Deck 9: Leadership

Question 1

There are relatively few leadership approaches.

Answer 1

False

Question 2

The earliest studies of leadership tended to focus on leader behaviours.

Answer 2

False

Question 3

The use of leadership traits assumes that the individual leader has a major impact on leadership outputs.

Answer 3

True

Question 4

Researchers from the University of Michigan concluded that employee-centred leaders tended to have more productive work groups.

Question 5

The situational contingency approaches to leadership presume that leadership traits or leader behaviours act in conjunction with situational contingencies to determine outputs.

Question 6

Fiedler's contingency theory is based on the amount of situational control the leader has over a group.

Question 7

In the terminology of Fiedler's leadership theory, a high LPC person is task-motivated or task-oriented.

Question 8

Hersey and Blanchard's situational leadership model does not focus on the readiness of followers.

Question 9

The substitute for leadership perspective argues that sometimes hierarchical leadership makes essentially no difference.

Question 10

Charismatic leaders have low feelings of self-efficacy.

Question 11

Transactional leadership is necessary for achieving routine performance on which leaders and followers agree.

Question 12

Transformational leadership is more inspiring to employees than transactional leadership.

Question 13

Foresight is not required by a servant leader.

Question 14

Servant leaders seek to identify means for building community among those who work within any given institution.

Question 15

The average age of leaders in large corporations is probably over fifty-five.

Question 16

As leaders, senior managers are expected to:

A) use power and influence to achieve personal goals
B) foster work environments conducive to learning and self-renewal
C) promote stability
D) engage in routine interactions.

Question 17

Understanding leadership as a process:

A) involves an understanding of followers
B) does not involve motivating subordinates
C) is only about the person at the top of the organization
D) does not involve communication

Question 18

One way of looking at leaders and managers is:

A) managers promote change; leaders promote stability
B) leaders promote change; managers promote stability
C) leaders promote both stability and change
D) neither leaders nor managers are involved with stability

Question 19

The managerial grid perspective:

A) is similar to transformational leadership
B) was developed by Bass
C) is a situational contingency approach
D) is similar to the Ohio State studies

Question 20

Leader trait and behavioural approaches assume that traits and behaviours:

A) are equally important with other variables
B) are more important than other variables
C) are caused by other variables
D) explain the romance of leadership

Question 21

In House's path-goal theory, letting subordinates know what is expected is an example of leader:

A) directiveness
B) supportiveness
C) achievement orientation
D) employee-centeredness

Question 22

Performance contingent reward behaviour is:

A) the degree to which a leader administers punishment related to performance
B) the degree to which a leader rewards or positively reinforces performance
C) a behavioural theory of leadership
D) a substitute for leadership

Question 23

Management by exception and laissez-faire behaviours represent which type of leadership?

A) charismatic
B) transformational
C) transactional
D) inspirational

Question 24

According to Bass, which is the more realistic way of looking at leadership?

A) In terms of a one-way relationship between leader and follower
B) As a transactional relationship only
C) As a transformational and transactional relationship
D) In terms of organizations influencing followers

Question 25

Substitutes for leadership:

A) have replaced Fiedler's approach
B) rely most heavily on leader training
C) are related to job characteristics
D) involve changing leader LPC scores

Question 26

In Fiedler's contingency theory, the three variables which define the amount of control a situation allows the leader are: leader-member relations, task structure and:

A) expert power
B) position power
C) complexity
D) leader structuring

Question 27

The advice to match leadership style with leadership situations is most associated with which kind of leadership approach?

A) trait
B) behavioural
C) situational contingencies
D) symbolic

Question 28

In House's path-goal theory, letting subordinates know what is expected is an example of leader:

A) directiveness
B) supportiveness
C) achievement orientation
D) employee-centeredness

Question 29

Who started the situational contingency era with his contingency theory of leadership effectiveness?

A) Fred Fiedler
B) Robert House
C) Kurt Lewin
D) Bernard Bass

Question 30

In alternative cultures, similar leadership behaviours are carried out:

A) in similar ways
B) in different ways
C) by different people
D) by managers only

Question 31

Sue manages 16 staff in a major retailing firm. She explains their work duties each week and monitors them closely to make sure they stay on track towards their goals. She is using:

A) a transformational approach
B) a leadership neutralising approach
C) a transactional approach
D) a behavioural approach

Question 32

A software engineer has just been employed by a well-known software development company. His staff are extremely competent and he requires very little leadership in order for him to achieve his goals. This is an illustration of:

A) a leadership substitute
B) a charismatic response
C) the Ohio State leadership approach
D) an early University of Michigan approach

Question 33

Wendy has been employed with her firm for two years. She is extremely competent and able, and enjoys her work. Which of the following is the best style of leadership for Wendy's manager to use, according to Hersey and Blanchard's theory?

A) The selling style
B) The telling style
C) The delegating style
D) A mixed style

Question 34

John works in a factory on a shampoo production line. His manager watches him closely in case he does not follow the stringent safety procedures that are in place. If something goes wrong, John's manager will take corrective action. This is an example of:

A) laissez-faire leadership
B) active management by exception
C) transformational leadership
D) passive management by exception.

Question 35

Joy is a very good listener and communicator and engenders trust. She is self-aware and understands where others are coming from. Her powers of persuasion are exemplary. However she holds no formal leadership position. Many of her colleagues believe that she exhibits some of the characteristics of:

A) laissez-fair leadership
B) autocratic leadership
C) servant leadership
D) an informal manager

Question 36

Your boss decided to send her employees to brainstorming and strategic thinking courses. In doing this, she is emphasising:

A) impression management
B) communication
C) visioning
D) sensitivity to context

Question 37

Suzi is finding it very difficult to gain promotion to the board of directors even though she has helped set a new direction for the company and her efforts have enabled the company to expand its market share by 20%. This is an example of:

A) corporate management
B) the 'glass ceiling'
C) employee empowerment
D) contingency theory.

Question 38

Are people born to be leaders, or can leadership be learned?

Question 39

What is the difference between a formal leader and an informal leader?

Question 40

Why have the more recent approaches to leadership tended to move away from traditional leadership characteristics?

Question 41

Why has the ethical nature of transformational leadership been the subject of much debate and controversy?

Question 42

What is meant by 'servant leadership'?

Question 43

Are leaders different from managers, and is management different from leadership? Discuss.

Question 44

Is servant leadership relevant in today's world? Discuss, using examples to support your argument.

Question 45

Discuss the differences and similarities between transactional and transformational leadership.

Question 46

Visual Diagram Questions
(These diagrams can be used to test understanding of concepts rather than mere recollection. The provision of the diagrams removes the pressure to remember but does draw on the ability to explain a visual image. Instructors should take care if using a mix of other questions with visual diagram questions to ensure that the diagram does not provide answers to other questions in a test or exam.)
-Using the diagram below:
a) Compare and contrast traditional leadership approaches with those of the New Leadership.
b) Give an example of an instance in which little leadership guidance or structure was required to do something at which you were already experienced.

Question 47

Visual Diagram Questions
(These diagrams can be used to test understanding of concepts rather than mere recollection. The provision of the diagrams removes the pressure to remember but does draw on the ability to explain a visual image. Instructors should take care if using a mix of other questions with visual diagram questions to ensure that the diagram does not provide answers to other questions in a test or exam.)
-Using the following diagram:
a) Define and compare transformational and transactional leadership.
b) Discuss the four dimensions of transformational leadership and explain each of these dimensions with examples.