Deck 12: Leadership in Organizational Settings

Question 1

In order to be a leader in an organization one must possess coercive authority.

Answer 1

False

Question 2

Transformational leaders frame their vision by setting it aside until the time is right to introduce it again.

Answer 2

False

Question 3

Transformational leadership views leaders as change agents.

Answer 3

True

Question 4

Unlike the traditional view of leadership,shared leadership lacks formal authority.

Question 5

Shared leadership is the view that leadership is a role.Therefore,anyone in the organization may be a leader in various ways and at various times.

Question 6

Transformational leaders shape a strategic vision of the future that focuses employees on a superordinate organizational goal.

Question 7

Leadership research can be roughly organized into four perspectives.

Question 8

Transformational leaders communicate their vision through symbols,metaphors,stories,and other vehicles that transcend plain language.

Question 9

Leadership is about influencing,motivating,and enabling others to contribute towards organizational effectiveness and success of the organizations of which they are members.

Question 10

Shared leadership calls for a collaborative rather than internally competitive culture.

Question 11

Transformational leaders encourage employees to continuously question the way things are currently done.

Question 12

Transformational leaders are reluctant to encourage experimentation,because it could lead the organization astray.

Question 13

One of the ways that transformational leaders build commitment is by using subtle coercion to encourage employees.

Question 14

Effective transformational leaders "walk the talk" by making meeting agendas,work schedules and other executive symbols,patterns and settings more consistent with the strategic vision.

Question 15

Effective transformational leaders build commitment towards the strategic vision by using words,symbols,and stories that inspire and energize employees to adopt the vision as their own.

Question 16

Walking the talk assists organizational change by building trust in the leader.

Question 17

Some experts believe charisma is an element of transformational leadership.

Question 18

One of the reasons why transformational leaders are so successful at communicating their vision is because they use plain language and avoid symbols,and other vehicles that transcend language.

Question 19

Shared leadership roles are formally assigned by the team.

Question 20

Transformational leaders support a learning orientation.However,they are reluctant to accept mistakes made by their employees.

Question 21

Research indicates university students value task-oriented instructors.

Question 22

Managerial leadership is more macro-focused,whereas transformational leadership is more micro-focused.

Question 23

Leadership experts agree the distinction between transformational and managerial leadership remains somewhat fuzzy.

Question 24

According to the textbook,charismatic leadership differs from transformational leadership.

Question 25

Servant leaders do not view leadership as a position of power.

Question 26

When leaders have more task-oriented leadership,their employees tend to have higher job performance.

Question 27

The managerial leadership perspective states that effective leaders help employees improve their performance and well-being towards current objectives and practices.

Question 28

The concept of servant leadership was first introduced about four decades ago.

Question 29

The managerial leadership perspective assumes the organization's objectives are stable and aligned with the external environment.

Question 30

Managerial leadership depends on transformational leadership to set the right direction.

Question 31

Path-goal theory recognizes that leadership is an important influence in the expectancy theory of motivation.

Question 32

Employees tend to form negative attitudes towards bosses who are mostly task-oriented which in turn results in lower job performance.

Question 33

The two clusters of leadership behaviour are people-oriented and organization-oriented.

Question 34

There may be elements of transformational leadership that are more appropriate in North America than in other cultures.

Question 35

One economics-based study concluded that companies have lower return on assets,when their chief executive officer exhibits servant leadership behaviours.

Question 36

Servant leadership research suffers from ambiguous and conflicting definitions.

Question 37

It is generally agreed that servant leadership is better suited for religious leaders than corporate leaders.

Question 38

One concern with the transformational leadership perspective is that it is described as a universal concept.

Question 39

Charismatic leadership is a characteristic only found among transformational leaders.

Question 40

Servant leadership is an extension or variation of the people-oriented leadership style.

Question 41

According to the leadership substitutes theory,characteristics of the employee,task,or organization limit the leader's influence or make it unnecessary.

Question 42

Path-goal theory states that effective leaders have high emotional intelligence,integrity and motivation to become a leader.

Question 43

According to path-goal theory,supportive leadership is desirable for employees who work in teams with low cohesiveness.

Question 44

The Hersey-Blanchard situational leadership theory identifies the following four leadership styles: telling,selling,participating,and delegating.

Question 45

The implicit leadership perspective explains how perceptual processes cause people to inflate the importance of leadership in explaining organizational events.

Question 46

According to path-goal leadership theory,directive leadership should never be applied to either experienced or inexperienced employees.

Question 47

According to path-goal theory,directive leadership should be applied where the task is complex and the employee has an external locus of control.

Question 48

The situational leadership theory states that a person's leadership style does not change,so we must put leaders in situations that match their natural style.

Question 49

The leadership substitutes theory identifies ways to neutralize or replace transformational leaders in specific conditions.

Question 50

Fiedler's contingency model remains a relatively robust theory with strong support based on research.

Question 51

Reward systems and employees' skills may substitute for task-oriented leadership.

Question 52

According to the leadership substitute theory,coworkers substitute for leadership in high involvement team structures.

Question 53

One problem with path-goal theory is that it is an extremely simple model of leadership relative to other leadership theories.

Question 54

The achievement-oriented leadership style applies the goal-setting and self-fulfilling prophecy concepts.

Question 55

The situational leadership theory is a commercially popular but poorly supported leadership model.

Question 56

Fiedler's contingency model of leadership suggests that the best leadership style depends on the degree of power and influence the leader possesses in the situation.

Question 57

According to Fiedler's contingency model,rather than changing the leader's style to fit the situation,it may be necessary to change the situation to fit the leader's dominant style.

Question 58

The implicit leadership theory states that everyone has beliefs about leadership prototypes.

Question 59

Path-goal leadership theory includes directive,supervisory,and integrity leadership styles.

Question 60

One limitation of path-goal theory of leadership is that it ignores the possibility that the best leadership style depends on the situation.

Question 61

Recent studies have identified socio-economic factors as one of the most important leadership competencies.

Question 62

The two components of implicit leadership theory are leader prototypes and the romance of leadership.

Question 63

Self-concept,integrity,knowledge of the business,and emotional intelligence are important leadership competencies.

Question 64

Effective leaders are good at perceiving and expressing emotions,as well as regulating emotions in themselves and others.

Question 65

Authentic leadership refers to how well leaders are aware of,feel comfortable with,and act consistently fair with their followers.

Question 66

Self-confidence is one of the eight competencies of effective leaders.

Question 67

Expectancy theory is the main influence supporting our notions of leadership prototypes.

Question 68

A major review in the late 1940s concluded that a consistent list of traits could not be distilled to identify effective leaders.

Question 69

Research on the competency perspective of leadership has concluded that four traits are consistently strong predictors of effective leadership across most situations and industries.

Question 70

According to the romance of leadership,followers rely on leadership as a useful way to simplify life events.

Question 71

Leadership competencies or traits have only been discussed and studied since the 1960s.

Question 72

Several large-scale studies have identified integrity and honesty as the most important leadership characteristics of effective leaders.

Question 73

Leadership prototypes are preconceived beliefs about our own abilities to lead.

Question 74

One implication of the personal attributes perspective of leadership is that leadership is found among senior executives rather than people in lower-level positions.

Question 75

The implicit leadership perspective encourages potential leaders to act differently than what employees expect.

Question 76

According to the implicit leadership perspective,we are more likely to believe that a leader is effective if the leader looks and acts consistently with our prototype.

Question 77

Leadership competencies identify leadership potential,not leadership performance.

Question 78

There is a strong tendency in Western cultures to believe that life events are generated more from people than from uncontrollable natural forces.

Question 79

According to experts,authentic leaders demonstrate self-discipline by remaining anchored to their values.

Question 80

Effective leaders have "leadership motivation." In other words,they are motivated to be leaders.