Deck 10: Leadership of Groups and Organizations

Question 1

The available pool of leaders to replace retiring executives is likely to be too small to meet the need.

Answer 1

True

Question 2

A person's energy level is a strong predictor of their likelihood of rising to a leadership position.

Answer 2

True

Question 3

General cognitive ability is one of the best overall predictors of leadership ability.

Answer 3

True

Question 4

Leaders tend to exhibit the traits of emotional stability and conscientiousness.

Question 5

Participative leadership is likely to affect people from different cultures in different ways.

Question 6

The Managerial Grid Theory has strong research support.

Question 7

Charismatic leaders are also called transformational leaders.

Question 8

Charisma is related to leader effectiveness, but more so for followers who have an individualistic orientation than a collectivist one.

Question 9

Charisma affects followers more when the leader is in close physical proximity.

Question 10

The Leadership Motivation Pattern (LMP) is critical for entrepreneurial leaders.

Question 11

Research on McClelland's theory of leadership shows strong support.

Question 12

In vertical dyad linkage theory (VDL), the focus is on the average perceptions of subordinates of their manager.

Question 13

The life-cycle model suggests that for subordinates at a moderately high level of maturity, a leader should adopt a participating style.

Question 14

There is partial research support for the Life Cycle Model of leadership.

Question 15

The substitutes for leadership theory argues that leader behavior doesn't matter.

Question 16

In assessing situational favorability, a leader should look at task structure, position power, and subordinate maturity.

Question 17

Relationship-oriented leaders do best in situations of moderate favorability.

Question 18

According to Fiedler's contingency theory, if a manager is faced with a situation where he/she is not trusted by workers, goals are unclear and work processes are experimental, and the manager's authority is often questioned, then it would be best if the manager were task oriented.

Question 19

According to the least preferred coworker (LPC) measure, if you described your least preferred coworker in relatively harsh terms, you are most likely to be a task-oriented leader.

Question 20

Fiedler's approach focuses on how leaders can change their style.

Question 21

The Decision-Tree Model focuses on a leader's involvement of subordinates in decision making.

Question 22

Research generally supports the Decision-Tree Model.

Question 23

Path-goal theory suggests that managers manipulate subordinates' valences, instrumentalities, and expectancies.

Question 24

The model of leadership that encompasses all of the other specific theories of leadership is the__________.

A) traits model
B) behavior model
C) power model
D) integrated model

Question 25

Leadership is an outcome of which of the following forces?

A) the leader him/herself
B) followers
C) situations
D) all of the above

Question 26

One of the down-sides to charismatic leadership is that often people who follow charismatic leaders are __________.

A) not very intelligent
B) "yes people"
C) not production oriented
D) mostly introverts

Question 27

Hollander suggests that leadership is best understood as the match between __________ and __________.

A) customer desires, employee needs
B) situational factors, employee desires
C) leader desires, employee needs
D) leader desires, customer needs

Question 28

Universal theories of leadership focus on which aspect of leadership?

A) the leader him/herself
B) followers
C) situations
D) a and b together

Question 29

Which of the following traits has been shown to be correlated with rising to positions of leadership?

A) general cognitive ability
B) knowledge about a group's task
C) energy level
D) height

Question 30

Which of the following has been found to be most closely related to leadership ability?

A) general cognitive ability
B) height
C) conscientiousness
D) emotional stability

Question 31

Leaders tend to exhibit __________________________.

A) extroversion and conscientiousness
B) extroversion and agreeableness
C) agreeableness and conscientiousness
D) conscientiousness and introversion

Question 32

A leader who works with a group to help members come to their own decisions is __________.

A) authoritarian
B) democratic
C) laissez-faire
D) charismatic

Question 33

Most groups prefer to have a _____________ leader.

A) authoritarian
B) democratic
C) laissez-faire
D) charismatic

Question 34

Regarding the question about whether women are better managers than men, the authors of the text conclude__________.

A) men are better managers and leaders than women
B) women are better leaders than men, but men are better managers
C) men are better leaders than women, but women are better managers
D) men and women are equally good at leading

Question 35

Research has shown that employees who have active female leaders are often more __________ than those with male leaders.

A) productive
B) committed
C) loyal
D) satisfied

Question 36

Leader behavior was first described in two general classes. Leaders often focus on __________ behavior by trying to meet the social needs of a group.

A) group forming needs
B) job-oriented
C) employee-oriented
D) group-oriented

Question 37

Members of groups led by authoritarian leaders tend to be__________.

A) most likely to quit
B) not very productive
C) require supervision
D) extremely aggressive or submissive

Question 38

Theories about leader irrelevance suggest that__________.

A) today's workers don't want to follow anyone
B) today's executives lack leadership skills
C) managers are too authoritarian to gain followers
D) factors outside a leader's control often determine performance

Question 39

McClelland suggested that successful leaders will exhibit__________.

A) high need for achievement
B) high need for power, low need for affiliation, and high self-control
C) high need for power and high need for achievement
D) either a or b

Question 40

The leadership motivation pattern is__________.

A) high need for achievement, power, and affiliation, and high self-control
B) high need for achievement and power, and high self-control, but low for need for affiliation
C) high need for achievement, but low need for affiliation
D) high need for achievement, low need for affiliation, and high self-control

Question 41

According to McClelland, the LMP is most critical for leaders in__________.

A) entrepreneurial situations
B) bureaucratic situations
C) highly ambiguous, changing environments
D) technical areas

Question 42

According to McClelland, need for achievement alone is most critical for leaders in__________.

A) entrepreneurial situations
B) bureaucratic situations
C) nontechnical areas
D) stable environments

Question 43

Research has ______________ supported McClelland's LMP theory.

A) strongly supported
B) weakly supported
C) neither supported nor not supported
D) contradicted

Question 44

The theory that suggests that leaders do behave differently with different subordinates is:

A) managerial grid
B) McClelland's leadership motivation pattern (LMP)
C) transformational leadership
D) vertical dyad

Question 45

The determination of who is considered in-group members and out-group
Members is often (but not always) based on __________.

A) employee satisfaction
B) employee production
C) employee relevance
D) employee needs

Question 46

According to vertical dyad theory, workers in the out-group are more likely to:

A) be assigned more routine tasks
B) exhibit more organizational citizenship behaviors (OCB's)
C) be highly committed
D) rate their leaders more positively

Question 47

The leadership model that focuses on followers' maturity is__________.

A) managerial grid
B) vertical dyad
C) transformational leadership
D) life-cycle model

Question 48

According to the life-cycle model, when subordinates are very low in maturity, leaders should adopt a__________.

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

Question 49

According to the life-cycle model, when subordinates are very high in maturity, leaders should be__________.

A) high in both task orientation and relationship orientation
B) high in task orientation, low in relationship orientation
C) low in task orientation, high in relationship orientation
D) low in both task and relationship orientation

Question 50

The style that is high in task orientation and high in relationship orientation is__________.

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

Question 51

The life-cycle model is important to managers because it__________.

A) has been well publicized and received by many managers
B) has strong research support
C) has been tested in the field and found to be effective
D) is of historical importance

Question 52

The theory that states that leader behaviors are sometimes made irrelevant by the situation is__________.

A) life cycle model
B) substitutes for leadership
C) leadership irrelevance
D) path-goal theory

Question 53

According to the substitutes for leadership theory, what leads to follower satisfaction when the work is boring?

A) task orientation
B) delegation
C) teamwork
D) consideration

Question 54

According to Substitutes for Leadership Theory, when a job is intrinsically satisfying, a leader's consideration has__________.

A) no effect
B) a weak positive effect
C) a strong positive effect
D) a negative effect

Question 55

According to research, leadership tends to be neutralized in situations where__________.

A) tasks are intrinsically satisfying and objective feedback is present
B) tasks are not satisfying but feedback is present
C) tasks are intrinsically satisfying but there is no feedback
D) tasks are not satisfying and there is no feedback

Question 56

Leadership tends to be most neutralized in organizations that are__________.

A) functionally organized
B) in changing environments
C) highly formalized
D) entrepreneurial

Question 57

According to Fiedler's contingency theory, a person who describes his/her least preferred coworker in harsh terms is likely to be__________.

A) a relationship oriented leader
B) a task oriented leader
C) a democratic leader
D) a delegating leader

Question 58

According to Fiedler's Contingency Theory, the effectiveness of any leader behavior is contingent upon the__________.

A) maturity of the subordinate
B) favorableness of the situation
C) formality of the organization
D) intrinsic motivation in the task

Question 59

According to Fiedler's contingency theory, all of the following are factors in determining the favorableness of a situation for a leader EXCEPT__________.

A) task structure
B) position power
C) relations between leader and subordinates
D) subordinates' job experience

Question 60

According to Fiedler's theory, if a leader is faced with a situation that doesn't match his/her style, he/she should__________.

A) manipulate the situation
B) change his/her leadership style
C) change the subordinates' maturity
D) change to a different job

Question 61

According to Fiedler's contingency theory, managers with a relationship-oriented style of leadership are most effective in situations of__________.

A) low favorableness
B) moderate favorableness
C) high favorableness
D) all of the above

Question 62

The Vroom-Yetton Decision tree model focuses on the _________________ dimension of leader behavior.

A) relationship orientation
B) task orientation
C) participation in decision making
D) charisma

Question 63

At the heart of Path-goal theory is the idea that a leader's primary function is to__________.

A) plan, organize, direct, control
B) motivate workers
C) make decisions and solve problems
D) provide vision

Question 64

Path-goal theory is based on the ___________ theory of motivation.

A) Maslow's hierarchy
B) reinforcement
C) expectancy
D) equity

Question 65

According to Path-goal theory, the job of a leader is to manipulate__________.

A) valences
B) instrumentalities
C) expectancies
D) all of the above

Question 66

According to Path-goal theory, to influence a worker's valences a manager should__________.

A) ensure that satisfying rewards occur after good performance
B) recognize and arouse the worker's needs
C) reduce barriers to performance
D) build the worker's self-confidence

Question 67

According to Path-goal theory, to influence a worker's instrumentalities a manager should__________.

A) ensure that satisfying rewards occur after good performance
B) recognize and arouse the worker's needs
C) reduce barriers to performance
D) build the worker's self-confidence

Question 68

According to Path-goal theory, to influence a workers' expectancies a manager should__________.

A) ensure that satisfying rewards occur after good performance
B) reduce barriers to performance
C) build the worker's self-confidence
D) both b and c

Question 69

According to Path-goal theory, when the task is highly structured, a leader's ______________ behavior will result in higher follower satisfaction.

A) directive
B) supportive
C) participative
D) achievement-oriented

Question 70

According to Path-goal theory, when subordinates have a high need for clarity, a leader's ______________ behavior will result in higher satisfaction.

A) directive
B) supportive
C) participative
D) achievement-oriented

Question 71

According to Path-goal theory, when subordinates are nonauthoritarian and the task is nonroutine, a leader's ______________ behavior will result in improved performance.

A) directive
B) supportive
C) participative
D) achievement-oriented

Question 72

The most complex of the leadership theories is__________.

A) life-cycle theory
B) Fiedler's contingency theory
C) path-goal theory
D) Vroom-Yetton decision tree

Question 73

The first step of applying leadership theory to a situation is__________.

A) learning to assess situations
B) learning to "read" subordinates
C) assessing one's own leadership traits, behaviors, and style
D) affect subordinates' valences, instrumentalities, and expectancies

Question 74

To apply leadership theory, a person must understand__________.

A) him/herself, in terms of leadership traits, behaviors, and style
B) subordinates, in terms of maturity, needs, perceptions, and so on
C) situations, in terms of task structure, power, and routineness
D) all of the above

Question 75

Describe trait theories of leadership. Based on research, what do we know about leader traits? In what ways does this help managers?

Question 76

What is the "leader irrelevance" approach? Why did it arise? Of what value is it to managers?

Question 77

Describe McClelland's leader member profile (LMP) theory. What research support does it have? How can managers benefit from these ideas?

Question 78

Explain vertical dyad linkage (VDL) theory. How is it different from other leadership theories? Has research supported this model? Of what value is it for managers?

Question 79

Explain the life-cycle model. How does it suggest that managers do? How strong is its research?

Question 80

Describe the idea of the substitutes for leadership theory. Discuss its research support. What can managers gain from this theory?