Deck 13: Contemporary Views of Leadership in Organizations

Question 1

Charismatic leadership may create which of the following ethical concerns?

A)New employees are shunned until they demonstrate allegiance to the leader.
B)Decision making is slowed because of a constant focus on the future.
C)Greater concern is given to employees than to customers.
D)Profit levels rise to immoral levels.
E)Followers engage in inappropriate behaviors because of blind faith in the leader.

Answer 1

E

Question 2

Suppose your department is faced with a severe budget shortfall.One manager steps up and initiates changes that save the department a great deal of money.Which of the following would likely happen based on attributions made about leadership?

A)You will begin to regard that manager as a leader.
B)The manager will subsequently have a greater capacity to lead the department.
C)The ethical culture of the department would change.
D)Both responses a and c are correct.
E)Both responses b and c are correct.

Answer 2

D

Question 3

When a charismatic leader steps down, which of the following challenges will his or her successor likely face?

A)Raising profit levels from an all-time low
B)Recruiting workers who left under the prior leader
C)Measuring up to the legacy of the prior leader
D)Setting a vision for the organization
E)Eliminating the "loose" management culture left behind

Answer 3

C

Question 4

All of the following describe transactional leaders except

A)assigns work.
B)executes change.
C)evaluates performance.
D)makes decisions.
E)oversees routine work.

Question 5

Which of the following traits forms the basis of Robert House's theory of leadership?

A)Job-centered behavior
B)Employee-centered behavior
C)Initiating structure
D)Consideration
E)Charisma

Question 6

According to Robert House, charismatic leaders possess all of the following characteristics except

A)responsibility but typically little true authority.
B)a tendency to express confidence in followers.
C)self-confidence.
D)a tendency to communicate high expectations.
E)a strong need to influence people.

Question 7

Michelle is a manager whose subordinates are highly motivated and experienced.According to the Hersey and Blanchard model of leadership, Michelle should use which of the following styles?

A)Telling
B)Selling
C)Participating
D)Delegating
E)Situational

Question 8

How has path-goal theory been refined over the years?

A)The basis of the theory was changed from expectancy theory to equity theory.
B)The theory was revised as a decision-making theory.
C)Additional forms of leader behavior were included.
D)The theory was combined with goal-setting theory.
E)A software version of the model was made available to managers.

Question 9

Carlos is a leader who has led his company by initiating a merger with another organization and by redefining the company's culture.Carlos can be best described as a

A)charismatic leader.
B)transactional leader.
C)transformational leader.
D)industrial/organizational leader.
E)strategic leader.

Question 10

Which of the following elements has Fiedler added to the LPC theory to describe situational favorableness?

A)Charisma
B)Stress
C)Familiarity
D)Authority
E)Leader-member relations

Question 11

All of the following people were/are considered charismatic leaders except

A)Adolf Hitler.
B)Steve Jobs.
C)Ted Turner.
D)May Kay Ash.
E)All of these were/are charismatic leaders.

Question 12

All of the following describe transformational leaders except

A)recognizes need for change.
B)creates a vision to guide change.
C)has tremendous influence.
D)manages routine work.
E)executes change.

Question 13

Michael Eisner took over the stagnant Walt Disney firm in the early 1990s and turned things around in dramatic fashion.However, once stability was needed, Eisner was unable to change his approach to

A)charismatic leadership.
B)transactional leadership.
C)transformational leadership.
D)strategic leadership.
E)path-goal leadership.

Question 14

In the leader-member exchange model (LMX), each superior- subordinate pair is referred to as a(n)

A)matched set.
B)out-group.
C)linking mechanism.
D)vertical dyad.
E)in-group.

Question 15

Which of the following does not describe a behavior of charismatic leaders?

A)Envision future trends and patterns
B)Set high expectations for themselves and for others
C)Model behaviors consistent with meeting expectations
D)Initiate structured tasks and make assignments
E)Demonstrating personal excitement

Question 16

Michael is a manager whose subordinates are unmotivated and inexperienced.According to the Hersey and Blanchard model of leadership, Michael should use which of the following styles?

A)Telling
B)Selling
C)Participating
D)Delegating
E)Situational

Question 17

According to the leader-member exchange model (LMX), all of the following describe in-group members except

A)they receive special duties.
B)they receive special privileges.
C)they are privy to sensitive information.
D)they have more friends at work.
E)they receive more rewards.

Question 18

Studies have generally found that compared to out-group members, in-group members

A)complain more because they have access to the leader.
B)tend to have higher levels of performance and satisfaction.
C)are responsible for nearly all new product developments.
D)make more ethical decisions.
E)are absent more often, but get more work done when they attend.

Question 19

How does a supervisor initiate in-group or out-group relationships with subordinates?

A)The decision may be based on personal compatibility and subordinate competence.
B)Assignment into a group is based on the results of the supervisor's least-preferred coworker scale.
C)Subordinates are allowed to move freely between the in-group and out-group.
D)Newer employees comprise the in-group until they learn their jobs, at which point they transfer to the out-group.
E)The relationships develop in a random, unpredictable fashion.

Question 20

Leadership attributions hold true that

A)our own behavior with regard to that person.
B)the actual capacity of the person to behave like a leader.
C)the ethical culture of the organization.
D)when behaviors are observed in a context associated with leadership, others may attribute varying levels of leadership ability or power to the person displaying those behaviors.
E)the actual capacity of the person to behave like a leader and the ethical culture of the organization.

Question 21

As a coach, the organizational leader would do all of the following except

A)help select team members.
B)provide some general direction.
C)gain an understanding of the values of their young workers.
D)help train and develop team members.
E)help the team get information and other resources it may need.

Question 22

Task characteristics that may substitute for leader behavior include all of the following except

A)frequent feedback.
B)intrinsic satisfaction.
C)routine.
D)a high degree of structure.
E)ability.

Question 23

Which theory helps managers function in a virtual world?

A)Vroom's decision-making tree
B)Charismatic leadership theory
C)Strategic leadership theory
D)Transactional leadership theory
E)None of these

Question 24

A leader who achieves a superior alignment between the organization and the environment is known as a

A)virtual leader.
B)externalized leader.
C)charismatic leader.
D)initiating structure leader.
E)None of these are correct.

Question 25

According to the leader-member exchange model (LMX) of leadership, the in-group of subordinates may receive special privileges.

Question 26

Which of the following may help explain the pattern of differences between men and women leaders?

A)Men tend to be more supportive.
B)Women tend to be more controlling.
C)Men tend to be more task focused.
D)Women tend to rely on their own judgment.
E)Women tend to have stronger interpersonal skills.

Question 27

If a Japanese firm were to send an executive to head up the firm's operations in the United States, the executive would likely need to

A)focus more on collective benefits than individual benefits.
B)train U.S.employees to behave more like Japanese employees.
C)replace male senior managers with females.
D)develop a new theory of cross-cultural leadership.
E)change his or her leadership style.

Question 28

Strategic leadership includes all of the following except

A)to lead change.
B)to understand the organization.
C)to understand the organization's environment.
D)to maintain a superior alignment of the organization and the environment.
E)to maintain ethical leadership.

Question 29

Which of the following is an accurate description of the leadership differences between men and women?

A)Male leaders are more controlling.
B)Male leaders are more task focused.
C)Female leaders are more democratic in making decisions.
D)Female leaders are more nurturing.
E)There are virtually no differences between male and female leaders.

Question 30

The leader-member exchange model (LMX) of leadership stresses the importance of how much leaders contribute to the organization.

Question 31

The premise of the leadership substitutes perspective is that

A)leader behaviors may be irrelevant in some situations.
B)anyone can be a leader with proper training.
C)effective leaders replace the need for rigid rules and policies.
D)non-leaders can fill in for leaders, but only temporarily.
E)performing the leadership role requires replacing management

Question 32

Characteristics of the organization that may substitute for leadership include all of the following except

A)rules and procedures.
B)professional orientation.
C)rigid reward structure.
D)plans and goals.
E)physical distance between supervisor and employee.

Question 33

Which of the following is the best description of the new role of leaders in organizations?

A)Decision maker
B)Monitor
C)Supervisor
D)Director
E)Coach

Question 34

In the wake of recent corporate scandals, the behaviors of top leaders

A)have lost much of their impact.
B)are now matters of public record.
C)are being scrutinized more closely than ever.
D)have become synonymous with greed.
E)have become almost forgotten history.

Question 35

Amanda often helps new employees learn the ropes and prepare to advance within the organization.Amanda is filling which role?

A)Monitor
B)Instructor
C)Intrapreneur
D)Mentor
E)Accelerator

Question 36

Individual characteristics that may render leader behavior unnecessary include all of the following except

A)experience.
B)training.
C)frequent feedback.
D)knowledge.
E)motivation.

Question 37

Individual task and organizational characteristics that tend to outweigh the leader's ability to affect subordinates' satisfaction and performance are called

A)leadership transformations.
B)leadership attributions.
C)strategic leadership.
D)leadership substitutes.
E)charisma.

Question 38

Leadership neutralizers include all of the following except

A)group factors.
B)rules.
C)the job itself.
D)organizational factors.
E)procedures.

Question 39

Why may some leadership theories be less applicable in today's diverse workforce?

A)Most past leadership research involved only white males.
B)Past leadership theories have been shown to lead to discrimination.
C)Leaders today work in a less educated workforce.
D)Current civil rights laws require the development of modern theories and practices.
E)Researchers have moved away from studying leaders and are now studying followers.

Question 40

Texas Instruments, Halliburton, and Yum! Brands have all developed successful training programs to help managers become better .

A)leaders
B)mentors
C)coaches
D)supervisors
E)directors

Question 41

Individual ability, experience, training, knowledge, motivation, and professional orientation are among the characteristics that may substitute for leadership.

Question 42

Over the years, the path-goal theory of leadership has expanded to include additional forms of leader behavior.

Question 43

According to the leader-member exchange model (LMX) of leadership, the out-group of subordinates may receive more responsibility and autonomy.

Question 44

Transformational leadership is most important in regard to change.

Question 45

Herb Kelleher, Mary Kay Ash, and Steve Jobs are examples of charismatic leaders.

Question 46

Upside-down mentoring can teach older employees to appreciate younger colleagues and even to better understand young suppliers or customers.

Question 47

Leadership substitutes are individual, task, and organizational characteristics that tend to outweigh the leader's ability to affect subordinates' satisfaction and performance.

Question 48

Most leadership research has been conducted on samples or case studies involving Asian Americans.

Question 49

Male leaders are not systematically more controlling, harsh, or task focused than are female leaders.

Question 50

Charismatic leaders must rely on their personal charisma in order to compensate for low self-confidence.

Question 51

Leadership attribution theory holds that when behaviors are observed in a context associated with leadership, others may attribute varying levels of leadership ability or power to the person displaying those behaviors.

Question 52

A transformational leader is careful to assign work and evaluate performance.

Question 53

In the Hersey and Blanchard model of leadership, when subordinate readiness is low, the leader should use a "delegating" style.

Question 54

Perhaps the best description of the new role of leaders is to become an overseer instead of a coach.

Question 55

Female leaders are not necessarily more nurturing or supportive than are male leaders.

Question 56

Charismatic leaders enable others by supporting them, empathizing with them, and expressing confidence in them.

Question 57

Activities of transactional leadership are similar to those of management.

Question 58

Vroom ultimately abandoned work on his decision-tree approach because it was too complex for managers.

Question 59

Mentors help less-experienced people learn the ropes and better prepare to advance within the organization.

Question 60

Taking over a leadership role from a prior charismatic leader is not a challenge.

Question 61

In the Hersey and Blanchard model of leadership, when leaders are faced with highly ready followers, they should adopt a
style.

Question 62

Fiedler recently added the concept of as a major element of situational favorableness in the LPC theory.

Question 63

Leadership are individual, task, and organizational characteristics that tend to outweigh the leader's ability to affect subordinate's satisfaction and performance.

Question 64

According to the leader-member exchange model, subordinates in the
_-_ are likely to be privy to sensitive information.

Question 65

In the Hersey and Blanchard model of leadership, when leaders are faced with moderate-to-high follower readiness, they should adopt a
style.

Question 66

According to the leader-member exchange model, subordinates in the
_-_ are likely to have lower performance and satisfaction.

Question 67

Self-confidence, firm confidence in their beliefs and ideals, and a strong need to influence people are all characteristics of
leaders.

Question 68

Strategic leadership may be seen as an extension of the transformational leadership role.

Question 69

leadership is most similar to management.

Question 70

In the Hersey and Blanchard model of leadership, when leaders are faced with low subordinate readiness, they should adopt a
style.

Question 71

The we make about a person's behaviors subsequently affect both our own behavior and the actual capacity of the person to behave like a leader.

Question 72

Research has provided leaders with a thorough guide for functioning in the virtual world.

Question 73

Taking over a leadership role from someone with substantial
is a challenge.

Question 74

High standards of ethical conduct are being held up as a prerequisite for effective leadership.

Question 75

Each subordinate-supervisor pair in the leader-member exchange model is referred to as a .

Question 76

The - model of leadership stresses the importance of variable relationships between supervisors and each of their subordinates.

Question 77

Individual ability, experience, training, and professional orientation are all examples of leadership .

Question 78

leaders recognize the need for change and create a vision to guide that change.

Question 79

is a form of interpersonal attraction that inspires support and acceptance.

Question 80

leaders assign work, evaluate performance, and make decisions.