Deck 3: contingency Approaches to Leadership

Question 1

The four leadership classifications of the Fiedler model include supportive, directive, participative, and achievement-oriented.

Answer 1

False

Question 2

There is not one best way of leadership. Contingency means "it depends."

Answer 2

True

Question 3

Hersey and Blanchard's Situational Theory focuses on:

A) the characteristics of followers as an important element of the situation.
B) the readiness of the leader.
C) the characteristics of the leader.
D) whether the situation is favorable or unfavorable to the leader.

Answer 3

A

Question 4

In the contingency approaches, all the situational variables are important to leadership style EXCEPT:

A) task.
B) structure.
C) culture.
D) environment.

Question 5

Path clarification means that the leader works with subordinates to identify the behaviors needed to accomplish tasks.

Question 6

According to the path-goal theory, the follower increases leader motivation by clarifying the path to rewards and increasing values and desires.

Question 7

To use Fiedler's contingency theory, a leader should know if he has a relationship- or task-oriented style.

Question 8

A substitute counteracts the leadership style and prevents the leader from displaying certain behaviors.

Question 9

Contingency approaches can best be described as:

A) leadership styles that seek to delineate the characteristics of situations.
B) leadership styles appropriate for one situation which may not work in another.
C) leadership traits or behaviors that can improve performance in all situations.
D) both leadership styles that seek to delineate the characteristics of situations and leadership styles appropriate for one situation which may not work in another.

Question 10

Achievement-oriented leaders show confidence in subordinates and assist them in learning how to achieve high goals.

Question 11

In Fiedler's model, leadership style was measured with a questionnaire known as:

A) the least preferred coworker (LPC) scale.
B) leader participation styles.
C) neutralizers.
D) the leadership grid.

Question 12

According to the Hersey and Blanchard model, subordinates vary in readiness level.

Question 13

The Vroom-Jago Contingency Model has five levels of subordinate participation in decision making, ranging from highly autocratic to highly democratic.

Question 14

A task-oriented leader performs better in situations of intermediate favorability because human relations skills are important for high group performance.

Question 15

In the Hersey and Blanchard model, the telling style is based on high concern for both relationships and tasks.

Question 16

To use Fiedler's Contingency Theory, a leader needs to know:

A) whether his leadership style is relationship oriented.
B) whether his leadership style is task-oriented.
C) the organizational situation.
D) all of these choices

Question 17

Further development of the Vroom-Jago model added concern for time constraints and concern for follower development.

Question 18

Physical separation of leader and subordinate neutralizes leadership styles.

Question 19

The major impact of Fiedler's model may have been to stir other researchers to consider situational factors more seriously.

Question 20

Recent research has shown that substitutes for leadership can be designed in organizations.

Question 21

If group cohesiveness meets employee social needs, the leader can concentrate on task-oriented behaviors. This shows all EXCEPT:

A) the leader should adopt a style to complement the organization.
B) the character traits of the leader are very important.
C) a leader can evaluate the situation and avoid leadership overkill.
D) the leader can ensure that both task and people needs are being met.

Question 22

The four types of leader behavior in the path-goal theory:

A) are not considered ingrained personality traits.
B) reflect types of behavior that every leader is able to adopt.
C) depend on the situation.
D) all of the choices

Question 23

Craft workers and professionals want more freedom and autonomy and work best:

A) under a participative leadership style.
B) under a directive leadership style.
C) under a selling leadership style.
D) under a task-oriented style.

Question 24

Researchers found that CEOs in turnaround situations-where companies must improve results quickly:

A) relationship skills were more valuable leader qualities.
B) teamwork was the most valuable leader quality.
C) task-focused characteristics were more valuable leader qualities.
D) analytical skills were not valuable leader qualities.

Question 25

The path-goal theory includes all EXCEPT:

A) clarifying the follower's path to the rewards that are available.
B) determining whether the situation is favorable or unfavorable to the leader.
C) increasing the rewards that follower values and desires.
D) working with subordinates to identify behaviors for task accomplishment.

Question 26

According to the LPC scale, if the leader describes the least preferred coworker using positive concepts:

A) the leader is relationship-oriented.
B) the leader is task-oriented.
C) the leader places greater value on tasks.
D) the leader is extroverted.

Question 27

Fiedler's model has been criticized because using the LPC score as a measure
Of relationship-or task-oriented behavior:

A) lacks stitistical significance.
B) seems simplistic.
C) seems arbitrary.
D) all of the choices

Question 28

Highly educated, profession subordinates who know their tasks do not need a leader. This is an example of:

A) path-goal theory.
B) the readiness level of subordinates.
C) a substitute for leadership.
D) participative leadership.

Question 29

Hersey and Blanchard's model, the delegating style can be effective:

A) when followers have very high levels of education, experience, and readiness.
B) when followers lack experience and education.
C) when followers have poor ability and skills.
D) when followers are at a moderate readiness level.

Question 30

All of the following statements describe directive leadership EXCEPT:

A) Directive leadership is similar to the initiating structure.
B) Directive leadership tells subordinates exactly what to do.
C) Directive leadership shows concern for subordinates' wellbeing and personal needs.
D) Directive leadership includes planning.

Question 31

According to the path-goal model, a subordinate who lacks self-confidence would respond best to:

A) directive leadership behavior to clarify the path to reward.
B) supportive leadership behavior to increase confidence.
C) achievement-oriented leadership to set high goals.
D) participative leadership to clarify the follower's needs

Question 32

According to Fiedler, in situations of "High-Task Low-Relationship", the leader's style should be the:

A) authoritative style.
B) delegating style.
C) achievement style.
D) supportive style.

Question 33

Researchers have observed that leaders frequently behave situationally-that is:

A) they adjust their leadership style.
B) factors in the situation change leadership style.
C) leaders do not change leadership style.
D) both they adjust their leadership style and factors in the situation change leadership style.

Question 34

In the Vroom-Jago model, the Leader Decision Styles do NOT include:

A) Decide.
B) Facilitate.
C) Delegate.
D) Empower.

Question 35

A leader who shared ideas with followers and facilitates decision making is using Hersey and Blanchard's ____.

A) telling style
B) selling style
C) participating style
D) delegating style

Question 36

The degree of participation in the Vroom-Jago model depends on responses to eight questions which include all EXCEPT:

A) How significant is the decision for the project or organization?
B) What is the level of expertise in relation to the problem?
C) How will the shareholders view this decision?
D) How important is the subordinate commitment to the decision?

Question 37

Two important situational contingencies in the path-goal theory are:

A) the personal characteristics of the group members and the work environment.
B) ability, skills, needs, and motivations and the degree of task structure.
C) substitutes for leadership and readiness level of the leader.
D) both the personal characteristics of the group members and the work environment and ability, skills, needs, and motivations and the degree of task structure.

Question 38

Path clarification means that the leader works with subordinates:

A) to learn the behaviors that lead to task accomplishment.
B) to help them identify behaviors for task accomplishment.
C) to increase relationship skills to be better team members.
D) both to learn the behaviors that lead to task accomplishmenta and to help them identify behaviors for task accomplishment.

Question 39

In today's multigenerational workplace, with people of widely different ages and
Readiness levels working side-by-side, many leaders find that they have to use:

A) the telling style.
B) the selling style.
C) multiple styles.
D) the delegating style.

Question 40

Kinko's, a nationwide copy center, has numerous locations and managers have limited personal interaction. This is an example of:

A) achievement-oriented leadership.
B) path-goal theory.
C) a substitute for leadership.
D) a neutralizer.

Question 41

The Vroom-Jago model added:

A) concern for time constraints.
B) concern for follower development.
C) concern for production.
D) both concern for time constraints and concern for follower development.

Question 42

Describe the Vroom-Jago Contingency Model.

Question 43

The essence of the Hersey and Blanchard's situational theory is to select a style that is appropriate for the ____________________ level of each subordinate.

Question 44

Describe the path-goal theory.

Question 45

The diagnostic questions in the Vroom-Jago coningency model include all EXCEPT:

A) How significant is this decision for the project or organization?
B) How skilled and committed are group members to working together as a team to solve problems?
C) What decision-making style does the leader use?
D) How important is subordinate commitment to carrying out the decision?

Question 46

Recent studies have examined how substitutes (the situation) can be designed:

A) to have less impact than leader behaviors on outcomes.
B) to have the same impact as leader behaviors on outcomes.
C) to have more impact than leader behaviors on outcomes.
D) to have no impact on outcomes.

Question 47

The Reserve Officers' Training Corps (ROTC) involves the concepts of motivation, responsibility, and the creation of a team in which decision making is expected of everyone. This is an example of:

A) participative leadership.
B) achievement-oriented leadership.
C) the delegating style.
D) neutralizers.

Question 48

____________________ is a contingency approach to leadership in which the leader's responsibility is to increase subordinates' motivation by clarifying the behaviors necessary for task accomplishment and rewards.

Question 49

Describe Fiedler's theory.

Question 50

____________________ is a model to diagnose whether a leader is task-oriented or relationship oriented and help leaders match their styles to the organizational situation.

Question 51

How does a leader tailor rewards to the situation?

Question 52

Hersey and Blanchard's ____________________ is an extension of the Leadership Grid focusing on the characteristics of followers as the important element of the situation, and of determining effective leader behavior.

Question 53

A(n) ____________________ is a situational characteristic that counteracts the leadership style and Prevents the leader from displaying certain behaviors.

Question 54

When can leadership be substituted?

Question 55

The Vroom-Jago model focuses specifically on varying degrees of ____________________ leadership.

Question 56

____________________ is a contingency models that focuses on varying degrees of participative leadership, and how each level of participation influences quality and accountability of decisions.

Question 57

Task-oriented and people-oriented leadership is substituted by:

A) professional education and socialization.
B) teams.
C) computer training.
D) low levels of readiness.

Question 58

A(n) ____________________ is a situational variable that makes leadership unnecessary or redundant.

Question 59

In Fiedler's theory, a(n) ____________________ is concerned with people.

Question 60

____________________ is a theory meaning one thing depends on another.

Question 61

New research has continued to improve Fiedler's model, and it is still considered an important contribution to leadership studies. However, it's major impact may have been to stir other researchers to consider situational factors more seriously. Discuss.

Question 62

Leaders should adopt a style with which to complement the organizational situation. Discuss.

Question 63

The ability to use substitutes to fill leadership gaps is often advantageous to organizations.