employees feel when they work with him. John is a ________ leader.

A)transactional
B)charismatic
C)team
D)transformational

Question 57

Which of the following is a key characteristic of trust?

A)integrity
B)benevolence
C)ability
D)all of the above

Question 58

The two leaders in your department are very different.John believes that he should guide and motivate by clarification of the roles and tasks of his subordinates.Alan feels that his role should be to provide individualised consideration and intellectual stimulation.Most of the workers believe that both leaders are well trained,but Alan has a special 'spark' that employees feel when they work with him. Alan is a ________ leader.

A)transactional
B)transformational
C)laissez-faire
D)service

Question 59

Leaders who guide their employees and leaders who inspire their employees are referred to as __________ leaders and __________ leaders.

A)charismatic;transformational
B)translational;transcendent
C)transformational;charismatic
D)task-oriented;production-centred

Question 60

As you have observed your department manager and her interactions with the department's employees,you have come to believe in leader-member exchange (LMX)theory.Sarah and Joe get less of the manager's time.Sally gets fewer of the preferred rewards that the manager controls,and John has a relationship with the manager based on formal authority interactions.Rebecca is trusted.Jennifer gets a disproportionate amount of the manager's attention and is more likely to receive special privileges. According to LMX theory,the in-group is likely to be composed of:

A)Rebecca.
B)Jennifer.
C)both Rebecca and Jennifer.
D)none of the above.

Question 61

A leadership concept that states that leaders convey values that are other-centred versus self-centred and who role-model ethical conduct is known as __________ leadership.

A)transactional
B)transformational
C)socialised charismatic
D)authentic

Question 62

Suppose that you are the manager in charge of a work team.You realise that high-performance teams are characterised by high mutual trust and it is your goal to make sure that your team has this high level of trust.You wish to use the recent research that has identified the key characteristics that lead us to believe that a leader is trustworthy as your model.Answer the following question about how you should proceed. Which of the following has been found to be the most important dimension in developing trust?

A)loyalty
B)openness
C)consistency
D)integrity

Question 63

________ make a leader's influence not only impossible but also unnecessary.

A)Rewards
B)Substitutes
C)Neutralisers
D)Higher-level leaders

Question 64

A leader who goes beyond their self-interests and who focuses on opportunities to help followers to grow and develop is a__________ leader.

A)transactional
B)transformational
C)socialised charismatic
D)servant

Question 65

Socialised charismatic leadership is when a leader models:

A)ethical conduct.
B)social morals.
C)self-centred behaviour.
D)positive behaviour.

Question 66

Which of the following are examples of substitutes?

A)rigid rules and procedures
B)explicit formalised goals
C)cohesive workgroups
D)all of the above

Question 67

Servant leadership can lead to:

A)perceptions of injustice.
B)reduced levels of commitment to the supervisor.
C)increased organisational citizenship behaviour.
D)reduced organisational citizenship behaviour.

Question 68

Rob is an employee who has considerable experience within his organisation.When new employees join the organisation,he will often take them on as protégés and listen to their problems. Rod is acting in the role of a:

A)coach.
B)facilitator.
C)mentor.
D)manager.

Question 69

Behavioural training through modelling exercises can be used to increase a person's ability to display__________ leadership qualities.

A)relationship-oriented
B)task-oriented
C)servant
D)charismatic

Question 70

Trust and trustworthiness regulate the group's:

A)cooperation.
B)ethics.
C)expectations.
D)self-efficacy.

Question 71

__________ refers to honesty and truthfulness.

A)Openness
B)Integrity
C)Competency
D)Loyalty

Question 72

The ________ says that leadership is a designation that people ascribe to other individuals.

A)perception of leadership
B)attribution theory of leadership
C)fundamental attribution error
D)organisational attribution theory

Question 73

High trust between supervisors and employees can result in:

A)a reduction in risk-taking behaviour.
B)a reduced propensity towards sharing information.
C)increased group effectiveness.
D)all of the above.

Question 74

Authentic leaders:

A)can be trusted.
B)are characterised by followers who believe such leaders are ethical.
C)share information and encourage open communication.
D)all of the above.

Question 75

Which of the following skills probably cannot be taught in leadership training?

A)vision creation
B)situational analysis
C)trust building
D)all of the above

Question 76

__________ is a poor indicator of leader effectiveness.

A)Experience
B)Intelligence
C)Self-monitoring
D)Extraversion

Question 77

According to the attribution theory of leadership,what's important in being characterised as an effective leader is projecting the __________ of being a leader rather than focusing on __________.

A)image;attributions
B)appearance;perception
C)appearance;actual accomplishments
D)reality;appearance

Question 78

Which attribute of a candidate is useful to look for if you were going to hire a person for a transformational leadership role?

A)extraversion
B)emotional intelligence
C)self-monitoring
D)conscientiousness

Question 79

Max has been asked to take on a leadership position for a project within his company.However,Max is reluctant to do so because the members of the project are fairly experienced and professional.He believes that a formal leader is unnecessary for the task to be completed. If Max wanted to argue his case,he could suggest that the professionalism and experience of members act as:

A)leadership substitutes.
B)leadership neutralisers.
C)supporters for leadership.
D)all of the above.

Question 80

Which of the following statements concerning online leadership is CORRECT?

A)The digital age can never turn non-leaders into leaders.
B)Leaders possess the skill of deciphering the emotional components of messages.
C)The online leader has received considerable attention from OB researchers.
D)Managers communicating online do not have to deal with trust issues.