Deck 12: Modern Leadership Approaches

Question 1

Male leaders are typically more harsh, controlling and task focused than female leaders.

Answer 1

False

Question 2

Training, motivation and professionalism are among the group characteristics that may substitute for leadership.

Answer 2

False

Question 3

Over the years, the path-goal theory of leadership has been abandoned in favour of more transactional approaches to leadership.

Answer 3

False

Question 4

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

Question 5

Perhaps the best description of the new role of leaders is to become a transactional leader instead of a coach.

Question 6

The attribution perspective holds that leadership behaviours stay constant in varying workplace contexts.

Question 7

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

Question 8

Many leaders today are being asked to change how they manage people - to become coaches.

Question 9

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

Question 10

Charismatic leaders are always ethical leaders of large organisations.

Question 11

The path-goal theory has undergone major refinements over the years.

Question 12

Activities of transactional leadership are similar to those of charismatic leadership.

Question 13

Transformational leadership focuses heavily on keeping the status quo.

Question 14

The leader-member exchange model (LMX) of leadership stresses the importance of the relationships between supervisors and subordinates.

Question 15

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

Question 16

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

Question 17

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

Question 18

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

Question 19

Vivian Reddy, Desmond Tutu and Steve Jobs are examples of transactional leaders.

Question 20

Taking over a leadership role from a prior charismatic leader can be extremely challenging.

Question 21

A leader who initiates change in a company by enhancing the culture of the work environment is using

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

Question 22

The leader-member exchange model (LMX)

A) is based on subordinate contributions and leader inducements.
B) clarifies the role of communication in the leadership process.
C) stresses the importance of variable relationships between supervisors and their subordinates.
D) confirms the dual structure of task and relationship behaviours by leaders.
E) illustrates the situational nature of leadership, particularly in service organisations.

Question 23

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

A) they receive weaker support from the leader.
B) they receive fewer rewards.
C) they have fewer friends at work.
D) they are not 'in the loop' as information is shared.
E) they are assigned to mundane tasks.

Question 24

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 co-worker 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 25

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

Question 26

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 27

Female leaders tend to be more nurturing and supportive than male leaders.

Question 28

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 29

Michelle is a manager whose subordinates have moderate-to-high readiness.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 30

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 31

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 behaviour were included.
D) The theory was combined with goal-setting theory.
E) A software version of the model was made available to managers.

Question 32

Michael is a manager whose subordinates have moderate readiness.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 33

All of the following are associated with transactional leaders EXCEPT

A) assigning work.
B) executing change.
C) evaluating performance.
D) making decisions.
E) overseeing routine work.

Question 34

Each of the following is associated with transformational leaders EXCEPT

A) recognising a need for change.
B) creating a vision to guide change.
C) having tremendous influence.
D) managing routine work.
E) executing change.

Question 35

Sikhalo is a leader who has led his company by closely evaluating performance.Sikhalo can be best described as a(n)

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

Question 36

Most leadership research has been conducted on samples or case studies involving members of minority groups.

Question 37

Faith in top leaders has been shaken due to recent corporate scandals.

Question 38

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

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

Question 39

Managers of virtual organisations have to work harder at creating and maintaining relationships with their employees than managers who have regular personal contact.

Question 40

Research has not provided leaders with a thorough and definitive guide for functioning in the virtual world.

Question 41

Characteristics of the organisation that may substitute for leadership include all of the following EXCEPT

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

Question 42

A leader who achieves a superior alignment between the organisation and the environment is known as a(n)

A) virtual leader.
B) externalised leader.
C) charismatic leader.
D) initiating-structure leader.
E) strategic leader.

Question 43

As a coach, the organisational 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 44

Task characteristics that may substitute for leader behaviour include all of the following EXCEPT

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

Question 45

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

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

Question 46

The central premise of the leadership substitutes perspective is that

A) leader behaviours 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 activities with leadership activities.

Question 47

Which of the following does NOT describe a behaviour of charismatic leaders?

A) Envisioning future trends and patterns
B) Setting high expectations for themselves and for others
C) Modelling behaviours consistent with meeting expectations
D) Initiating structured tasks and making assignments
E) Demonstrating personal excitement

Question 48

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 49

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

A) Job-centred behaviour
B) Employee-centred behaviour
C) Initiating structure
D) Consideration
E) Charisma

Question 50

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

A) Adolf Hitler
B) Steve Jobs
C) Nelson Mandela
D) Desmond Tutu
E) Tim Cook

Question 51

Why might 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 52

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

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

Question 53

Strategic leadership includes all of the following EXCEPT

A) leading change.
B) understanding the organisation.
C) understanding the organisation's environment.
D) maintaining a superior alignment of the organisation and the environment.
E) maintaining ethical leadership.

Question 54

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

A) focus more on collective benefits than individual benefits.
B) train US 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 55

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 56

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 organisation
E) Eliminating the 'loose' management culture left behind

Question 57

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 behaviours because of blind faith in the leader.

Question 58

Individual characteristics that may render leader behaviour unnecessary include all of the following EXCEPT

A) experience.
B) training.
C) norms.
D) professionalism.
E) motivation.

Question 59

Individual task and organisational 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 60

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

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

Question 61

The in-group/out-group dichotomy is central to which model of leadership?

A) Hersey and Blanchard
B) Leader-member exchange
C) Vroom's decision tree
D) Least-preferred co-worker
E) Attribution theory

Question 62

Which concept explores how managers function in a virtual world?

A) Transformational leadership
B) Charismatic leadership
C) Strategic leadership
D) Transactional leadership
E) Virtual leadership

Question 63

Which leadership style of the Hersey and Blanchard model entails providing direction and defining roles?

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

Question 64

Annabelle takes over as CEO of an organisation that's already doing extremely well, so she elects not to undertake any drastic changes and mainly stay the course - for the time being, at least.Annabelle is engaging in __________ leadership.

A) transformational
B) transactional
C) charismatic
D) strategic
E) ethical

Question 65

Which attribute is considered positive in some cultures but not in others?

A) Evasive
B) Ruthless
C) Honest
D) Dependable
E) Egocentric

Question 66

A tendency to exhibit modesty and sensitivity is associated with which type of leadership, according to Project GLOBE?

A) Participative
B) Self-protective
C) Humane-oriented
D) Team-oriented
E) Autonomous

Question 67

Research suggests that male leaders are, on average, ____________ than female leaders.

A) more charismatic
B) less nurturing
C) more nurturing
D) less autocratic
E) more autocratic

Question 68

Manny is a manager whose subordinates have low readiness.According to the Hersey and Blanchard model of leadership, Manny should use which of the following styles?

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

Question 69

According to the LMX model, the _________ of a leader is a small group of trusted subordinates who are given more autonomy and responsibility than others.

A) in-group
B) out-group
C) vertical dyad
D) task force
E) elite group

Question 70

Which of the following can act as a leadership neutraliser?

A) High intergroup conflict
B) High intragroup conflict
C) High group cohesiveness
D) Low group cohesiveness
E) Ambiguous project parameters

Question 71

Shehaam is Nabeelah's supervisor.Nabeelah often knows things Shehaam's other subordinates don't, and she gets the lion's share of special, more autonomous duties.According to the LMX model, which of the following is also likely to be true?

A) Nabeelah is part of Shehaam's out-group.
B) Nabeelah works fewer hours than Shehaam's other subordinates do.
C) Nabeelah works longer hours than Shehaam's other subordinates do.
D) Nabeelah gets less support from Shehaam than Shehaam's other subordinates do.
E) Nabeelah gets more support from Shehaam than Shehaam's other subordinates do.

Question 72

Leaders who are coaches contrast leaders who are

A) overseers.
B) effective.
C) ineffective.
D) participative.
E) strategic.

Question 73

Mara is a manager whose subordinates have high readiness.According to the Hersey and Blanchard model of leadership, Mara should use which of the following styles?

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

Question 74

According to the LMX model, the _________ of a leader receive less of the supervisor's time and attention, are more likely to be assigned mundane tasks, are not be 'in the loop' insofar as information is being shared, and receive fewer rewards and overall weaker support from the leader.

A) in-group
B) out-group
C) vertical dyad
D) task force
E) elite group

Question 75

Which leadership style of the Hersey and Blanchard model entails offering direction and role definition accompanied by explanation and information?

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

Question 76

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

A) Men tend to be less supportive.
B) Women tend to be less aggressive.
C) Women tend to be more task focused.
D) Women face more resistance from stereotyping.
E) Men tend to have stronger interpersonal skills.

Question 77

Situations with implicit plans and goals and a malleable reward structure require a __________ degree of leadership.

A) non-existent
B) low
C) moderate
D) high
E) variable

Question 78

Which leadership style of the Hersey and Blanchard model allows followers to share in decision making?

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

Question 79

Which attribute is seen as universally negative across a wide range of cultures?

A) Dictatorial
B) Sensitive
C) Evasive
D) Cunning
E) Risk taking

Question 80

Which leadership style of the Hersey and Blanchard model entails allowing followers to work independently with little or no overseeing?

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