Deck 11: Leadership: Fundamentals

Question 1

An initiating structure with the UM studies and consideration within the OSU studies are equivalent terms.

Answer 1

False

Question 2

Generally speaking,we can say that leaders are individuals who influence other individuals to do what they might not do in the absence of the leader's influence.

Answer 2

True

Question 3

As a supervisor,Chris focuses on the people doing the work and believes in delegating decision making and aiding followers in satisfying their needs by creating a supportive work environment.These behaviors mirror those of an employee-centered leader.

Answer 3

True

Question 4

After thousands of studies,the experts have come to a consensus on exactly what leadership is and how it should be applied.

Question 5

Leadership traits don't operate singly to influence followers,but act in combination.

Question 6

To a significant extent,the personnel testing component of scientific management supported the trait theory of leadership.

Question 7

Within Fiedler's contingency model of leadership,spending more-or less-informal time (lunch,leisure activities,etc.)with your subordinates would be a way to change the situation and not seen as changing leader style.

Question 8

For her senior project Erin is analyzing what leaders do in relation to accomplishing the task and to maintaining the effort of people doing the task.This research resembles the perspective of the behavioral approach to leadership.

Question 9

Pat has a weak need for affiliation.This most likely will preclude her from using and perfecting interpersonal skills.

Question 10

One advantage of the trait perspective of leadership is that a comprehensive list of potentially important traits has been developed.

Question 11

According to Fiedler's contingency model of leadership,relationship-oriented leaders will respond to training to make them more task-oriented while task-oriented leaders typically cannot be trained.

Question 12

The job-centered leader focuses on creating jobs which promote autonomy and self-direction.

Question 13

Fiedler recommends that organizations should concentrate on changing situations to fit their leaders,rather than changing (training)leaders to fit their situations.

Question 14

Fiedler's contingency model of leadership proposes that management should change their leader style to fit the situation.

Question 15

Unlike the perspective of the OSU study,the leadership studies at UM suggested that leaders could simultaneously be "high" in both concern for task and concern for people (job-centered and employee-centered).

Question 16

While trait theory considers personality traits it generally does not consider abilities.

Question 17

Jan believes that the one's ability to be an effective leader is largely derived from their alertness,energy level and self-confidence.This approach most closely follows the trait theory approach to leadership.

Question 18

To a significant extent,behavioral approaches to leadership grew from the personnel testing component of scientific management.

Question 19

The foundation of LMX is the expectancy motivation theory.

Question 20

By definition,all members of management,even if they do not influence their behavior of others are considered "leaders" as presented in the text.

Question 21

Using the terms of the University of Michigan studies,the ___________ focuses on the people doing the work and believes in delegating decision making and aiding followers in satisfying their needs by creating a supportive work environment.

A)job-centered leader
B)employee-centered leader
C)initiating leader
D)theory Y

Question 22

Mike exhibits a relatively high need for power,but acts on that need in socially acceptable ways.This orientation to use power for constructive purposes has been termed ___________.

A)socially responsible power orientation
B)socialized power orientation
C)servant power orientation
D)None of the above

Question 23

UM research represents job-centered and employee-centered leadership as ___________.

A)manifestations of particular leader traits
B)separate leadership styles
C)two separate dimensions of leadership
D)None of the above

Question 24

The exact degree of difference that leaders can and do make in any organization is difficult to measure as ________________.

A)the similarity across those in leadership roles reduces the range of characteristics exhibited by leaders
B)leaders at even the highest levels do not have unilateral control over resources
C)external factors may be overwhelming and uncontrollable
D)All of the above

Question 25

One significant research finding regarding leadership traits is that extreme intelligence differences between leaders and follower ___________.

A)is preferred
B)might be beneficial
C)might be dysfunctional
D)is always dysfunctional

Question 26

Using the terms of the University of Michigan studies,the ___________ focuses on completing the task and uses close supervision so that subordinates perform their tasks using specified procedures.

A)job-centered leader
B)employee-centered leader
C)initiating leader
D)theory X

Question 27

LMX theory suggests that in-group members are likely to receive more challenging assignments than out-group members.

Question 28

The Least Preferred Coworker (LPC)Questionnaire is used to measure in-group versus out-group status.

Question 29

The path-goal approach suggests individuals have more flexibility in leader style than that suggested by Fiedler's contingency model.

Question 30

Your employee has a high degree of motivation and unquestioned ability to complete a task.Hersey and Blanchard would say the best leader style to use with this employee is "telling" as you simply have to tell the employee what to do.

Question 31

The contingency model of leadership effectiveness postulates that the performance of groups is dependent on the interaction between ___________.

A)leadership style and situational favorableness
B)leadership style and employee favorableness
C)employee and situational favorableness
D)Both A and B

Question 32

Jamie supports open communication and participation.This behavior is consistent with a high ___________ tendency.

A)concern
B)consideration
C)commencement
D)initiating

Question 33

Pat has been described as having the ability to cause her followers to accomplish the desired work.This ability termed __________ involves setting objectives,planning work,assigning people to do the work,and following up on the results of the work.

A)supervisory ability
B)directive ability
C)practical intelligence
D)interpersonal intelligence

Question 34

OSU research represents that typically a ________ initiating structure and ________ consideration is most effective leader style.

A)low,high
B)high,low
C)high,high
D)low,low

Question 35

___________ assumes that a manager can readily learn to adapt his style to each follower.

A)Fiedler's contingency theory
B)The situational leadership model
C)Trait theory
D)A and B

Question 36

As a manager you ________ engage in leadership.

A)by definition
B)may
C)may not
D)may or may not

Question 37

The preponderance of leadership theory and research along behavioral lines has depended on the idea that leaders must cope with two separate but interrelated aspects,___________.

A)tasks and situation
B)tasks and people
C)situation and people
D)None of the above

Question 38

Effectiveness criteria used by the Likert-inspired team at the University of Michigan (UM)included ___________.

A)turnover
B)costs
C)scrap loss
D)All of the above

Question 39

OSU research represents the initiating structure and consideration as ___________.

A)anchors of a continuum
B)separate approaches to leadership
C)two separate dimensions of leadership
D)None of the above

Question 40

LMX theory of leadership,suggests that leader behavior is consistent across subordinates.

Question 41

After a demonstrating outstanding performance in widget assembly,Pat has been transferred to a new position in the call centered.Pat is unsure how to perform in this new position and resents being transferred.Applying SLM,Pat's supervisor should use a ___________ approach.

A)participative
B)selling
C)telling
D)clarification

Question 42

The situational leadership model considers follower ___________ when determining follower maturity.

A)ability
B)willingness
C)goal clarity
D)A and B

Question 43

Tom has determined that,using the path-goal model as a basis,he should use a "supportive" approach.More generically,this approach could be described as ___________.

A)task-oriented behavior
B)person-oriented behavior
C)situational-oriented behavior
D)initiating behavior

Question 44

As an employee you share a common bond and value system,and interact with your supervisor.You are most likely considered a(n)___________.

A)R1
B)in-group member
C)X-group member
D)A and B

Question 45

If you are perceived by your supervisor as a(n)___________ you are likely to receive more challenging assignments and more meaningful rewards.

A)R1
B)in-group member
C)highly able worker
D)All of the above

Question 46

Jan,who previously demonstrated an ability to complete a particular job task,has indicated that she is unwilling to engage in the activity.Jan is at the ___________ level of readiness.

A)R1
B)R2
C)R3
D)R4

Question 47

Within Fiedler's contingency model,the leader-member relations factor refers to the degree of ___________.

A)confidence,trust,and respect that followers have in the leader
B)task or employee orientation
C)the "maturity" of the relationship between the parties
D)None of the above.

Question 48

A central tenet of the ________ approach is that leaders require flexibility to use whichever style is appropriate in a particular situation.

A)LMX
B)contingency model
C)path-goal
D)UM

Question 49

Tom has been given a new job task.He is highly motivated to complete the job but lacks the ability to do the task.In this situation,SLM would suggest a ___________ approach.

A)participative
B)selling
C)telling
D)delegating

Question 50

Applying the path-goal model,an employee with an external locus of control would be generally more satisfied with a ___________ of leadership.

A)directive style
B)participative style
C)employee-centered style
D)None of the above

Question 51

Fiedler proposes three situational factors that determine whether a leader style is more likely to be effective: ___________.

A)leader ability,task structure,and position power
B)leader-member relations,task structure,and position power
C)leader ability to reward,reward structure and employee ability
D)None of the above

Question 52

SLM's emphasis is on ___________.

A)leaders and their level of maturity
B)followers and their level of maturity
C)leaders and their preferred leader style
D)followers and their level path engagement

Question 53

The ___________ theory approach suggests that there is no such thing as consistant leader behavior across subordinates.

A)contingency
B)behavioral
C)leader-member exchange
D)situational

Question 54

In meeting with his employees,Ian explains the behavior most likely to result in goal accomplishment.This activity may be best described as referred to as ___________.

A)task clarification
B)behavioral clarification
C)path clarification
D)None of the above

Question 55

You have an employee that is able and willing to complete a task.According the SLM,you should exhibit a ___________ level of direction and a _________ level of personal support.

A)high,low
B)high,high
C)low,high
D)low,low

Question 56

Fiedler's studies led him to believe that leaders practice one or the other of two styles: ___________.

A)task-oriented leadership or relationship-oriented leadership
B)job centered leadership or relationship-oriented leadership
C)path clarification or path modification
D)initiating or consideration

Question 57

Within the SLM,a high level of personal support and a high level of direction corresponds to the ___________ form of leader behavior.

A)participative
B)selling
C)team
D)delegating

Question 58

The situational approach to leadership emphasizes the importance of forces within ___________.

A)the leader
B)subordinates
C)organization
D)All of the above

Question 59

Fiedler's studies convinced him that individuals ___________.

A)can use his one best method of leadership regardless of situation
B)cannot be both task-and relationship-oriented
C)can change their leader style to fit the situation
D)None of the above

Question 60

The directive and achievement-oriented behaviors with in the path-goal approach to leadership are two distinct dimensions of ___________.

A)task-oriented behavior
B)person-oriented behavior
C)situational-oriented behavior
D)the consideration perspective

Question 61

The text presents three families of leadership theories.Briefly describe these groups and the significant theories within each.

Question 62

How do abilities and personality traits impact leadership potential? Discuss each of these characteristics based upon a trait theory perspective.In your opinion,which one of these traits is more important to successful leaders?

Question 63

How do the findings of the UM and OSU leadership studies account for employee preferences and other situational factors?

Question 64

What is "leadership" and how does one determine if a leader has been effective?

Question 65

Describe LMX theory and how its relevance to management.

Question 66

List and briefly describe the four leadership styles described in the situational leadership model.

Question 67

Describe the major findings of the Likert-inspired research at the University of Michigan.

Question 68

Jill never wanted to be the leader of her student organization but when elected she was able to lead the organization successfully.The scenario depicts Jill as having,at least initially,a low motivation to lead.Does this situation conflict with trait theory which provides "motivation" as an essential trait for leaders? Make sure you fully describe how trait theory presents motivation in your answer.

Question 69

Describe the leadership studies conducted at OSU.How do these studies relate to the UM studies? What are the major criticisms of the OSU studies?

Question 70

The path-goal theory has led to the development of two important propositions.Describe these propositions.

Question 71

John finds the situation does not his preferred leader style.He has called you for advice.Using the contingency theory of leadership,what would you suggest to John?

Question 72

Describe the concept of "readiness" as it is used in SLM.

Question 73

How does one become a leader? Ground your answer in leadership theory.

Question 74

What are the criticisms of trait theory? Given the criticism,should trait theory be dismissed?

Question 75

Describe the leadership styles presented in contingency model of leadership and the variables that Fielder considered in determining situational favorableness.