Deck 12: Leadership and Management

Question 1

Which of the following is false about leaders and leadership in organizations?

A) Leadership is a social influence process involving two or more people.
B) A leader intentionally tries to affect another person's behavior.
C) The target person must perceive the leader's behavior as acceptable.
D) Perception and attribution processes play no role in leadership.

Answer 1

D

Question 2

Which of the following statements is false about management and leadership?

A) Managers play a key role in turbulent external environments.
B) Managers sustain and control organizations.
C) Leaders create new visions for organizations.
D) Managers take fewer risks than leaders.

Answer 2

A

Question 3

Which of the following incorrectly describes the trait approach to understanding leadership?

A) Leaders can move people to high levels of achievement.
B) Leaders are aware of their situations and able public speakers.
C) Leaders persist when rough times occur.
D) Leaders have low energy and a low level of physical and social activity.

Answer 3

D

Question 4

Leadership traits that appeared in some reviews of leadership research include which of the following?

A) Dominance.
B) Desire to lead.
C) Cognitive ability.
D) All answers are leadership traits that appeared in some reviews of leadership research.

Question 5

Which of the following is a leadership trait?

A) Intelligence.
B) Self-confidence.
C) Knowledge of the business.
D) All answers are leadership traits.

Question 6

The leader behavior conceptualized by the University of Michigan researchers that focuses on tasks and used close supervision is

A) Initiating structure.
B) Production-centered.
C) Consideration.
D) Employee-centered.

Question 7

The leader behavior conceptualized by the University of Michigan researchers that emphasizes the personal success of employees and the quality of the social system is

A) Initiating structure.
B) Production-centered.
C) Consideration.
D) Employee-centered.

Question 8

The leader behavior conceptualized by the Ohio State University studies that focuses on task assignments and deadlines is

A) Initiating structure.
B) Production-centered.
C) Consideration.
D) Employee-centered.

Question 9

The leader behavior conceptualized by the Ohio State University studies that focuses on developing personal relationships with subordinates is

A) Initiating structure.
B) Production-centered.
C) Consideration.
D) Employee-centered.

Question 10

Fiedler's contingency theory proposes which of the following as factors affecting situational favorableness?

A) Position power.
B) Leader-member relations.
C) Task structure.
D) Each answer is a factor affecting situational favorableness.

Question 11

The situational factor in Fiedler's contingency theory characterized by trust between the leader and subordinate is

A) Task structure.
B) Consideration.
C) Leader-member relations.
D) Referent power.

Question 12

The situational factor in Fiedler's contingency theory that describes the extent to which the work is well defined or is ambiguous and vague is

A) Task structure.
B) Position power.
C) Leader-member relations.
D) Production orientation.

Question 13

The situational factor in Fiedler's contingency theory that is formal organizational authority is

A) Leader-member relations.
B) Position power.
C) Legitimate power.
D) Reward power.

Question 14

In Fiedler's contingency theory, when leader-member relations are good, the task is structured, and the leader has strong position power, the situation is

A) Highly favorable.
B) Moderately favorable.
C) Highly unfavorable.
D) No answers are correct.

Question 15

In Fiedler's contingency theory, when leader-member relations are poor, the task is structured, and the leader has strong position power, the situation is

A) Highly favorable.
B) Moderately favorable.
C) Highly unfavorable.
D) No answers are correct.

Question 16

In Fiedler's contingency theory, if position power is weak, leader-member relations are poor, and the task is unstructured, the situation is

A) Highly favorable.
B) Moderately favorable.
C) Highly unfavorable.
D) No answers are correct.

Question 17

According to Fiedler's contingency theory, task-oriented leaders are most effective in situations that are

A) Highly unfavorable.
B) Moderately favorable.
C) Highly favorable.
D) Highly favorable and highly unfavorable.

Question 18

According to Fiedler's contingency theory, relationship-oriented leaders are most effective in situations that are

A) Highly unfavorable.
B) Moderately favorable.
C) Highly favorable.
D) Highly favorable and highly unfavorable.

Question 19

In Fiedler's contingency theory, a trusted airline captain leading a cockpit crew is in a situation that is likely characterized by

A) Good leader-member relations, high task structure, and strong position power.
B) Poor leader-member relations, low task structure, and strong position power.
C) Good leader-member relations, high task structure, and weak position power.
D) Good leader-member relations, low task structure, and weak position power.

Question 20

In Fiedler's contingency theory, a disliked chairperson of a volunteer committee faced with the ambiguous task of generating fund-raising ideas is in a situation that is likely characterized by

A) Good leader-member relations, high task structure, and strong position power.
B) Poor leader-member relations, low task structure, and weak position power.
C) Poor leader-member relations, high task structure, and weak position power.
D) Good leader-member relations, low task structure, and weak position power.

Question 21

According to Fiedler's contingency theory, a task-oriented leader should be most effective in which of the following situations?

A) Good leader-member relations, structured tasks, strong position power.
B) Poor leader-member relations, unstructured tasks, weak position power.
C) Poor leader-member relations, structured tasks, weak position power.
D) Both A and B are correct.

Question 22

According to Fiedler's contingency theory, a relationship-oriented leader should be most effective in which of the following situations?

A) Good leader-member relations, structured tasks, strong position power.
B) Poor leader-member relations, structured tasks, strong position power.
C) Poor leader-member relations, unstructured tasks, weak position power.
D) Both B and C are correct.

Question 23

Which of the following is not a leader behavior in path-goal theory?

A) Directive.
B) Consideration.
C) Achievement-oriented.
D) Participative.

Question 24

In path-goal theory, the leader behavior that focuses on what tasks must be done, and when and how they should be completed, is

A) Directive.
B) Production-centered.
C) Initiating structure.
D) Participative.

Question 25

The leader behavior in path-goal theory that is most important to subordinate motivation is

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

Question 26

Which of the following statements is false about personal factors in path-goal theory?

A) Subordinates with low ability to do the task will accept directive leader behavior.
B) Subordinates with an internal locus of control will accept participative leader behavior.
C) Subordinates low in authoritarianism will accept directive leader behavior.
D) Subordinates with an external locus of control will accept directive leader behavior.

Question 27

In path-goal theory, directive leader behavior is right for which of the following subordinate profiles?

A) Low ability, external locus of control, high authoritarianism.
B) High ability, external locus of control, low authoritarianism.
C) Low ability, internal locus of control, low authoritarianism.
D) High ability, internal locus of control, high authoritarianism.

Question 28

In path-goal theory, participative leader behavior is right for which of the following subordinate profiles?

A) External locus of control, high authoritarianism.
B) External locus of control, low authoritarianism.
C) Internal locus of control, low authoritarianism.
D) Internal locus of control, high authoritarianism.

Question 29

Which of the following is not a subordinate personal factor that determines leader behavior in path-goal theory?

A) Ability.
B) Need for power.
C) Locus of control.
D) Authoritarianism.

Question 30

Which of the following is not a work environment factor that determines leader behavior in path-goal theory?

A) Type of task.
B) Primary workgroups.
C) Formal authority.
D) Organization design.

Question 31

In path-goal theory, ambiguous situations are defined by all the following except

A) Nonroutine tasks.
B) Decentralized decision making.
C) Workgroups with low cohesiveness.
D) Ill-defined authority.

Question 32

According to path-goal theory, subordinates working in ambiguous situations would prefer which of the following leader behaviors?

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

Question 33

According to path-goal theory, subordinates working in well-defined situations would prefer which of the following leader behaviors?

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

Question 34

Which of the following is not a desired result in path-goal theory?

A) Job satisfaction.
B) Acceptance of leader.
C) Motivation.
D) Group cohesion.

Question 35

Which of the following is a behavior in the reformulated and expanded path-goal theory?

A) Path-goal clarification.
B) Social interaction within the workgroup.
C) Leader integrity.
D) Each answer describes a behavior in the reformulated and expanded path-goal theory.

Question 36

The leadership mystique includes which of the following?

A) A will to survive and persevere.
B) A capacity for power.
C) A sense of mission.
D) All answers are correct.

Question 37

Which of the following is not a transformational leadership factor?

A) Charisma
B) Directive behavior
C) Intellectual stimulation
D) Individualized consideration

Question 38

Charismatic leaders use which of the following behaviors to motivate followers?

A) Develop a vision beyond the present situation.
B) Communicate an inspirational vision using a variety of media.
C) Empower their subordinates to increase self-confidence.
D) Charismatic leaders use each behavior described in an answer.

Question 39

Leader-member exchange (LMX) theory has which of the following characteristics?

A) The relationship can mature into a partnership with each follower.
B) Low-quality exchange relationships feature low levels of mutual respect, trust, and obligation.
C) Job performance extends well beyond one's job description in high-quality exchange relationships.
D) LMX theory has each characteristic described in an answer.

Question 40

Which of the following is not a leader-member exchange (LMX) theory characteristic?

A) Job performance extends well beyond one's job description in low-quality exchange relationships.
B) Workgroups can have variations among group members in the quality of their LMX relationship.
C) A strong bond develops between the leader and follower in a high-quality exchange relationship.
D) Teams with large differences in LMX relationship quality can have reduced member satisfaction and higher interpersonal conflict.

Question 41

Which of the following is not true about leadership and self-managing teams?

A) Organizations that use self-managing teams redistribute decision authority, changing team member roles.
B) Team leaders are either selected by team members or appointed by a manager or supervisor outside the team.
C) Team members who become team leaders usually have the required leadership traits.
D) The new roles of managers and supervisors outside the team include team guidance and resource support.

Question 42

A factor that acts in place of a leader, making the leader behavior unnecessary, is a(n)

A) Substitute.
B) Neutralizer.
C) Enhancer.
D) All answers are factors that can act in place of a leader.

Question 43

A factor that blocks a leader's influence effort is a(n)

A) Substitute.
B) Neutralizer.
C) Enhancer.
D) All answers are factors that can block a leader's influence effort.

Question 44

Which of the following is not a substitute for leader behavior?

A) The reward system.
B) Routine tasks.
C) Subordinate ability.
D) Feedback from the task.

Question 45

Which of the following can neutralize leader behavior?

A) Rules and procedures.
B) Intrinsically motivating jobs.
C) Cohesive workgroups.
D) Professional orientation.

Question 46

Which of the following can enhance leader behavior?

A) Subordinate ability.
B) Professional orientation.
C) The reward system.
D) Intrinsically motivating tasks.

Question 47

A person who someone views as a leader is a(n)

A) Implicit leadership theory.
B) Leadership exemplar.
C) Leadership prototype.
D) Leadership attribution.

Question 48

A person's mental or cognitive image of the behaviors and traits associated with leadership is a(n)

A) Implicit leadership theory.
B) Leadership exemplar.
C) Leadership prototype.
D) Leadership attribution.

Question 49

Which of the following is true about differences in leadership styles of women and men?

A) Women share power and information. They also encourage their subordinates' self-worth.
B) Men use their position authority and rely on rewards and punishments to shape subordinates' behavior.
C) Women behave more democratically and more participatively than men.
D) Each answer is true.

Question 50

Which of the following statements is true?

A) People in countries that value strong hierarchical relationships prefer directive leadership approaches.
B) Workers in countries with authoritarian values expect their managers to behave autocratically.
C) Managers who tie rewards to people's performance get positive results across cultures.
D) All answers are true.

Question 51

Which of the following is false about ethical issues in leadership and management?

A) People's behavior and attitudes can change without them becoming aware of the change.
B) The powerful effects of leadership have led some observers to suggest that leadership has brainwashing-like qualities.
C) An ethical leader confronts moral dilemmas and rewards ethical behavior.
D) Transformational leadership raises no ethical issues.

Question 52

Leaders can emerge spontaneously in organizations or hold formal organizational positions.

Question 53

Only the formal qualities of a person's organizational position contribute to leadership.

Question 54

Perceptual processes play a minor role in leadership in organizations.

Question 55

Leaders sustain organizations; managers try to change them.

Question 56

Leaders who carefully craft a vision create powerful images of the future.

Question 57

The different management positions in an organization can have different leadership and management requirements.

Question 58

Leaders were unsuccessful if they were much more intelligent than their followers.

Question 59

Early research on leadership traits looked at physical traits such as height and weight.

Question 60

Leadership traits are personal and psychological characteristics that distinguish leaders from nonleaders.

Question 61

Effective leaders are honest and have integrity, characteristics that gain followers' trust.

Question 62

One can summarize leadership trait research by saying, "Leaders are bright, honest, self-confident, high-energy people who know something about the situation they are trying to affect, and take control when they must."

Question 63

The Ohio State University studies found production-centered and employee-centered behaviors as two dimensions of leadership.

Question 64

The University of Michigan researchers felt that production-centered leadership was associated with higher performance than employee-centered leadership.

Question 65

Extremely high initiating structure is associated with high turnover and low satisfaction.

Question 66

High consideration is associated with high job satisfaction and group cohesiveness.

Question 67

Initiating structure is not helpful in situations of high task ambiguity and lack of training.

Question 68

Fiedler's contingency theory views leaders as changing their behavior to fit the situation.

Question 69

The two leadership behaviors in Fiedler's contingency theory are task-oriented and relationship-oriented.

Question 70

In Fiedler's contingency theory, leaders can have both task-oriented and relationship-oriented behavior.

Question 71

In Fiedler's contingency theory, highly favorable situations give a leader much influence.

Question 72

Fiedler thought that leaders should try to change the situation to match their leadership predisposition.

Question 73

A primary purpose of leadership, according to path-goal theory, is to affect subordinates' motivation to reach desired goals.

Question 74

Directive behavior and supportive behavior in path-goal theory are the same as initiating structure and consideration from the Ohio State University studies.

Question 75

According to path-goal theory, leaders cannot change their leadership style.

Question 76

In path-goal theory, subordinates who have high ability to do the task should prefer directive leader behavior.

Question 77

In path-goal theory, low authoritarian subordinates will prefer directive leader behavior.

Question 78

In path-goal theory, internal locus of control subordinates will prefer participative leader behavior.

Question 79

In path-goal theory, subordinates working in a low-ambiguity situation prefer supportive, not directive, leader behavior.

Question 80

According to the leadership mystique, leadership and management are the same.