Deck 12: Leadership

Question 1

People want their leaders to achieve their goals for them.

Answer 1

False
Explanation: Broadly speaking, people want help in achieving their goals, not achievement of their goals entirely.

Question 2

The best visions are both ideal and unique.

Answer 2

True
Explanation: The best visions are both ideal and unique. If a vision conveys an ideal, it communicates a standard of excellence and a clear choice of positive values. If the vision is also unique, it communicates and inspires pride in being different from other organizations.

Question 3

Leaders serve people best when they help others become better contributors to organizations.

Answer 3

True
Explanation: Leaders serve people best by helping them develop their own initiative and good judgment, enabling them to grow, and helping them become better contributors.

Question 4

Being an effective manager is equivalent to being a true leader.

Question 5

Organizations place people in formal leadership roles primarily to help these leaders achieve their personal goals.

Question 6

The best leaders are cautious or even reticent about showing people their appreciation.

Question 7

Strategic leadership refers to behaviors that give purpose and meaning to an organization.

Question 8

Leadership involves unique processes that are distinguishable from basic management functions.

Question 9

Visions can be very small or very large, but can exist only at the highest organizational levels.

Question 10

A mental image of a possible and desirable future state of the organization is called a vision.

Question 11

Good followers help produce good leaders.

Question 12

An outstanding leader needs good strategic substance but not necessarily effective interpersonal skills.

Question 13

A leader is one who influences others to attain goals.

Question 14

As long as leaders know what they want for an organization, others do not necessarily need to understand what that is.

Question 15

Today having a vision for the future and communicating that vision to others are known to be essential components of great leadership.

Question 16

Behavior that provides guidance, support, and corrective feedback for the day-to-day activities of work unit members is strategic leadership.

Question 17

According to Kouzes and Posner, the best leaders challenge the conventional practices and create change.

Question 18

Visions can be inappropriate and even fail.

Question 19

Leadership works best when it is reserved for those at the top.

Question 20

The most important characteristic of a follower may be the willingness to tell the truth.

Question 21

The behavioral approach to leadership attempts to identify what good leaders do.

Question 22

Group maintenance behaviors improve leader job performance as well as group and organizational performance.

Question 23

Fiedler's contingency model of leadership takes a situational approach to leadership.

Question 24

The disposition approach is the oldest leadership perspective; it focuses on the personal characteristics that great leaders share.

Question 25

The end result of using Fiedler's contingency model of leadership effectiveness is reaching one of 14 possible endpoints that states which of five decision styles is most appropriate.

Question 26

According to the behavior approach, the three categories of leadership behavior are task performance, group maintenance, and employee participation in decision making.

Question 27

According to proponents of the situational approach to leadership, universally important traits and behaviors do not exist.

Question 28

The democratic style of leadership results in the most positive attitudes, whereas an autocratic approach results in somewhat higher performance.

Question 29

Autocratic leadership solicits input from others.

Question 30

Effective followers hold performance standards that are higher than required.

Question 31

While all five sources of power are potentially important, bosses who have high legitimate power get far superior performance from their employees.

Question 32

The Vroom model emphasizes the participative dimension of leadership: how leaders go about making decisions.

Question 33

Because of the tendency to abuse it, power should be avoided when providing effective leadership.

Question 34

The focus of the original LMX theory is primarily on the leader behaviors that are historically considered group maintenance.

Question 35

The trait approach assumes the existence of a leadership personality and that leaders are born, not made.

Question 36

A manager using expert power may implement an absenteeism policy that administers disciplinary actions to offending employees.

Question 37

A laissez-faire style of leadership leads to more positive attitudes and higher performance.

Question 38

The one personal skill that may be the most important to leadership success is the ability to perceive the needs and goals of others and to adjust the leadership approach accordingly.

Question 39

On Blake and Mouton's Leadership Grid, the leader's concern for workers is plotted against the worker's ability to produce.

Question 40

A leader with referent power has personal characteristics that appeal to others, and they comply because of admiration or a desire for approval.

Question 41

Transactional leadership approaches may be more effective for collectivists than for individualists.

Question 42

Lateral leaders focus on solving problems with subordinates.

Question 43

Charisma can be used positively or negatively.

Question 44

Authentic leadership is a style in which the leader is true to himself or herself while leading.

Question 45

Being a good leader includes taking reasonable risks.

Question 46

In Hersey and Blanchard's situational theory, psychological maturity includes an employee's self-confidence and self-respect.

Question 47

Charisma contributes to transformational leadership.

Question 48

Path-goal theory suggests that one of the functions of the leader is to reduce frustrating barriers to goal attainment.

Question 49

According to Fiedler's contingency model of leadership effectiveness, effectiveness depends on two factors: the personal style of the leader and the loyalty of the followers.

Question 50

A servant-leader serves others' needs while strengthening the organization.

Question 51

It is best if leadership resides in one or two superstars at the top.

Question 52

Level 5 leadership is a combination of strong professional will and intense personal pride.

Question 53

Bridge leaders are those who repair relationships between factions within an organization by focusing all parties on profitability.

Question 54

Hersey and Blanchard's situational theory highlights the maturity of the followers as the key situational factor.

Question 55

According to path-goal theory, for highly authoritarian people, a participative leadership style is more appropriate.

Question 56

There are situations in which leadership is unnecessary or has little impact, and other environmental factors may effectively act in its place.

Question 57

In Hersey and Blanchard's situational theory, job maturity refers to the length of time the employee has been employed with the organization.

Question 58

Pseudotransformational leaders are leaders who talk about positive change but allow their self-interest to take precedence over followers' needs.

Question 59

A very comprehensive and useful situational model of leadership effectiveness, one that examines characteristics of followers and environmental factors in choosing a leadership style, is path-goal theory.

Question 60

The most effective leadership development experiences have three components: assessment, accomplishment, and control.

Question 61

Strategic leadership is characterized by

A) Support and corrective feedback.
B) Purpose and meaning for the organization.
C) Financial support for plans.
D) Guidance and corrective feedback.
E) Day-to-day coaching.

Question 62

The ability to influence others is referred to as

A) Cohesion.
B) Motivation.
C) Charisma.
D) Responsibility.
E) Power.

Question 63

At the restaurant where Kelly works, the manager has the responsibility of scheduling workers and assigning projects during each shift. Employees that have performed poorly on her shifts tend to get scheduled for the unpopular weekend shifts and the worst shift duties. This manager seems to use a high degree of

A) Legitimate power.
B) Negative power.
C) Coercive power.
D) Referent power.
E) Expert power

Question 64

Which type of power is dominant when a leader is respected for his knowledge?

A) Legitimate power.
B) Reward power.
C) Coercive power.
D) Referent power.
E) Expert power.

Question 65

Which type of power is dominant when a leader utilizes her ability to control punishments?

A) Legitimate power.
B) Reward power.
C) Coercive power.
D) Referent power.
E) Expert power.

Question 66

Which form of power is being used when a sales manager gives his salespeople some tips on how to close a deal, and the salespeople then alter their sales techniques because they respect the manager's expertise?

A) Coercive power.
B) Legitimate power.
C) Professional power.
D) Referent power.
E) Expert power.

Question 67

At the architecture firm where Jamie works, her manager is a personable and likable person who is quite popular. Jamie has said that if she were the manager, she would manage just as he does, and she likes working with him. This manager seems to have a high degree of

A) Legitimate power.
B) Reward power.
C) Coercive power.
D) Referent power.
E) Expert power.

Question 68

Camden Tile managers determined that there would be no end-of-year bonuses due to predicted leveling of sales. Perry, a department manager, let his staff know that even high-performing employees would not get bonuses this year. This change limited what type of power for Perry?

A) Legitimate.
B) Reward.
C) Coercive.
D) Referent.
E) Expert.

Question 69

A leader is

A) Someone with authority over others.
B) The top-level manager in a firm or business.
C) A strategic-level manager.
D) Someone who influences others to attain goals.
E) Someone well-respected by others.

Question 70

Supervisory leadership is behavior that provides

A) Support and corrective feedback.
B) Purpose and meaning to the organization.
C) Guidance and vision for the future.
D) Anticipation of changes.
E) Collaboration with others to initiate changes.

Question 71

Behavior that gives purpose and meaning to organizations while envisioning and creating a positive future is known as

A) Strategic leadership.
B) Supervisory leadership.
C) Organizational leadership.
D) Task leadership.
E) Autocratic style.

Question 72

Behavior that provides guidance, support, and corrective feedback for the day-to-day activities of work unit members is known as

A) Strategic leadership.
B) Supervisory leadership.
C) Organizational leadership.
D) Task leadership.
E) Performance leadership.

Question 73

Which of the following statements regarding vision is accurate?

A) Strong leaders often do not develop a clear vision.
B) Vision properly focuses on performance and day-to-day survival.
C) A person can develop a vision for any task.
D) A vision is optional for effective leadership.
E) A vision is still meaningful without any additional action.

Question 74

Which of the following reflects a possible cause for an inappropriate vision?

A) The vision is too challenging.
B) The vision does not motivate all members of the organization.
C) The vision reflects only the leader's needs.
D) The vision is too long-term.
E) None of these; all visions are appropriate.

Question 75

_________ power is held by a manager who has control over the size of an employee's raise.

A) Legitimate
B) Reward
C) Coercive
D) Referent
E) Expert

Question 76

Which of these describes a vision as it pertains to leadership?

A) A long-term goal of an organization.
B) A mental image of a future state of an organization.
C) The method through which leaders achieve goals.
D) An operational plan for a specific department.
E) None of the above.

Question 77

_______ power is dominant when subordinates are obliged to comply by virtue of a boss's authority.

A) Legitimate
B) Reward
C) Coercive
D) Referent
E) Expert

Question 78

Managers have more ________ over their subordinates than they do over their peers and bosses.

A) coercive power
B) reward power
C) legitimate power
D) referent power
E) expert power

Question 79

Referent power is described as power that exists through having

A) Control over punishments.
B) Control over rewards.
C) The authority to tell others what to do.
D) Expertise.
E) Appealing personal characteristics.

Question 80

_________ power is dominant when a leader is followed due to his or her charisma.

A) Legitimate
B) Reward
C) Coercive
D) Referent
E) Expert