Deck 8: Leadership

Question 1

A transformational leader is one who recognizes follower needs and tries to see that the organization satisfies those needs if employee performance warrants it.

Answer 1

False

Question 2

Affiliative leaders are natural relationship builders.

Answer 2

True

Question 3

Low power-distance cultures may be more open to the 9,1 form of leadership and less likely to question the orders and authority of a leader.

Answer 3

False

Question 4

Employees in high power-distance countries may expect bosses to act in a more informal way.

Question 5

Transformational leadership exists in various forms around the world, though perhaps less so in the United States.

Question 6

Goleman found the coercive style of leadership to be the most effective in almost all situations.

Question 7

The Vroom-Yetton theory focuses on how leaders make business decisions.

Question 8

Germans favor soft-spoken politicians because of a negative association with charisma.

Question 9

High-LPC leaders are most effective in situations that are very favorable or very unfavorable for leading, such as unfavorable, mechanistic, or military environments.

Question 10

Unlike the behavioral theories of leadership, which imply that leaders need to be identified and perhaps nurtured, trait theories assume that effective leadership behaviors can be identified and taught to prospective leaders.

Question 11

The achievement-oriented leadership style is appropriate when the employee is not challenged, tends to be mature, and knows his/her job inside and out.

Question 12

The adaptation models of leadership help individuals to understand how a leader may adjust behavior to better fit a particular situation and employees' maturity levels.

Question 13

The path-goal theory argues that leaders will have to engage in different types of leadership behavior depending on the nature and demands of a particular situation.

Question 14

Authoritative leadership typically works well in low power-distance situations with strong group relationships.

Question 15

An effective manager operating internationally needs to act in a manner appropriate for the setting in which he/she is located.

Question 16

The authoritative leadership style places a premium on communication and flexibility within an organization.

Question 17

The authoritative leadership style is characterized by enthusiasm and vision rather than criticism and negative tactics.

Question 18

Leadership consists of planning, organizing, leading, and controlling a group or organization.

Question 19

The democratic leadership style is slow, but when implemented it usually moves along rapidly with few objections.

Question 20

Internal locus of control refers to whether people feel that they can control things themselves or whether outside forces control their future.

Question 21

The 9,9 leaders:

A) work hard to meet the workers' needs.
B) have impoverished leadership and management abilities.
C) exert minimum effort and get minimal output from workers.
D) punish those who try to do extra for ''creating more work for others.''

Question 22

_____ refers to whether people feel that they can control things themselves or whether outside forces control their future.

A) Attributional style
B) Self-efficacy
C) Internal locus of control
D) Problem-solving skills

Question 23

The leadership style 5,5 is commonly referred to as:

A) country club management.
B) team management.
C) authority-obedience management.
D) organization man management.

Question 24

For the average person in individualist societies, employees may see a manager with a rating of 9,9 as someone who:

A) is too personal.
B) is paid to make decisions.
C) should be telling them what to do.
D) should not be considered about the opinions of the staff.

Question 25

The authority-obedience leadership style:

A) stresses thoughtful attention to needs of people for satisfying relationships leading to a comfortable, friendly organization atmosphere.
B) states that minimum effort is required to get work done and is appropriate to sustain the organization.
C) stresses efficiency in operations and certain, specified results, and it offers no room for creativity.
D) states that interdependence through a "common stake" in organization goals leads to relationships of trust and respect.

Question 26

In all cultures, it is very important for a leader to build trust with followers.

Question 27

According to behavioral theories of leadership:

A) leaders need to be identified and perhaps nurtured.
B) the type of leadership needed is based on the situation being faced.
C) effective leadership behaviors can be identified and taught to prospective leaders.
D) there are underlying characteristics of people that lead to either superior leader or follower performance.

Question 28

Which of the following statements about transformational leaders is true?

A) They use extrinsic motivators very effectively.
B) They seek to acquire more followers through the exchange process.
C) They recognize follower needs and see that the organization satisfies those needs if employee performance warrants it.
D) They establish a vision and the key objectives that must be reached to move an organization forward.

Question 29

Implicit leadership theories affect not only how people view leaders, but also how managers are selected.

Question 30

According to the GLOBE study of leadership around the world, which of the following attributes was identified as characteristics of a leader in the West?

A) Enthusiastic
B) Self-effacing
C) Sensitive
D) Compassionate

Question 31

Coaching focuses primarily on increasing productivity at work-related tasks, not on personal development.

Question 32

Which of the following statements about transactional leaders is true?

A) They transform their followers in ways that result in followers trusting the leaders.
B) They exchange rewards for appropriate levels of effort, and respond to employees' self interests as long as they are getting the job done.
C) They increase followers' awareness of the importance of their tasks and of performing well.
D) They give subordinates a feeling of engagement with the organization by motivating them to work for the good of the organization in addition to their own personal gain.

Question 33

The theory in which the type of leadership needed is based on the situation being faced is the:

A) implicit theory.
B) contingency theory.
C) behavioral theory.
D) trait theory.

Question 34

According to Fiedler, high-LPC leaders:

A) are most effective in situations that are very favorable for leading.
B) are most effective in situations that are very unfavorable for leading.
C) are most effective in situations that are moderately favorable for leading.
D) cannot worry too much about being liked by employees.

Question 35

Which leadership style gives thoughtful attention to needs of people for satisfying relationships leads to a comfortable, friendly organization atmosphere and work tempo?

A) Team management
B) Country club management
C) Authority-obedience management
D) Impoverished management

Question 36

The difficulty for pacesetting leaders is that often employees feel overwhelmed by managerial demands for excellence, and morale drops.

Question 37

All of the following are aspects of U.S. management style EXCEPT:

A) market processes.
B) main focus on subordinate challenges.
C) the stress on the individual over the group.
D) an emphasis on management problems.

Question 38

Which theory states that an employee's maturity is determined by job maturity and psychological maturity?

A) Trait theory
B) Implicit theory
C) Behavioral theory
D) Situational leadership theory

Question 39

According to the Leadership Grid, the ideal leader was seen to be a:

A) 1,1 leader.
B) 1,9 leader.
C) 9,1 leader.
D) 9,9 leader.

Question 40

A high degree of collectivism implies that leaders must allow employees to make decisions about their work.

Question 41

In which situation would a democratic leadership style be useful?

A) To motivate people during difficult circumstances, sell a vision, undertake a turnaround.
B) To get quick results from a highly motivated and competent team.
C) To build buy-in or consensus, or to get input from valuable employees.
D) To help an employee improve performance or develop long-term strengths.

Question 42

Which of the following statements about a pacesetting leader is true?

A) The difficulty for pacesetting leaders is that often employees feel overwhelmed by managerial demands for excellence, and morale drops.
B) Pacesetting leaders help employees identify their unique strengths and weaknesses and tie them to their personal and career aspirations.
C) Pacesetting leaders are masters at building a sense of belonging and are natural relationship builders.
D) By letting employees have a say in decisions that affect their goals, a pacesetting leader increases flexibility and keeps employee morale high by listening to employees' concerns.

Question 43

Which theory recognizes that the process by which persons are perceived as leaders follows the same basic social-cognitive processes occurring in other contexts?

A) Vroom-Yetton theory
B) Implicit leadership theory
C) Hersey-Blanchard theory
D) Path-goal theory

Question 44

Write a note on the kind of leadership in individualistic and collectivist cultures.

Question 45

Compare and contrast transformational and transactional leadership.

Question 46

A(n) _____ leader is typically quite strict, leading by intimidation, bullying tactics, and through direct orders to employees.

A) coercive
B) affiliative
C) pacesetting
D) authoritative

Question 47

What is the disadvantage of the authoritative leadership style?

A) Decision-making tends to be slow.
B) More of a short-term solution.
C) Works poorly for an experienced workforce that know their jobs well.
D) Does not work well in high-power distance cultures that expect leaders to make decisions.

Question 48

Which of the following is one of the main differences between the authoritative and the coercive leadership styles?

A) Authoritative leadership typically works well in low power-distance situations, while coercive leadership works well in high power-distance cultures.
B) While an authoritative leader demands that people do what he/she says, a coercive leader believes that people come first.
C) Unlike the authoritative leader, the coercive leader's standards for success are clear and employees are given room to innovate and not punished for making honest mistakes.
D) The authoritative leadership style is characterized by enthusiasm and vision rather than criticism and negative tactics.

Question 49

According to the Vroom-Yetton theory, leadership is contingent on what issues?

Question 50

Explain the coaching style of leadership.

Question 51

Write an explanatory note on the Leadership Grid.

Question 52

Which leadership style is appropriate when the employee is not challenged, tends to be mature, and knows his/her job inside and out?

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

Question 53

Participative leadership is appropriate when:

A) the followers lack self-confidence or have just gone through a difficult time at work.
B) the follower has an ambiguous job or may not be ready to work independently.
C) an employee is using improper procedures, and should be helped to uncover these problems.
D) the employee is not challenged, tends to be mature, and knows his/her job inside and out.

Question 54

The Vroom-Yetton Model has proven to be useful in:

A) formal societies.
B) particularistic societies.
C) less universalistic societies.
D) low hierarchical societies.

Question 55

Explain Fiedler's contingency theory.

Question 56

Which of the following statements about Hofstede's dimensions of cultures and leadership is true?

A) High power-distance cultures prefer their leaders to empower and encourage employee participation in decision-making.
B) Low uncertainty-avoidance cultures that have an emphasis on rules and traditions, may place demands on leaders not expected in high uncertainty-avoidance cultures.
C) A high degree of collectivism implies that leaders must allow employees to make decisions about their work.
D) Countries high in masculinity will more commonly place emphasis on production along the lines of the 9,1 leader.