Deck 13: Leadership

Question 1

Which of the following approaches to leadership views the personal characteristics of an individual as the main determinants of how successful that individual could be as a leader?

A) behavioral approach
B) situational approach
C) characteristic approach
D) trait approach
E) follower approach

Answer 1

D

Question 2

A manager makes sure the job gets done whereas a leader cares about and focuses on the people who do the job.

Answer 2

True

Question 3

Which of the following statements is consistent with the trait approach to leadership?

A) Good leaders change their behaviors based on the situation.
B) Emotional maturity and stability are important characteristics of leaders.
C) Leaders should be reactive rather than proactive.
D) People who have the skill to participate socially become ineffective leaders.
E) Past achievements are not significant determinants of leadership.

Answer 3

B

Question 4

According to the Michigan studies, behavior that focuses primarily on the work a subordinate is doing is known as ________.

A) employee-centered behavior
B) job-centered behavior
C) consideration behavior
D) structure behavior
E) subordinate-centered behavior

Question 5

A leader who works mostly by themselves and not closely with other workers is known as a/an ________ leader.

A) credit hog
B) lone ranger
C) egomaniac
D) mule
E) hoarder

Question 6

The central theme of leadership is ________.

A) rational assessment and handling of business situations
B) ensuring that the organization produces high quality products
C) the rational selection of goals and purposes
D) getting things accomplished through people
E) reducing the overall cost of the organization

Question 7

According to the OSU studies, the behavior that reflects friendship, mutual trust, respect, and warmth in the relationship between leader and follower is called ________.

A) internal behavior
B) central behavior
C) consideration behavior
D) structured behavior
E) unstructured behavior

Question 8

Explain the difference between a leader and a manager.

Question 9

Which of the following is a conclusion derived from the OSU studies on leadership?

A) Individual traits are crucial to leadership effectiveness.
B) Employee-centered leaders are more effective than job-centered leaders.
C) Leaders exhibit structure behavior and consideration behavior.
D) Leadership styles should be linked with various situations.
E) Followers progress from immaturity to maturity in their lifecycle.

Question 10

As the manager of a department store, Joan focuses primarily on the work that each employee at the store is doing and provides rewards purely based on performance. This behavior is called ________.

A) subordinate-centered behavior
B) consideration behavior
C) structured behavior
D) job-centered behavior
E) employee-centered behavior

Question 11

Consideration behavior is any leadership activity that delineates the relationship between the leader and the leader's followers.

Question 12

Leading mainly emphasizes ________.

A) performance evaluation and control
B) organizational performance
C) organizational productivity
D) behavioral issues of employees
E) individual performances

Question 13

Carrie is the CEO of a leading electronics manufacturer. She bases her managerial recruitments entirely on aspects such as the prospect's intelligence quotient, emotional maturity, dependability, persistence, and the drive for continuing achievement. Which of the following approaches to leadership does Carrie believe in?

A) behavioral
B) transformational
C) trait
D) entrepreneurial
E) employee-centered

Question 14

The trait approach to leadership proposes that leaders are made, not born.

Question 15

________ is a phenomenon in which the more the leaders believe their subordinates can achieve, the more the subordinates actually achieve.

A) Superleadership
B) Internal orientation
C) Pygmalion effect
D) Position power transformation
E) Motivational effect

Question 16

Margie's focus as a leader is on her employees as people. Margie could then be said to be an ________-centered leader.

A) trait
B) behavior
C) structure
D) job
E) employee

Question 17

The trait approach to leadership assumes a good leader is born, not made. Do you agree with this view? Explain your answer.

Question 18

Which of the following is a valid observation of management and leadership?

A) Leading is not a part of the influencing function.
B) Leading is synonymous to managing in most cases.
C) Leadership is considered a subset of management.
D) Leading is much broader in scope than managing.
E) Leading mainly emphasizes nonbehavioral issues.

Question 19

Pygmalion effect is observed when the leaders display job centered behavior rather than being employee centered.

Question 20

William Cooley is the manager of a professional football club. He bases his relationship with the players on aspects such as friendship, mutual trust, respect, and warmth in the relationship. Here, William is displaying a(n) ________.

A) intrinsic behavior
B) structure behavior
C) consideration behavior
D) externalist behavior
E) maturity-based behavior

Question 21

According to Fiedler's contingency theory of leadership, which of the following is a primary factor that should be considered when moving leaders into situations appropriate for their leadership styles?

A) participative behavior
B) analytic skills of managers
C) past performances
D) task structure
E) emotional intelligence

Question 22

According to the contingency theory of leadership, the extent to which the leader has control over the rewards and punishments received by followers is known as ________.

A) leader-member relations
B) position power
C) task structure
D) power distance
E) motivational structure

Question 23

According to the life cycle theory, the ability of followers to perform their jobs independently, to assume additional responsibility, and to desire to achieve success is called ________.

A) maturity
B) authority
C) responsibility
D) accountability
E) flexibility

Question 24

________ behavior is aimed at telling followers what to do and how to do it.

A) Supportive
B) Directive
C) Accommodating
D) Participative
E) Achievement

Question 25

Situational theories of leadership, except for Fiedler's theory, are all based upon the concept of ________.

A) leader flexibility
B) follower readiness
C) skills and abilities of managers
D) specific follower skills
E) leader-member relationships

Question 26

Which of the following approaches to leadership suggests successful leadership requires a unique combination of leaders, followers, and leadership circumstances?

A) the trait approach
B) the situational approach to leadership
C) transformational leadership
D) contingency approach
E) the behavioral approach

Question 27

When most individuals join an organization, they are unable to solve task-related problems independently. According to the life cycle theory, which of the following is the appropriate leadership style for these individuals?

A) low task and low relationship
B) low task and high relationship
C) high task and high relationship
D) high task and low relationship
E) moderate task and relationship behavior

Question 28

Which of the following statements of a manager is consistent with the views expressed by the life cycle theory?

A) Organizational productivity is more important to leadership than individual behaviors.
B) Managers must not use directive style when making decisions concerning employees.
C) Situational approaches to leadership are more effective than the behavioral approaches.
D) Leadership styles depend on the ability of followers to perform jobs independently.
E) Task behaviors and relationship behaviors of managers are independent of each other.

Question 29

According to the contingency theory of leadership, the degree to which the goals and other situational factors are outlined clearly is called ________.

A) organizational power
B) task structure
C) internal configuration
D) independence
E) position power

Question 30

Which of the following is a disadvantage of Fiedler's contingency model of leadership?

A) The model is not suitable to decide leadership style if the task structure is weak.
B) The model may not provide concrete answers to leadership problems.
C) It does not emphasize the importance of situational variables.
D) Leadership behaviors are not considered in this model.
E) Leader-member relations are ignored when selecting a suitable style of leadership.

Question 31

In terms of the life cycle theory of leadership, what do we call the ability of followers to perform their job independently, to assume additional responsibilities, and to desire to achieve success?

A) autonomy
B) responsibility
C) maturity
D) visioning
E) accountability

Question 32

Joe is trying to understand the situational side of leadership. He seems to be pretty set that his leadership style is the best style. Joe could use some training and discussion on the benefit of leader ________.

A) spontaneity
B) flexibility
C) adaptability
D) contingency
E) discretion

Question 33

A permissive, passive, and considerate leadership is most appropriate if the leadership situation is characterized by ________.

A) good member relations, weak task structure, and weak leader position power
B) good member relations, weak task structure, and strong leader position power
C) moderately poor member relations, weak task structure, and weak leader position power
D) good member relations, high task structure, and weak leader position power
E) good member relations, high task structure, and strong leader position power

Question 34

Which of the following types of behavior is a leader engaging in when he sets challenging goals for followers to reach and demonstrates confidence that they will measure up to the challenge?

A) supportive
B) accommodating
C) directive
D) participative
E) achievement

Question 35

Explain the major findings of the OSU studies.

Question 36

Which of the following statements is most closely associated with the concepts of the path-goal theory of leadership?

A) Achievement of organizational goals is more important than the paths used to achieve them.
B) Managers must set the goals for performance and allow employees to select the path they use to achieve the goal.
C) Directive behavior is not appropriate when precise performance goals and procedures exist.
D) Effective leaders are characterized by high degree of acceptance and low task-orientation.
E) Managers can help job performance by showing employees how their performance directly affects reception of rewards.

Question 37

The life cycle theory of leadership maintains that ________.

A) a manager's leadership style should be independent of the follower's maturity levels and abilities
B) the organization should match individuals with specific leadership situations
C) a manager's leadership style will be effective only if it is appropriate for the maturity level of the followers
D) leadership abilities of an individual increase as he gains experience and decrease after he reaches the maturity level
E) as a manager gains experience he should shift toward a participative style of leadership

Question 38

________ theory hypothesizes that in any given leadership situation, success is determined primarily by: (1) the degree to which the task performed by the followers is structured, (2) the degree of position power possessed by the leader, and (3) the type of relationship between the leader and the followers.

A) Path-goal
B) Transformational leadership
C) Superleadership
D) Fiedler's Contingency
E) Life cycle

Question 39

Derek Bonnell is the editor of a leading magazine. He rarely exerts positional powers and remains friendly with his subordinates. He also takes care to accommodate the personal needs of his subordinates as far as possible. Derek is a(n) ________.

A) supportive leader
B) accommodating leader
C) participative leader
D) directive leader
E) achievement-oriented leader

Question 40

Buildtech is a small-scale manufacturer of lightweight building panels. Ruth Wallace, the CEO of the company, leads the organization by clearly telling employees what to do and how to do it. Here, Ruth is exhibiting a(n) ________.

A) achievement behavior
B) accommodating behavior
C) directive behavior
D) participative behavior
E) supportive behavior

Question 41

A manager displays the highest degree of subordinate-centered leadership when he or she ________.

A) permits subordinates to function within limits defined by superior
B) defines the limits and asks the group to make decisions
C) presents a problem and gets suggestions from subordinates before making decisions
D) presents a tentative decision subject to change based on follower opinions
E) suggests ideas and invites questions from the followers

Question 42

The more the desire to succeed in followers, the more mature they are said to be.

Question 43

Which of the following is the most important force within managers that influences their determination of how to make decisions as a leader?

A) nature of the task
B) sense of group effectiveness
C) tolerance for ambiguity
D) support from followers
E) interpersonal skills

Question 44

If the time available to come to a decision on a problem is very limited, it is most likely that ________.

A) the manager will leave the subordinates to make the decision
B) the skills of the subordinates will be effectively used
C) the level of confidence the manager has in followers will be high
D) the skills of the manager as a decision maker will play a secondary role
E) the manager will take a boss-centered approach to leadership

Question 45

Which of the following leadership facets is highlighted in the Tannenbaum and Schmidt Leadership Continuum?

A) employee motivation
B) communication
C) workforce controlling
D) decision making
E) employee training

Question 46

A manager who has the tendency to "sell" his or her decisions is most likely to ________.

A) be on the right-hand side of the Tannenbaum and Schmidt Leadership Continuum
B) remain a follower-friendly and popular leader
C) give up his authority to increase effectiveness
D) identify the problem and make decisions independently
E) seek the opinion of employees before implementing decisions

Question 47

Managers must assume an autocratic or boss-centered approach to making decisions when subordinates are characterized by ________.

A) high tolerance for ambiguity
B) high need for independence
C) moderate intellectual capabilities
D) low levels of aggression
E) low level of job experience

Question 48

According to Fiedler's contingency theory of leadership, what are the primary factors that should be considered when moving leaders into situations appropriate for their leadership styles? Briefly describe the factors.

Question 49

According to the Path-Goal Theory, if Corey is using ________ behavior, he would be focusing on making goals difficult enough to be challenging but not so difficult employees give up on trying to achieve the goals.

A) directive
B) supportive
C) participative
D) achievement
E) adaptable

Question 50

Since Megan can allocate rewards and punishments in her leadership role, she has ________ power.

A) position
B) personal
C) interpersonal
D) conceptual
E) situational

Question 51

Some employees crave a greater degree of freedom in working. These employees are most likely to have ________.

A) low interest in problem solving
B) high emotional intelligence
C) moderate intellectual capabilities
D) high tolerance for ambiguity
E) high level of structured behavior

Question 52

What is the central theme of the path-goal theory of leadership? What kinds of leadership behavior does it describe? Give an example of a situation in which a manager uses this model to decide how to act with a particular subordinate.

Question 53

According to Tannenbaum and Schmidt, one extreme of the continuum is boss-centered leadership where ________.

A) the manager presents tentative decisions as subject to change
B) the manager sells decisions to subordinates
C) the manager defines limits and asks the group to make the decision
D) the manager presents ideas and invites questions
E) the manager makes the decision and announces it to the subordinates

Question 54

Supportive behavior of leaders is primarily aimed at seeking suggestions from followers regarding business operations to the extent that followers are involved in making important organizational decisions.

Question 55

Compare and contrast the life cycle theory of leadership with Fiedler's model.

Question 56

A considerate leader would be more effective than a structuring leader when the leader-member relations are good, the task structure is weak, and the leader position power is weak.

Question 57

Discuss the benefits of situational leadership.

Question 58

According to the Path-Goal Theory, if Corey is using ________ behavior, he would be asking his followers for suggestions regarding business operations.

A) directive
B) supportive
C) participative
D) achievement
E) adaptable

Question 59

An inexperienced man has just been hired as a salesperson in a men's clothing store. According to the life cycle theory, a low-task/high-relationship style of leadership should be maintained to effectively manage this person.

Question 60

According to the Path-Goal Theory, if Corey is using ________ behavior, he would tell his followers what the goals are and specifically what must be done to achieve them.

A) directive
B) supportive
C) participative
D) achievement
E) adaptable

Question 61

The move from a boss-centered style to a subordinate-centered style means some loss of certainty about how problems should be solved.

Question 62

What are the major forces in a situation that influence a manager's determination of how to make decisions? Explain briefly.

Question 63

Under which of the following leadership theories does the leader inspire organizational success by profoundly affecting followers' beliefs in what an organization should be, as well as their values, such as justice and integrity?

A) situational leadership
B) path-goal leadership
C) transformational leadership
D) entrepreneurial leadership
E) superleadership

Question 64

Lisa Lewis is the leader of a small research team formed to study the internal operations of a company. She instructs the team members on how to collect and analyze the data. Lisa is an expert on statistics and the team members are free to approach her for technical help whenever needed. She is also careful to note any inappropriate behavior that may occur in the team and takes immediate measures to guide the person concerned. Lisa can be called a(n) ________.

A) superleader
B) transformational leader
C) entrepreneurial leader
D) coaching leader
E) positional leader

Question 65

Which of the following is NOT a characteristic of an effective coach?

A) empathy
B) diplomacy and tact
C) competitiveness with team members
D) self-confidence and emotional stability
E) enthusiasm for people

Question 66

Transformational leadership ________.

A) proposes leaders match their style with the maturity levels of their followers
B) proposes that all good leaders possess a set of identifiable traits which are highly desirable
C) is characterized by a charismatic leader who considers the employees' opinion though he or she makes the decisions alone
D) inspires organizational success by affecting followers' beliefs in what an organization should be as well as their values
E) shares the view that leaders' major job is to make decisions that help the organization grow as an independent entity

Question 67

Keith is the leader of a project team designated to design new products for a firm. He conducts group meetings and discussions regularly so that all team members are aware of the work progress. Keith ensures that all members participate in the meetings and that all the key decisions regarding product design are made by the team. According to the VYJ model, Keith's style of leadership can be classified as ________.

A) GII
B) CI
C) AI
D) CII
E) AII

Question 68

Explain the Vroom-Yetton-Jago model of leadership.

Question 69

The more confidence a manager has in his/her employees, the more likely it is the manager's decision making style will be ________-centered.

A) employee
B) finance
C) legally
D) authority
E) independently

Question 70

Explain how leaders behave and make decisions using the 7 concepts of Tannenbaum and Schmidt Leadership Continuum.

Question 71

Which of the following characteristics is more closely associated with an emerging leader than a manager?

A) independence
B) persistence
C) analytical skills
D) problem-solving ability
E) tough-mindedness

Question 72

Bryan is the production manager of a small company that manufactures printed circuit boards. Prior to making a decision, Bryan usually asks for information from his subordinates. However, his subordinates are not always informed about the problem at hand. Which of the following VYJ model decision-making styles does Bryan use?

A) AI
B) AII
C) GII
D) CI
E) CII

Question 73

Leaders who identify inappropriate behavior in followers and suggest how they might correct that behavior fall into the category of ________.

A) transformational leaders
B) coaching leaders
C) superleaders
D) entrepreneurial leaders
E) path-goal leaders

Question 74

Which of the following is a characteristic of an effective coach?

A) hard headed
B) does not listen
C) acts as a dictator
D) concern for welfare of people
E) impatient

Question 75

Which of the following types of leadership involves leaders changing organizations through both their goals and having an impact on their followers' values?

A) transitional
B) charismatic
C) authoritarian
D) transformational
E) democratic

Question 76

The Vroom-Yetton-Jago model is a method for determining ________.

A) when a leader should use which decision style
B) interpersonal dynamics of organizational leaders
C) the motivational appeals necessary to motivate followers
D) leadership traits and motivation of individuals
E) the effectiveness of leaders in various situations

Question 77

A manager adopts the GII style of decision making. He or she would ________.

A) meet with the group to discuss the situation and allow the group to make decisions
B) make organizational decisions alone, without consulting followers
C) ask for information from subordinates but make the decisions alone
D) meet with the followers to discuss the situation, but make the decision alone
E) share the situation with subordinates and ask for information before making the decision

Question 78

Which of the following involves a leader putting themselves in another person's shoes?

A) apathy
B) empathy
C) insight
D) charisma
E) transition

Question 79

In which of the following decision styles described in the VYJ model are the subordinates made aware of the problem, expected to provide information to the manager, but do not meet as a group?

A) AI
B) AII
C) CI
D) CII
E) GII

Question 80

Five styles of decision making, ranging from autocratic to consultative, are identified in the ________.

A) Fiedler's Contingency Theory
B) Hersey-Blanchard Model
C) path-goal leadership model
D) Vroom-Yetton-Jago Model
E) trait theory of leadership