Deck 3: From Early Managerial to Transactional Theories of Leadership

Question 1

The Nez Perce Leadership Council example was given as an example of a collective approach to leadership.

Answer 1

True

Question 2

The principles approach to the study of management focuses on the study of what managers do in organizations, with emphasis on basic concepts such as reasonable responsibilities and span of control.

Answer 2

True

Question 3

When we study the foundations of bureaucracy, such as the writings of Max Weber, we see that the thinking was "bureaucracy could do no wrong" because it removed favoritism in organizations.

Answer 3

False

Question 4

Jung, who wrote about genetically determined traits, was a Swiss psychologist.

Question 5

The Great Man theory purported that men are natural leaders.

Question 6

The trait theory has been proved to be true because two leaders with different traits cannot have the same level of success in leadership.

Question 7

The behavioral approach to leadership study emphasizes what a leader does and gained its popularity starting in the 1950s.

Question 8

The managerial grid theory of Blake and Mouton emphasizes a contingency approach to leadership, in which there is no single ideal approach from one situation to another.

Question 9

An important element in Hersey and Blanchard's theory deals with organizational maturity, a financial term indicating the final date for payment of principal and interest.

Question 10

A delegating style in the Hersey and Blanchard model is composed of high supportive and high directive leader behavior.

Question 11

According to the path-goal theory, the leader's responsibility is to match organizational goals and employee goals so that employees can best attain their goals.

Question 12

Research on path-goal theory has identified the major factors that affect the correct style to use, including the level of interdependency as one of the factors that calls for a more participatory style when jobs are highly interdependent.

Question 13

Strategies to assist low-performing employees include the leader providing feedback quickly unless it is negative, in which case the feedback should occur over a long term, starting very generally so that it will be accepted.

Question 14

In low-exchange relationships, according to LMX theory, influence from the leader to the member is reciprocal.

Question 15

One lesson to students from the LMX theory is that if they wish to be perceived as competent and committed to the job, they should strive for what the theory calls high-exchange relationship status.

Question 16

In postindustrial Asia, the study of leadership continues to be a study of:

A) individualism
B) personality
C) collectivism
D) humanism

Question 17

One of the three approaches that dominated most management thinking and writing in the "classical management period" is:

A) Taylor's scientific management
B) Drucker's knowledge work productivity
C) Marx's theory of social class
D) Handy's organizational behavior

Question 18

To design efficient management practices, the scientific management movement advocated the use of the following analytic tool:

A) production leveling
B) Maynard operation sequence technique
C) methods-time measurement
D) time-and-motion study

Question 19

One company cited in the textbook that continues to be successful in following the principles of scientific management is:

A) UPS
B) Google
C) Apple
D) Avon

Question 20

As part of the "classical management period," the approach that emphasized the role of mid- and senior-level managers in organizing rationally at a high level of organizational activity is known as:

A) Steele's lucidity theory
B) Fayol's administrative theory
C) Taylor's scientific management
D) Marx's theory of communal organization

Question 21

One of the limitations of classical management approaches is that:

A) they are too narrow
B) they put too much emphasis on team coordination for productivity achievement
C) they are too inclusive
D) they do not value efficiency

Question 22

A personality test developed in the 1920s, called the Myers-Briggs Type Indicator, was based on whose temperament and theory?

A) Sigmund Freud
B) Gordon Allport
C) Carl Jung
D) Jerome Kagan

Question 23

According to Bass and Stogdill (1990), the following is unrelated to a master list of traits that bear a positive correlation to leadership:

A) sociability
B) persistence
C) adaptability
D) proactiveness

Question 24

The trait theory fell out of favor with the:

A) development of bureaucracy theories
B) rise of behavioral sciences
C) advent of dictatorship
D) growth of communism

Question 25

Which of the following statements is inconsistent with the concept of situational leadership?

A) It is advocated by the managerial grid
B) It was introduced by Hersey and Blanchard in 1969
C) It is in contrast with the universal 9,9 approach
D) It is based on followers' ability and willingness

Question 26

A theory that asserts that "leaders, to be effective, engage in behaviors that complement subordinates' environments and abilities in a manner that compensates for deficiencies and is instrumental to subordinate satisfaction and individual work unit performance" is known as:

A) leader-member exchange theory
B) managerial grid theory
C) path-goal theory
D) Great Man theory

Question 27

Which of the following is the exact effect of participative leader behavior according to House (1996)?

A) It increases unity among employees
B) It decreases the number of work-related accidents
C) It increases the subordinates' motivation
D) It clarifies the relationships among effort, goal attainment, and extrinsic reward

Question 28

Its distinctiveness in focusing on the connection between leadership and subordinate motivation in the context of the work environment is one of the strengths of:

A) leader-member exchange theory
B) path-goal theory
C) managerial grid theory
D) situational leadership theory

Question 29

Leader-member exchange theory examines:

A) short-term interaction trends
B) discrete and unrelated events
C) the nature and effects of the presence of in-groups and out-groups in the workplace
D) the low-, medium-, and high-exchange categories of relationships

Question 30

The following is inconsistent with the leader-member exchange theory's strategies for success:

A) high sense of mutual trust
B) integration of individual needs only
C) fluid, negotiated roles
D) reciprocal influence

Question 31

Provide an example of why an excellent leader in one case (one with a specific set of traits) might perform poorly in another situation. Specify a set of very different leader characteristics that might be required in different settings.

Question 32

Describe the classical approaches to management. Is there a place today for any of the classical approaches to management study?

Question 33

Explain how the supportive leadership style would be named and addressed in the leadership theories by these individuals: Blake and Mouton, Hersey and Blanchard, and House.

Question 34

Lillian Gilbreth was cited in the section titled "Resources" for the parallels she brought between having twelve children and overseeing employees in the early 1900s. Defend a position that there is still a place in the study of leadership for comparisons between family and organization.

Question 35

Select one theory from Chapter 3 that can be used for achieving organizational or performance results, and diagram it using the causal-chain framework as shown in one of the exhibits of Chapter 3 (draw appropriate boxes and label the contents of each box). Be sure to designate the name of the theory that you diagram.