Deck 14: Leadership: Styles and Behaviors

Question 1

With an autocratic style, the employees are asked to generate or evaluate potential solutions.

Answer 1

False

Question 2

According to the time-driven model of leadership, autocratic styles should be used for decisions in which the likelihood of employee commitment is high.

Answer 2

True

Question 3

With a consultative style of decision making, leaders do not make the ultimate decision.

Answer 3

False

Question 4

Leadership is the use of power and influence to direct the activities of followers toward goal attainment.

Question 5

Leader-member exchange theory argues that new leader-member relationships are typically marked by a role taking phase.

Question 6

Research tends to support many of the time-driven model's propositions, particularly when it uses practicing managers as participants.

Question 7

The quality of a decision is the ultimate means of judging a leader.

Question 8

Many of the correlations between traits and leadership are strong in magnitude when leader effectiveness serves as the outcome.

Question 9

The autocratic style of leadership is characterized by high follower control.

Question 10

Focusing on leaders' traits holds more practical relevance than focusing on leaders' actions.

Question 11

Recent research has shown that the development of high LMX relationships is more effective in collectivistic cultures than in individualistic cultures.

Question 12

Traits are more predictive of leader emergence than they are of leader effectiveness.

Question 13

The life cycle theory of leadership explains how leader-member relationships develop over time on a dyadic basis.

Question 14

With a delegative style, a leader plays no role in the deliberations unless asked.

Question 15

Tests of the leader-member exchange theory suggest that employees who are competent, likable, and similar to the leader in personality will be more likely to end up in the leader's in group.

Question 16

For the delegative style of decision making, the teamwork skills of the employees involved are not important.

Question 17

A low-quality exchange dyad is marked by increased exchange of information, influence, latitude, support, and attention.

Question 18

A leader's decision-making style captures how a leader decides as opposed to what a leader decides.

Question 19

The time-driven model of leadership suggests that the focus should shift away from autocratic, consultative, facilitative, and delegative situations to autocratic, consultative, facilitative, and delegative leaders.

Question 20

Leaders who are high on initiating structure play a passive role in directing group activities and often fail to plan activities.

Question 21

Situational leadership theory is well supported by many scientific studies.

Question 22

Idealized influence involves behaving in ways that earn the admiration, trust, and respect of followers.

Question 23

Transformational leadership is more strongly related to unit-focused measures of leadership effectiveness than most other leadership forms.

Question 24

Transformational leadership has no effect on continuance commitment.

Question 25

Task stability and spatial distance can neutralize the effectiveness of a leader's actions.

Question 26

Laissez-faire is an active and effective approach to leadership.

Question 27

Transformational leadership represents the carrot-and-stick approach to leadership.

Question 28

A recent meta-analysis showed that initiating structure and consideration are only weakly related, which supports the University of Michigan studies.

Question 29

Leadership training programs often focus on very specific issues, like being a more effective mentor.

Question 30

Inspirational motivation involves behaving in ways that foster an enthusiasm for a shared vision of the future.

Question 31

Neutralizers reduce the importance of the leader while providing a direct benefit to employee performance.

Question 32

Transformational leadership is less motivational compared to other managerial approaches.

Question 33

According to Project GLOBE, transformational leadership is the second-most universally accepted approach to leadership. The most accepted approach is transactional leadership.

Question 34

Transformational leaders heighten followers' awareness of the importance of certain outcomes while increasing their confidence that those outcomes can be achieved.

Question 35

Employees of transformational leaders tend to be more committed to their organizations.

Question 36

Increasing the time spent on training the leaders can help maximize their effectiveness.

Question 37

Employees with transformational leaders tend to have higher levels of task performance.

Question 38

Based on studies of identical twins, research suggests that there is a genetic component to charisma specifically and to transformational leadership more broadly.

Question 39

Telling is the optimal combination of leader behaviors at the R3 stage of readiness.

Question 40

Readiness is defined as the degree to which employees have the ability and willingness to accomplish specific tasks.

Question 41

Pauline, a department manager at Good Looking Clothes Inc., uses a style of decision-making that focuses on using the skills, experiences, and ideas of others. The final decision-making power is with Pauline. However, she does not make major decisions without getting inputs from those that will be affected. It can be said that she uses the _____ style of leader decision making.

A) autocratic
B) consultative
C) facilitative
D) participative
E) transactional

Question 42

In the leader-member exchange theory, the _____ exchange dyad is marked by the frequent exchange of information, influence, latitude, support, and attention.

A) participating
B) low-quality
C) intrinsic
D) high-quality
E) extrinsic

Question 43

_____ refers to the notion of who becomes a leader rather than how well people do in a leadership role.

A) Leader efficiency
B) Leader effectiveness
C) Leader emergence
D) Leader substitution
E) Leader efficacy

Question 44

Which of the following decision-making styles is characterized by the highest level of leader control?

A) Consultative
B) Autocratic
C) Delegative
D) Facilitative
E) Supportive

Question 45

The degree to which the leader's actions result in the achievement of the unit's goals; the continued commitment of the unit's employees; and the development of mutual trust, respect, and obligation in leader-member dyads are all called:

A) outgroup readiness.
B) leader effectiveness.
C) leader emergence.
D) leader focus.
E) individualized consideration.

Question 46

With a(n) _____ decision-making style, employees have a say in the decision-making process, but the ultimate authority still rests with the leader.

A) delegative
B) directive
C) consultative
D) facilitative
E) autocratic

Question 47

During which phase of the leader-member exchange theory does a manager describe role expectations to an employee, with the employee attempting to fulfill those expectations with his or her job behaviors?

A) Role taking
B) Role selling
C) Role designing
D) Role making
E) Readiness

Question 48

Researchers found two particular limitations to trait theory and therefore started looking more at "what leaders do" rather than "who leaders are." The two limitations were that (a) traits had less practical relevance than leader actions and (b) ______.

A) correlations between leader traits and leader effectiveness were weak
B) researchers had identified all the relevant traits, so more research would be unnecessary
C) the government stopped funding the research
D) transformational leaders had different traits than other leaders
E) leader traits had no relationship to dyadic leadership

Question 49

During the _____ phase of the leader-member exchange theory, the employee's own expectations for the dyad get mixed in with those of the leader.

A) role taking
B) role selling
C) participating
D) role making
E) role allocating

Question 50

Percy has built her company by giving special attention to details. She is highly meticulous and demanding and often imposes her decisions on subordinates. Percy makes use of the _____ style of decision making.

A) autocratic
B) consultative
C) transformational
D) participative
E) delegative

Question 51

Which of the following refers to how well people actually do in a leadership role?

A) Leader personality
B) Leader effectiveness
C) Leader emergence
D) Leader perception
E) Leader characteristic

Question 52

A leader's _____ reflects the process that the leader uses to generate and choose from a set of alternatives to solve a problem.

A) operational efficiency
B) day-to-day behavior
C) decision-making style
D) emergence style
E) operational style

Question 53

The leader-member exchange theory argues that:

A) new relationships between leaders and members are typically marked by a role taking phase.
B) most leaders can judge their performance by referring to the number of companies they have created.
C) leader traits holds more practical relevance than leader actions.
D) the correlations of the trait-leadership magnitude are strong.
E) organizations should limit leader-member exchanges to maximize organizational productivity.

Question 54

Which of the following decision-making styles is characterized by the highest level of follower control?

A) Consultative
B) Autocratic
C) Delegative
D) Facilitative
E) Negotiative

Question 55

The _____ process is marked by a free-flowing exchange in which the leader offers more opportunities and resources and the employee contributes more activities and effort.

A) role taking
B) role selling
C) participating
D) role making
E) role allocating

Question 56

_____ suggest that leaders are born, not made.

A) Leader-member exchange theories
B) Ohio State studies of leadership
C) Transformational theories of leadership
D) Contingent theory of leadership
E) Great person theories of leadership

Question 57

According to the leader-member exchange theory, the two general types of leader-member dyads are:

A) role taking exchange and role selling exchange.
B) high-quality exchange and low-quality exchange.
C) intrinsic and extrinsic.
D) role making and role selling.
E) participating exchange and observing exchange.

Question 58

In the leader-member exchange theory, the low-quality exchange dyad forms the leader's:

A) outgroup.
B) internal attributes.
C) ingroup.
D) levels of mutual trust.
E) obligations.

Question 59

Which of the following characteristics is most closely related to leader effectiveness?

A) Low agreeableness
B) High conscientiousness
C) High introversion
D) Low neuroticism
E) High openness to experience

Question 60

Ted is a quality control manager at Greenwoods Cement Inc. Any time a problem arises and a decision needs to be made, he believes in getting his people involved. He presents the problem to his employees and seek consensus on a solution. He insists in these problem-solving meetings that his opinion or suggestions carry no more weight than anyone else's. Which of the following is the decision-making style that Ted is displaying?

A) Consultative
B) Autocratic
C) Delegative
D) Facilitative
E) Negotiative

Question 61

_____ reflects the extent to which leaders create job relationships characterized by mutual trust, respect for employee ideas, and thoughtfulness regarding employee feelings.

A) Transformation
B) Delegating
C) Consideration
D) Participation
E) Initiating structure

Question 62

According to research on the time-driven model of leadership, which leadership style seems to be overused by managers?

A) Autocratic
B) Consultative
C) Delegative
D) Facilitative
E) Negotiative

Question 63

Which of the following is the style of decision making whereby the leader plays no role in deliberations unless asked?

A) Consultative
B) Autocratic
C) Delegative
D) Facilitative
E) Directive

Question 64

In the time-driven model of leadership, which style is reserved for circumstances in which employees have strong teamwork skills and are not likely to just commit to whatever decision the leader makes?

A) Consultative
B) Autocratic
C) Delegative
D) Facilitative
E) Negotiative

Question 65

Which of the following factors is included in the time-driven model of leadership?

A) Intellectual stimulation
B) Shared objectives
C) Idealized influence
D) Individual personality
E) Contingent rewards

Question 66

Which of the following behaviors, according to the studies at Ohio State, is an initiating structure behavior?

A) Representation
B) Integration
C) Recognition
D) Organization
E) Membership

Question 67

In the time-driven model of leadership, which style is reserved for decisions that are insignificant or where employee commitment is unimportant or for when the leader's expertise is high and the leader is trusted?

A) Consultative
B) Autocratic
C) Delegative
D) Facilitative
E) Supportive

Question 68

Alexandria, Brittney, Nicole, and Dolce are four managers at Polar Coat Manufacturing. Each uses a different decision-making style and believes that her style is the best. Alexandria always presents the problem to her employees, gathers their opinions/suggestions, and then makes the decision herself. Brittney gives her employees the responsibility for making the decision within a set of specified boundary conditions. Nicole makes the decision without asking her employees for their opinions/suggestions. Dolce presents the problem to her employees and seeks consensus with an emphasis that her opinion should only count as important as every other employee's in her department. Which of the following is the decision making style that Nicole is displaying?

A) Consultative
B) Autocratic
C) Delegative
D) Facilitative
E) Negotiative

Question 69

Which of the following theories is also known as the situational model of leadership?

A) Ohio State studies
B) University of Michigan studies
C) Life cycle theory of leadership
D) Time-driven model of leadership
E) Herzberg's two-factor theory

Question 70

Joey, the manager of Tarts Inc., has always been supportive toward the employees and understands their feelings. On most occasions, he overlooks their mistakes and gives them opportunities to develop a friendly atmosphere in the office. He often takes on some of their work in order to reduce their burden. Joey would score high on:

A) initiating structure.
B) intermediation.
C) consideration.
D) directive behavior.
E) transactional leadership.

Question 71

Alice has a deep concern for the welfare of her subordinates and she promotes interactive discussions with them. Alice can be described as a manager who scores high on:

A) initiating structure.
B) autocratic leadership.
C) consideration.
D) managerial control.
E) discipline.

Question 72

Robert has been newly appointed as the CEO of Textronics Inc. He is still learning how various departments function in the organization. Until he is able to gain sufficient knowledge and can suggest some changes, he relies on the suggestions and opinions of his team members and lets them do the things the way they are used to. He does not generally interfere in the decisions made by the employees but, at times, shares his past experiences with the employees. It can be said that Robert has adopted a(n) _____ style of decision making.

A) autocratic
B) participative
C) consultative
D) delegative
E) negotiative

Question 73

There are many factors to consider when leaders choose a decision-making style. The most obvious consideration is the:

A) number of people involved in decision making.
B) quality of the resulting decision.
C) number of opinions obtained for making the decision.
D) the style of decision-making.
E) the number of different ideas generated during the process.

Question 74

Alexandria, Brittney, Nicole, and Dolce are four managers at Polar Coat Manufacturing. Each uses a different decision-making style and believes that her style is the best. Alexandria always presents the problem to her employees, gathers their opinions/suggestions, and then makes the decision herself. Brittney gives her employees the responsibility for making the decision within a set of specified boundary conditions. Nicole makes the decision without asking her employees for their opinions/suggestions. Dolce presents the problem to her employees and seeks consensus with an emphasis that her opinion should only count as important as every other employee's in her department. Identify the decision-making style that Brittney is using.

A) Consultative
B) Autocratic
C) Delegative
D) Facilitative
E) Directive

Question 75

There has been extensive research into the time-driven model of leadership. The results include all of the following except:

A) managers overuse the autocratic style.
B) when managers use the recommendation of the model, decisions were rated as successful 68 percent of the time.
C) when managers do not use the model's recommendations, their decisions are successful 22 percent of the time.
D) managers do not vary their decision-making style as much as the model suggests they should.
E) managers overuse the consultative style.

Question 76

Alexandria, Brittney, Nicole, and Dolce are four managers at Polar Coat Manufacturing. Each uses a different decision-making style and believes that her style is the best. Alexandria always presents the problem to her employees, gathers their opinions/suggestions, and then makes the decision herself. Brittney gives her employees the responsibility for making the decision within a set of specified boundary conditions. Nicole makes the decision without asking her employees for their opinions/suggestions. Dolce presents the problem to her employees and seeks consensus with an emphasis that her opinion should only count as important as every other employee's in her department. Dolce is displaying the _____ decision-making style.

A) consultative
B) autocratic
C) delegative
D) facilitative
E) directive

Question 77

The Ohio State studies argued that initiating structure and consideration are _____, while the University of Michigan studies proposed them to be ______.

A) independent concepts; ends of a continuum
B) ends of a continuum; independent concepts
C) dependent concepts; independent concepts
D) correlated with leadership effectiveness; not correlated with leadership effectiveness
E) ends of a continuum; central points in a continuum

Question 78

Alexandria, Brittney, Nicole, and Dolce are four managers at Polar Coat Manufacturing. Each uses a different decision-making style and believes that her style is the best. Alexandria always presents the problem to her employees, gathers their opinions/suggestions, and then makes the decision herself. Brittney gives her employees the responsibility for making the decision within a set of specified boundary conditions. Nicole makes the decision without asking her employees for their opinions/suggestions. Dolce presents the problem to her employees and seeks consensus with an emphasis that her opinion should only count as important as every other employee's in her department. Alexandria is displaying the _____ style of decision making.

A) consultative
B) autocratic
C) delegative
D) facilitative
E) directive

Question 79

Which type of structure reflects the extent to which the leader defines and structures the roles of employees in pursuit of goal attainment?

A) Initiating structure
B) Delegative structure
C) Consideration structure
D) Participative structure
E) Transformational structure

Question 80

The life cycle theory of leadership argues that the optimal combination of initiating structure and consideration depends on the _____ of the employees in the work unit.

A) integration
B) personality
C) organization
D) readiness
E) decision-making style