Deck 12: Leadership in Management

Question 1

According to Blake and Mouton, the impoverished manager is ________ in concern for people and ________ in concern for production.

A) high; high
B) low; low
C) high; low
D) low; high

Answer 1

B

Question 2

Leadership by managers includes

A) supervising.
B) acting as boundary spanners.
C) meeting personal needs of subordinates.
D) all of the above

Answer 2

D

Question 3

The "one best way" approach to leadership research was replaced by

A) the behavioral approach.
B) the trait approach.
C) the contingency approach.
D) all of the above

Answer 3

C

Question 4

________ exercise influence in a more informal manner while ________ occupy formal decision-making positions.

A) Managers; supervisors
B) Leaders; managers
C) Managers; leaders
D) Top executives; managers

Question 5

Charisma is a personal characteristic of strong leadership that was attributed to

A) John F. Kennedy.
B) Lee Iacocca.
C) Anne Mulcahy.
D) Stephen M. Case.

Question 6

Which of the following is true concerning leaders and managers?

A) All managers are leaders; all leaders are not managers.
B) Not all leaders are managers; not all managers are leaders.
C) All managers are leaders; all leaders are managers.
D) Not all leaders are managers; all managers are leaders.

Question 7

The key point of the ________ approach is that leadership success depends on the fit between the leader's behavior and decision-making style and the requirements of the situation.

A) behavioral
B) trait
C) contingency
D) one best way

Question 8

Which is not one of the major traditional approaches to understanding leadership?

A) Production-centered leadership
B) Trait approach
C) Behavioral approach
D) Situational approach

Question 9

If Mark is more focused on the feelings, needs and well being of followers, he would be rated high as a leader on which of the University of Michigan study dimensions?

A) Production-oriented behaviors
B) Employee-oriented behaviors
C) Concern for production
D) Concern for people

Question 10

Which power base does not have to actually be used to exert influence?

A) Coercive
B) Legitimate
C) Referent
D) Expert

Question 11

When others derive satisfaction by identifying with Mary, she has which type of power?

A) Coercive
B) Legitimate
C) Referent
D) Expert

Question 12

The approach to leadership that attempts to identify what good leaders do is

A) the behavioral approach.
B) the trait approach.
C) the situational approach.
D) the production-centered approach.

Question 13

Which of the following is not one of the power bases identified by French and Raven?

A) Coercive
B) Authority
C) Referent
D) Expert

Question 14

The Ohio State University and the University of Michigan studies took which approach to understanding leadership?

A) The behavioral approach
B) The trait approach
C) The situational approach
D) The managerial grid

Question 15

Jason avoids making decisions. As a result, his employees have low satisfaction levels and low performance levels. Which leadership style is Jason using?

A) Democratic
B) Autocratic
C) Laissez-faire
D) Country club

Question 16

According to Blake and Mouton's managerial grid

A) the country club manager is low in concern for people and high in concern for production.
B) the middle of the road manager requires the highest attention to concern for production.
C) they focused on traits of effective managers.
D) the most effective managers relate well to their followers and efficiently delineate what needs to get done, designated as the 9,9 manager.

Question 17

The approach to understanding leadership that attempts to find a personality profile that distinguishes leaders from non-leaders is

A) the behavioral approach.
B) the trait approach.
C) the situational approach.
D) the production-centered approach.

Question 18

French and Raven's power bases are

A) possessed by every manager.
B) possessed by everyone in varying amounts.
C) not independent.
D) independent.

Question 19

The two dimensions of leadership studied in the Ohio State research were

A) consideration and initiating structure.
B) production-oriented and employee-oriented behaviors.
C) concern for production and concern for people.
D) team management and country club management.

Question 20

Which of the following is not included as a management skill for successful leadership?

A) Influence skills
B) Delegation skills
C) Planning
D) Motivational skills

Question 21

Which leadership approach stresses the individual responsibility of employees to develop their own work priorities fostered by empowerment and role modeling?

A) Self-leadership
B) Transactional leadership
C) Leadership substitutes
D) Postheoric leadership

Question 22

Which leader is associated with admiration, trust, and a willingness to be believed?

A) Charismatic
B) Transactional
C) Transformational
D) Directive

Question 23

Steve Jobs is a classic example of

A) a transactional leader.
B) the liability of charismatic leadership.
C) a laissez faire leader.
D) self-leadership.

Question 24

To be most effective and motivate people, goals should be

A) unattainable to require people to stretch.
B) specific, quantifiable, and measurable.
C) intangible to allow for flexibility.
D) all of the above

Question 25

Transactional leaders

A) attempt to instill in followers the ability to question standard modes of operation.
B) are capable of tapping people's reservoir of creativity.
C) generate passion and excitement.
D) use legitimate, coercive, or reward power to elicit obedience.

Question 26

Which reinforcement technique is Jim using if he docks Mary's pay when she comes in late to work?

A) Positive reinforcement
B) Negative reinforcement
C) Extinction
D) Punishment

Question 27

Which of the following is an attribute of emotional intelligence?

A) Self-awareness
B) Impulse control
C) Empathy
D) all of the above

Question 28

Which reinforcement technique is Jennifer using if she refrains from laughing at Matt's jokes when they have important matters to discuss?

A) Positive reinforcement
B) Negative reinforcement
C) Extinction
D) Punishment

Question 29

Which of the following is not a characteristic associated with transformational leaders?

A) Inspire other people to follow a vision articulated by the leader
B) Make followers feel good and proud about identifying with the leader
C) Closely monitor followers to ensure that performance problems are detected
D) Empower followers and energize them to get better

Question 30

According to Fiedler's contingency model, a determinant of leader behavior is

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

Question 31

An approach to goal setting that allows the firm to implement overall organizational objectives by breaking them down into specific objectives assigned to different units and individuals in the firm in a cascading fashion is referred to as

A) reinforcement theory.
B) path-goal theory.
C) MBO.
D) attribution theory.

Question 32

Which of the following is true concerning Fiedler's contingency theory?

A) Leaders cannot change their style.
B) Empirical evidence supports the main ideas of Fiedler's theory.
C) The task-oriented leader focuses on maintaining good interpersonal relationships.
D) A relationship-oriented leader performs best in very favorable and very unfavorable situations.

Question 33

Which theory explains why 20 percent of CEOs at the largest U.S. companies are replaced during a given year after stock prices fall or the company fails to meet its performance goals?

A) Contingency theory
B) Reinforcement theory
C) Attribution theory
D) Path-goal theory

Question 34

Which reinforcement technique is Matt using if he praises his subordinate for a job well done?

A) Positive reinforcement
B) Negative reinforcement
C) Extinction
D) Punishment

Question 35

The idea that the major function of the leader is to be blamed or given credit for a bad or a good situation, even if the leader has little or no control over the factors that led to the results is known as

A) contingency theory.
B) reinforcement theory.
C) attribution theory.
D) path-goal theory.

Question 36

Which of the following is considered a contingency theory of leadership?

A) Expectancy theory
B) Path-goal theory
C) Attribution theory
D) Equity theory

Question 37

The theory that suggests it is the leader's job to help followers achieve their goals and to influence followers to ensure that their goals are consistent with the overall objectives of the group is

A) Fiedler's contingency model.
B) House's path-goal theory.
C) transactional theory.
D) equity theory.

Question 38

Which of the following is true of path-goal theory?

A) Subordinates who are highly authoritarian prefer a directive leadership style.
B) Directive leadership improves followers' satisfaction when the tasks are ambiguous and stressful.
C) Achievement-oriented leadership increases subordinates' satisfaction and group productivity when the organization can provide rewards contingent on the performance of the group.
D) all of the above

Question 39

The view of leadership that most top executives, no matter how good they are, are limited in what they can do to solve problems, so that leadership responsibilities are spread throughout the firm, is known as

A) self-leadership.
B) transactional leadership.
C) leadership substitutes.
D) postheoric leadership.

Question 40

Jessica is warm and friendly and shows concern about the problems and needs of subordinates. According to House's path-goal theory, which leadership style is Jessica using?

A) Participative leader
B) Directive leader
C) Achievement-oriented leader
D) Supportive leader

Question 41

The ability to influence other people is agreed on by many as an essential part of being an effective leader.

Question 42

Transactional leaders revitalize organizations by instilling in followers the ability to question standard modes of operation and tap people's creativity.

Question 43

According to Theory X as proposed by Douglas McGregor

A) employees prefer to be directed or told what to do.
B) work can be enjoyed as much as rest or play.
C) given the opportunity, the average employee will eagerly accept and seek responsibility.
D) employees are capable of exercising self-control and acting independently if they are committed to achieving organizational goals.

Question 44

Alderfer's ________ needs are aligned with Maslow's physiological and safety needs.

A) existence
B) relatedness
C) achievement
D) growth

Question 45

Which of the following is not a linkage in expectancy theory?

A) Effort-performance
B) Performance-outcome
C) Cognitive dissonance
D) Valences

Question 46

Managers exercise influence in a more informal and unstructured manner while leaders occupy formal decision-making positions in the organization.

Question 47

A driver of motivational commitment is

A) internalizing the goals of the organization.
B) acquiring rewards.
C) avoiding punishment.
D) all of the above

Question 48

Which of the following is not a need theory of motivation?

A) Maslow's hierarchy
B) Alderfer's ERG theory
C) McClelland's Need theory
D) House's path-goal theory.

Question 49

According to French and Raven, the five power bases are not independent.

Question 50

Hackman and Oldham suggest that the critical psychological states that affect personal and work-related outcomes are more likely to be present when jobs are designed so that employees

A) utilize a variety of skills.
B) are responsible for completion of a whole, identifiable piece of work.
C) enjoy autonomy and discretion in decision making.
D) all of the above

Question 51

According to equity theory, when ratios are not equivalent, ________ is produced creating dissatisfaction.

A) expectancy
B) cognitive dissonance
C) employee commitment
D) valence

Question 52

The view that having the strength to act in a particular way depends on people's beliefs that their actions will produce outcomes they find valuable and attractive is the basis of

A) equity theory.
B) attribution theory.
C) expectancy theory.
D) path-goal theory.

Question 53

Which theory reminds managers that providing additional rewards to meet a need will motivate people only if the need has not already been satisfied?

A) McClelland's Need theory
B) Attribution theory
C) Maslow's Hierarchy of Needs
D) Reinforcement theory

Question 54

Which of the following is a characteristic of someone with a high need for achievement as described by David McClelland?

A) The need to accomplish things
B) Desire to be liked by others
C) Desire to influence or control others
D) Desire to establish close interpersonal relationships

Question 55

The desire to use one's potential to the maximum, or be all that one can be reflects Maslow's

A) esteem needs.
B) self-actualization.
C) need for achievement.
D) social needs.

Question 56

The leadership substitute view contends that most top executives, no matter how good they are, are limited in what they can do to solve problems.

Question 57

According to Herzberg, a raise is a(n)

A) motivator.
B) intrinsic reward.
C) hygiene.
D) reinforcer.

Question 58

The key difference between Maslow's and Alderfer's theories is

A) Alderfer collapses five needs to three.
B) according to Alderfer, all three need categories can operate simultaneously.
C) Alderfer's view of needs is less universally valid than Maslow's.
D) Alderfer assumes a rigid hierarchy whereas Maslow does not.

Question 59

Which reinforcement technique is Deanna using if she complains about Jeff's lack of work effort and stops only when he picks up the pace?

A) Positive reinforcement
B) Negative reinforcement
C) Extinction
D) Punishment

Question 60

According to Fiedler, the better the leader-member relations, the more highly structured the job, and the stronger the position power, the more control or influence a leader enjoys.

Question 61

What are hygienes and motivators as described by Herzberg's two-factor theory. Provide examples of each.

Question 62

According to Maslow, the only need that can never be fully satisfied is self-actualization.

Question 63

Distinguish between management and leadership.

Question 64

According to Fiedler, what are the determinants of a situation to identify which leader behavior is suitable?

Question 65

Describe the four reinforcement techniques. Provide an example of each.

Question 66

What is the role of cognitive dissonance in equity theory?

Question 67

How can goals be more effective in motivating behavior?

Question 68

What are the five needs identified in Maslow's hierarchy of needs? How is the highest level need different from the other four?

Question 69

What are the behavioral dimensions of leadership identified in the Ohio State University and University of Michigan studies?

Question 70

What is self-leadership? What are the mechanisms to foster self-leadership in the firm?

Question 71

According to House's path-goal theory, what are the four leadership behaviors?

Question 72

According to expectancy theory, if a person perceives that they are being inequitably treated, they may reduce their inputs by cutting back on the level of effort.

Question 73

What are the three needs identified by David McClelland?

Question 74

Often when people who are promoted on the basis of technical ability fail in their new jobs, it is because they lack emotional competencies that are crucial at the higher level.

Question 75

How does a transformational leader differ from a transactional leader?

Question 76

What is the liability of a charismatic leader?

Question 77

If Joe criticizes his subordinate for a poorly written report, he is using negative reinforcement.

Question 78

Discuss in-groups and out-groups according to leader-member exchange.

Question 79

Describe the five power bases identified by French and Raven.