Deck 10: Leadership

Question 1

According to the trait approach to leadership, need for achievement predicts success for division heads in larger and more bureaucratic firms.

Answer 1

False

Question 2

Marian Fleming, new CEO of Xenon Products, worked diligently with her board to develop a vision for the firm. She tells her chairman, "With this vision, I know where I want us to go. And I must articulate this vision, clearly and often, so that ________ can understand the vision and can state it clearly themselves."

A) other people in the organization
B) other people outside the organization
C) the media
D) customers
E) stakeholders

Answer 2

A

Question 3

________ leadership gives purpose and meaning to organizations by anticipating and envisioning a viable future for the organization and working with others to initiate changes that create such a future.

A) Shared
B) Strategic
C) Lateral
D) Bridge
E) Supervisory

Answer 3

B

Question 4

The ability to lead effectively sets the ________ managers apart from the rest.

A) poor performing
B) excellent
C) mediocre
D) lower-level
E) fair

Question 5

Effective managers are necessarily true leaders.

Question 6

Academic research shows that ________ lead to higher growth in entrepreneurial firms.

A) a good product and marketing of that product
B) a clear vision and communication of that vision
C) strong employees and good customer service
D) a matrix organization and career ladder
E) a consumer focus and a hierarchy

Question 7

Select the accurate statement regarding leadership vision.

A) A strong leader succeeds without developing a clear vision.
B) A vision focuses only on performance and day-to-day survival.
C) A person or team can develop a vision for any organization.
D) A vision helps an organization maintain the status quo.
E) A vision exists only at the higher levels of an organization.

Question 8

For the person who wants to both lead and serve others, servant-leadership is a way to serve their needs and enhance their personal growth while strengthening the organization.

Question 9

In leadership, vision

A) refers to the ability to influence others.
B) reflects only a leader's personal needs.
C) expresses a leader's ambitions for an organization.
D) exists only at the higher levels of an organization.
E) focuses on performing or surviving day by day.

Question 10

A leader with ________ power has the right, or the authority, to tell others what to do.

A) legitimate
B) coercive
C) reward
D) expert
E) referent

Question 11

Supervisory leadership is behavior that provides

A) guidance, support, and corrective feedback for day-to-day activities.
B) purpose and meaning to an organization.
C) a means to anticipate changes in the future.
D) projections for the viable future of an organization.
E) a way to collaborate with others to initiate changes.

Question 12

In organizations, ________ often means the ability to get things done or accomplish one's goals despite resistance from others.

A) cohesion
B) laissez-faire
C) democracy
D) contingency
E) power

Question 13

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

Question 14

Mason, a front-line manager, confided in his peer, "The marketplace has been a disaster for the past two years. And our numbers reflect that. Employee morale is horrible, and I feel as if the company is surviving day to day. ________ is lacking, and our executive management really needs to step up and develop one."

A) A power perspective
B) A desirable product
C) A clear vision
D) An adequate compensation structure
E) A mission statement

Question 15

Leaders serve people best by helping them develop their own initiative and good judgment, enabling them to grow, and helping them become better contributors.

Question 16

________ is best described as a mental image of a possible and desirable future state of an organization.

A) Power
B) Vision
C) Leadership
D) Management
E) Foresight

Question 17

Using the findings of Kouzes and Posner, select the action taken by the best leaders.

A) They use various approaches to motivate people.
B) They follow conventional beliefs and practices as the law.
C) They withhold important information from people.
D) They only tell people what to do.
E) They hesitate to share power with people.

Question 18

Managing requires ________, while leading includes setting the direction.

A) creating a vision
B) inspiring people
C) orchestrating change
D) planning and budgeting routines
E) creating followers

Question 19

Julius told his co-worker, "I really admire Jean's leadership, and I'm glad that she is our boss. She has articulated her vision and worked with us to ________ that have brought meaningful results."

A) score collective quick wins
B) push her personal pet projects
C) acquire her personal praise and rewards
D) develop budgets
E) write mission statements

Question 20

Charisma can contribute to transformational leadership.

Question 21

At a restaurant, employees who perform poorly during a particular shift are scheduled for the unpopular weekend shifts by the manager. In this case, the manager exercises his ________ power.

A) legitimate
B) negative
C) expert
D) coercive
E) referent

Question 22

________ are actions taken to ensure that a work group or organization reaches its goals.

A) Task performance behaviors
B) Organizational structures
C) Group maintenance behaviors
D) Situational approaches
E) Decision styles

Question 23

Buddy, an employee at a company, is extremely eager to take up higher positions in the organization. He is an extravert and tries to influence the decisions made by his boss. He prefers to lead his colleagues rather than follow them. According to the trait approach to leadership, Buddy displays

A) supervision.
B) motivation.
C) expert leadership.
D) knowledge of the business.
E) integrity.

Question 24

The top management of a company determined that their end-of-year bonuses would not be given due to low sales. Suzanne, a department manager, informed her staff that even high-performing employees should not expect a bonus. Suzanne's ________ power was limited by the decision of the top management.

A) legitimate
B) reward
C) expert
D) referent
E) coercive

Question 25

________, in the trait approach to leadership, is the correspondence between actions and words.

A) Positive reinforcement
B) Initiative
C) Punishment
D) Extinction
E) Integrity

Question 26

A leader who has ________ power influences others because he or she controls valued benefits; people comply with the leader's wishes so as to receive those benefits.

A) legitimate
B) reward
C) referent
D) expert
E) coercive

Question 27

Lucy, a manager at an organization, has a lot of influence over her employees. She is a popular manager. Her subordinates like working with her and want to emulate her. In this scenario, Lucy has ________ power.

A) legitimate
B) reward
C) coercive
D) referent
E) expert

Question 28

________ behavior is sometimes referred to as concern for people, supportive leadership, or consideration.

A) Task performance
B) Servant-leader
C) Autocratic
D) Leader-member exchange
E) Group maintenance

Question 29

According to the trait approach to leadership, a(n) ________ leader overcomes obstacles, makes decisions despite uncertainty, and instills assurance in others.

A) self-confident
B) legitimate
C) autocratic
D) coercive
E) referent

Question 30

A leader with ________ power has control over punishments; people comply to avoid those punishments.

A) expert
B) reward
C) referent
D) coercive
E) legitimate

Question 31

A leader who has ________ power has certain knowledge; people comply because they believe in, can learn from, or can otherwise gain from that knowledge.

A) expert
B) coercive
C) reward
D) referent
E) legitimate

Question 32

In the trait approach to leadership, ________ refers to a set of characteristics that reflect a high level of effort, including high need for achievement, constant striving for improvement, ambition, energy, tenacity, and initiative.

A) drive
B) integrity
C) self-confidence
D) leadership motivation
E) knowledge of the business

Question 33

________ is a leadership perspective that attempts to identify what good leaders do-that is, what behaviors they exhibit.

A) Behavioral approach
B) Trait approach
C) Transformational leadership
D) Strategic approach
E) Situational approach

Question 34

In the trait approach to leadership, ________ distinguishes effective leaders from other people.

A) material possessions
B) education
C) self-confidence
D) command-and-control attitude
E) high emotional quotient

Question 35

A leader with ________ power has personal characteristics that appeal to others.

A) referent
B) coercive
C) legitimate
D) expert
E) reward

Question 36

The ________ approach downplays personal characteristics in favor of the actual conduct that leaders exhibit.

A) trait
B) behavioral
C) strategic
D) situational
E) shared

Question 37

Select the question that can be used to identify a manager's level of task performance leadership.

A) Can you talk freely with your superior about your work?
B) Do you think your superior trusts you?
C) Does your superior treat you fairly?
D) To what extent does your superior give you instructions and orders?
E) Is your superior concerned about your future benefits, such as promotions and pay raises?

Question 38

The ________ is a leadership perspective that focuses on individual leaders and attempts to determine the personal characteristics that great leaders share.

A) situational model
B) relationship-motivated leadership
C) leadership grid
D) leader-member exchange theory
E) trait approach

Question 39

Select the statement that describes a characteristic of effective leaders.

A) They prefer to be followers.
B) They are rarely extraverted.
C) They make decisions only in times of certainty.
D) They are self-confident to the point of arrogance.
E) They have a high need for power.

Question 40

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

A) group maintenance
B) shared
C) task performance
D) bridge
E) lateral

Question 41

The ________ highlights the importance of leader behaviors not just toward the group as a whole but toward individuals on a personal basis.

A) behavioral approach
B) Vroom model of decision-making
C) LMX (leader-member exchange) theory
D) trait approach to leadership
E) Blake & Mouton's Leadership Grid

Question 42

In ________, the key situational factor is the maturity of the followers.

A) the Vroom model
B) Hersey and Blanchard's situational theory
C) Tannenbaum and Schmidt's theory
D) Fiedler's contingency model
E) the path-goal theory

Question 43

________ behavior includes a focus on people's feelings and comfort, appreciation of them, and stress reduction.

A) Participative
B) Directive
C) Trait
D) Group maintenance
E) Task performance

Question 44

A ________ approach is a leadership perspective that proposes universally important traits and behaviors do not exist and that effective leadership behavior varies.

A) situational
B) behavioral
C) trait
D) directive
E) charismatic

Question 45

In Fiedler's contingency model, ________ leadership is more likely from high least preferred coworker (LPC) leaders.

A) task-motivated
B) autocratic
C) relationship-motivated
D) coercive
E) laissez-faire

Question 46

According to the ________, maintenance behaviors such as trust, open communication, mutual respect, mutual obligation, and mutual loyalty form the cornerstone of relationships that are satisfying and perhaps more productive.

A) Vroom model
B) situational approach
C) task-motivated leadership
D) leader-member exchange theory
E) contingency model of leadership effectiveness

Question 47

In Fiedler's contingency model of leadership effectiveness, leadership styles were measured with an instrument assessing the leader's

A) drive.
B) psychological maturity.
C) self-confidence.
D) task orientation.
E) least preferred coworker.

Question 48

________ leadership seeks information, opinions, and preferences, sometimes to the point of meeting with the group, leading discussions, and using consensus or majority vote to make the final choice.

A) Democratic
B) Directive
C) Lateral
D) Shared
E) Autocratic

Question 49

Select the question that can be used to identify a manager's level of group maintenance leadership.

A) Does your superior urge you to complete your work by a specified time?
B) When you do an adequate job, does your superior focus on the inadequate way the job is done?
C) Does your supervisor generally support you?
D) To what extent does your superior give you instructions and orders?
E) Does your superior try to make you work to your maximum capacity?

Question 50

In the path-goal theory, ________ leadership refers to behaviors geared toward motivating people, such as setting challenging goals and rewarding good performance.

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

Question 51

________ is concerned with how leaders influence followers' perceptions of their work aims and the courses they follow toward attaining that end.

A) The Vroom model
B) Fiedler's contingency model
C) The path-goal theory
D) The task performance behaviors approach
E) The group maintenance behaviors approach

Question 52

Samuel's boss makes no managerial decisions but asks his employees to take the necessary steps in all aspects of work. Samuel's boss follows a(n) ________ decision-making style.

A) democratic
B) autocratic
C) directive
D) participative
E) laissez-faire

Question 53

According to Hersey and Blanchard's situational theory, ________ is the level of the followers' skills and technical knowledge relative to the task being performed.

A) job maturity
B) charisma
C) laissez-faire
D) empathy
E) psychological maturity

Question 54

According to ________, effectiveness depends on two factors: the personal style of the leader and the degree to which a situation gives the leader power, control, and influence over the situation.

A) the Vroom model
B) the path-goal theory
C) Fiedler's contingency model
D) the laissez-faire leadership style
E) Hersey and Blanchard's theory

Question 55

In Hersey and Blanchard's situational theory, ________ refer(s) to an employee's self-confidence and self-respect.

A) substitutes for leadership
B) psychological maturity
C) laissez-faire
D) servant-leadership
E) job maturity

Question 56

Select the true statement regarding various decision styles.

A) A laissez-faire style results in employees' positive attitudes.
B) A democratic style results in employees' positive attitudes.
C) An autocratic style results in employees' lower performances.
D) A laissez-faire style results in employees' higher performances.
E) A democratic style is the fastest way to make decisions.

Question 57

In Fiedler's contingency model, ________ leadership is more likely exhibited by leaders with low least preferred coworker (LPC) scores.

A) relationship-motivated
B) participatory
C) directive
D) charismatic
E) task-motivated

Question 58

In a research program that was conducted at the University of Michigan, it was found that ________ behavior also made for effective managers. This behaviour is characterized by trust and confidence, being friendly and considerate, showing appreciation, and keeping people informed.

A) relationship-oriented
B) participative
C) directive
D) strategic
E) task-oriented

Question 59

The ________ model of leadership uses the basic situational approach of assessing the situation before determining the best leadership style.

A) laissez-faire
B) traits
C) contingency
D) task-motivated
E) Vroom

Question 60

In a research program that was conducted at the University of Michigan, planning, scheduling, coordinating, providing resources, and setting performance goals were all elements of what they called ________ behavior.

A) supervisory
B) task-oriented
C) directive
D) participative
E) relationship-oriented

Question 61

In the path-goal theory, ________ is the degree to which individuals respect, admire, and defer to power.

A) drive
B) ability
C) authoritarianism
D) locus of control
E) self-confidence

Question 62

According to the trait approach to studying leadership, ________ relates to leadership emergence and leadership effectiveness.

A) extraversion
B) coercion
C) arrogance
D) closeness of supervision
E) confrontation

Question 63

In the path-goal theory, ________ is the extent to which individuals see events as being under their influence.

A) drive
B) ability
C) participation
D) task orientation
E) locus of control

Question 64

In the ________ model, after answering a series of questions, several leader decisions styles may be appropriate, but the model recommends using the one that takes the least amount of time.

A) Fiedler
B) Vroom
C) Hersey-Blanchard
D) path-goal
E) situational approach

Question 65

Mike told his protégé, Kris, "You are particularly effective in exhibiting ________ behaviors, an important part of the LMX Theory. It's obvious that you are respected for your trust, open communication, and mutual respect towards your staff. But remember that, in your relocation to Tokyo to our new office, these behaviors will need to change due to cross-cultural differences."

A) task performance
B) directive
C) results-driven
D) group maintenance
E) autocratic leadership

Question 66

Select the question that can be used to identify a manager's level of group maintenance leadership.

A) Does your superior ask you for reports about the progress of your work?
B) How precisely does your superior work out plans for goal achievement each month?
C) When you do an adequate job, does your superior focus on the inadequate way the job is done?
D) To what extent does your superior give you instructions and orders?
E) Does your superior give credit to team members for helping with projects and problem solving?

Question 67

________ has a strong positive impact on follower satisfaction and motivation and also on leader effectiveness.

A) Group maintenance behavior
B) Task performance behavior
C) Autocratic leadership
D) Democratic leadership
E) Authoritarian leadership

Question 68

"Dr. White, welcome to Doctors Without Borders," said Roscoe Blaine, Program Administrator. "I will serve as your organizational manager 'in name only,' as we both know that I will not be providing much management, much less leadership, to your team in a foreign country. I'm confident, however, that you will not lack for leadership. After all, you will be working closely with several of your very experienced professional colleagues in an environment that demands the close cooperation of a tight-knit group. Furthermore, by policy, the rules and procedures that will govern your work are rigid, so your operating flexibility will be limited." In this case, Roscoe is counting upon ________ to provide a positive influence on Dr. White.

A) directive leadership
B) substitutes for leadership
C) task-oriented behavior
D) day-to-day supervision
E) autocratic leadership

Question 69

Substitutes for leadership are

A) factors in the workplace that can exert the same influence on people as leaders otherwise would provide.
B) the process of delegating challenging work to deserving people.
C) a combination of strong professional will and personal humility that builds enduring greatness.
D) a style in which the leader is true to himself or herself while leading.
E) methods used by leaders who bridge conflicting value systems or different cultures.

Question 70

________ is a form of leadership in which the leader makes decisions on his or her own and then announces those decisions to the group.

A) Laissez-faire
B) Democratic leadership
C) The situational approach
D) The Vroom model
E) Autocratic leadership

Question 71

The performance and maintenance dimensions of leadership are

A) mutually dependent on each other.
B) independent of each other.
C) neither dependent nor independent on each other.
D) both dependent and independent of each other.
E) somewhat dependent on each other.

Question 72

According to the behavioral approach to studying leadership, the ________ behavior includes a focus on work speed, quality and accuracy, quantity of output, and following the rules.

A) group maintenance
B) laissez-faire
C) supportive
D) task performance
E) competent

Question 73

Tomas, manager of a 50-person engineering department, exhibits group maintenance behaviors; that is he ensures employee satisfaction, harmonious work relationships, and the department's social stability. However, his division manager, Stan, notes that Tomas' department rarely achieves its yearly goals, in terms of work speed, quality and accuracy, output, and compliance with company policies and requirements. How would you advise Stan to coach Tomas to perform his job at a higher level and to increase the performance of Tomas' organization?

A) Tell Tomas to focus more on group maintenance behaviors.
B) Tell Tomas to focus more on participative leadership.
C) Tell Tomas to focus more on task performance behaviors.
D) Tell Tomas to focus more on democratic leadership.
E) Tell Tomas to focus more on social factors.

Question 74

"William, you have a strong management team supporting you, and I applaud your efforts to solicit information, opinions, and preferences from your team, and in seeking consensus in reaching decisions," said Scott. "But sometimes decisions need to be made more quickly, and sometimes your team simply wants you to step up and make certain tough decisions. In other words, a(n) ________ style of leadership is not always appropriate."

A) autocratic
B) democratic
C) laissez-faire
D) performance
E) authoritarian

Question 75

Neal told his subordinate, David, "Let me give you some advice. I know that you take pride in your delegating leadership style, and indeed you're good at it. But, always remember that effective leaders rely on ________ style(s) of leadership, depending on the situation."

A) a single
B) different
C) democratic
D) autocratic
E) a consistent

Question 76

A ________ leader has a special ability to generate excitement and revitalize organizations.

A) transactional
B) situational
C) transformational
D) lateral
E) bridge

Question 77

________ is a situational approach to leadership that emphasizes the participative dimension of leadership: how leaders go about making decisions.

A) The Vroom model
B) The leadership substitution theory
C) Fiedler's contingency model of leadership effectiveness
D) Hersey and Blanchard's model
E) The path-goal theory

Question 78

According to the proponents of the ________ approach to leadership, universally important traits and behaviors do not exist.

A) task performance
B) group maintenance
C) situational
D) laissez-faire
E) path-goal

Question 79

Not every managerial decision warrants an analysis using the ________ model.

A) Vroom
B) Fiedler
C) path-goal
D) Hersey-Blanchard
E) situational approach

Question 80

The ________ approach is a traditional method to studying leadership.

A) shared
B) lateral
C) behavioral
D) servant-leader
E) bridge