Deck 3: Early Management, Trait, Stratified Systems, and Transactional Theories of Leadership

Question 1

The first half of the twentieth century is considered the classical management period. It was dominated by the scientific management and the management principles approach. Which of the following theorists emphasized the principles approach?

A) Gantt and Taylor
B) Gilbreth and Gilbreth
C) Gulick and Urwick
D) Weber and Drucker

Answer 1

Gulick and Urwick

Question 2

Scientific management experts argued for all of the following except:

A) The efficient design of the entire organization
B) The most efficient way of doing work by individuals
C) The most efficient way of coordinating people within the workplace
D) A professional approach to training through standardization

Answer 2

The efficient design of the entire organization

Question 3

Classical management theory emphasized careful analysis, planning and implementation at all levels and the approach assumed a directive style of leadership characterized by all of the following except:

A) High leader control
B) External focus
C) High use of formal authority
D) Extrinsic incentive

Answer 3

External focus

Question 4

The classical management theory causal chain performance goal is:

A) Leader prestige or influence
B) Unit or organization production
C) Leader prestige
D) Follower satisfaction

Question 5

When considering trait theory causal chain, which of the following is not true?

A) Traits are used in place of leader style.
B) Success depends on maximizing the selection of leaders with certain traits.
C) Performance goals include organizational effectiveness and follower satisfaction.
D) This is a universal leadership theory.

Question 6

Which of the following is true regarding trait theory?

A) Two leaders can use different traits to achieve the same level of success.
B) It does not tell us when certain traits are critical or can be omitted without extensive situational analysis.
C) The same leader could apply the same traits in two different situations, only to succeed in one and fail in the other.
D) All of the above.

Question 7

Which of the following is not one of the weaknesses of the trait theory?

A) It does not indicate when certain traits are critical.
B) Traits are not behaviors so they cannot guide activity.
C) The same leader could apply the same trait in two situations with different results.
D) Two leaders can use different traits to achieve the same level of success.

Question 8

The __________ leadership style in Hunt's synthesis includes the production level which involves administration or operating procedures and maintenance of individual and collective skills and equipment.

A) Structuring
B) Direct
C) Organizational
D) Systems

Question 9

In Hunt's stratified systems theory, one of the factors affecting leader style and behavior is:

A) Individual leader capability
B) Organizational position
C) Organizational climate/values
D) All of the above

Question 10

The transactional approaches to leadership integrated the insights of the human relations school which emphasized the importance of:

A) Top down management
B) Worker replacement
C) General management practices
D) Worker needs

Question 11

In Blake and Mouton's managerial grid, the manager who gives thoughtful attention to the needs of people for satisfying relationships leading to a friendly organization atmosphere and work tempo is described as a:

A) Team management
B) Organizational man management
C) Authority-obedience
D) Country club management

Question 12

The success of the managerial grid theory is due to all of the following except:

A) It provided an explanation about why behavior should vary from one situation to another.
B) It was the first theory that provided the task-people duality.
C) It provided an excellent framework for training purposes.
D) It provided an overarching ideal of management behavior.

Question 13

Which of the following is not true regarding Hersey and Blanchard's situational leadership?

A) Willingness to perform a task is based on motivation and competence.
B) Willingness starts on a high level, but decreases when the realities of the job set in.
C) Follower readiness equates to ability, willingness and confidence.
D) Correct choice of leader style depends on task and organizational factors.

Question 14

Which of the following is not one of the strengths of the Situational Leadership Model?

A) It has intuitive appeal and has been widely used in training.
B) The principles behind the model are easy to master.
C) The basis for determining the correct leadership style is broad.
D) It provides clear diagnosis on the style to use.

Question 15

The path-goal theory contingencies that affect the correct style of leadership are related to all except:

A) Experience and training of workers
B) Reciprocal influences between leader and follower
C) Task difficulty and the quality of the job
D) The type of fulfillment workers prefer

Question 16

The path-goal theory specifies that the __________ leadership style provides specific guidance and helps clarify the work and provides extrinsic motivation where intrinsic motivation may be lacking.

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

Question 17

The path-goal theory specifies that the __________ leadership style is a source of stress reduction and provides subordinates with a sense of significance and/or equality.

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

Question 18

The criticisms of the path-goal theory include all of the following except:

A) The propositions are widely scattered over the motivational terrain.
B) It has not provided a basis of leadership training because of its complexity
C) The theory is based on expectancy theory that has not been validated.
D) It is not an elegant theory.

Question 19

Which of the following is not true concerning leader-member exchange theory?

A) There are in-groups and out-groups in a workplace.
B) Good leaders create as many high exchange relations as possible
C) The theory does not focus on situational or intervening variables.
D) High exchange members tend to stay within their defined roles.

Question 20

Leader-member exchange theory describes three leader styles. The __________ style is characterized by flexibility and support of member needs.

A) Out-group
B) Partner
C) Acquaintance
D) Stranger

Question 21

The strengths of the leader-member exchange theory include all of the following except:

A) It describes a commonly perceived reality of in and out groups.
B) It fully considers situational variables.
C) It brings attention to the long-term relationship aspects of leadership.
D) It puts the final responsibility for managing the relationship on the leader.

Question 22

While all the transactional theories focus on performance goals, only the __________ theory focuses on follower needs and on organizational needs.

A) Managerial grid
B) Situational leadership
C) Path-goal
D) Leader-member exchange

Question 23

The principles approach of classical management theory emphasized the role of mid- and senior-level managers in organizing rationally at a higher level.

Question 24

Classical management theory assumes a combined style of leadership and the outcomes of interest are production and efficiency improvements.

Question 25

In terms of leadership style, the underlying assumption was that a master list of traits would provide the basis for a combined style.

Question 26

One of the problems of the trait theory of leadership is that no traits were universally required for leadership.

Question 27

In stratified systems theory, leadership varies with the position in the organization. Managers must deal with many types of individuals and be more skilled in interpersonal relations than supervisors and executives.

Question 28

In stratified systems theory, of the three levels (production, organizational and systems), the organizational leadership level involves the development of the mission and the articulation of goals.

Question 29

The transactional approaches to leadership integrated the insights of the human relations school, which emphasized the importance of worker needs and motivations to productivity, retention, and decision making.

Question 30

Grid theory largely fits into a contingency approach to leadership.

Question 31

In the managerial grid, a 1,9 leader places great emphasis on people concerns, which in turn leads to "a comfortable, friendly organization atmosphere and work tempo." This is called an "Organizational Man" management style.

Question 32

According to situational leadership, followers who are low in competence but high in commitment (R2) require a coaching or selling type of leadership.

Question 33

According to situational leadership, a follower who is able but unwilling or insecure (R3) requires a directing leader style (S1).

Question 34

In path-goal theory, it is the leader's responsibility to align worker and organizational goals and then to ensure that the employee's path to goal attainment is clear.

Question 35

Path-goal theory states that leadership is not always needed. Rather, leadership supplies what is needed or missing for subordinates or their task environments.

Question 36

According to path-goal theory, when jobs are difficult because of complexity or change, and workers have a desire for autonomy, a participative leader style is appropriate.

Question 37

Leader-member exchange theory assumes three styles (stranger, acquaintance, partner), the acquaintance style is characterized by flexibility and high support of member needs.

Question 38

Classical management theory assumes a directive style of leadership. How is this different from an authoritarian style?

Question 39

Explain the contribution of the trait theory to the study of leadership.

Question 40

The managerial grid theory was very popular in that it utilized a task-people balanced approach and provided an excellent framework for training and an overarching ideal of management behavior. Explain some of its weaknesses.

Question 41

Explain the developmental aspect of situational leadership based on the patterns of a subordinates competence (or ability) and their willingness or confidence to perform.

Question 42

Path-goal theory asserts that effective leaders engage in behaviors that complement subordinate needs. For each leadership style, describe the related subordinate need or deficiency (directive, supportive, participative, and achievement-oriented).