Deck 10: Conflict and Negotiation in the Workplace

Question 1

All of the following are examples of the contingency approach except

A)Fiedler's Contingency Theory
B)Trait Contingency Theory
C)House's Path-Goal Theory
D)Ohio State Leadership Theory/Michigan State Leadership Theory
E)Vroom-Jago Model

Answer 1

B

Question 2

Resolving disputes, facilitating communication, and encouraging the sharing of minority opinions belong to which category of leader behaviour found in the revised Path-Goal theory?

A)Achievement-oriented behaviours
B)Interaction facilitation behaviours
C)Group-oriented decision making behaviours
D)Representation and networking behaviours
E)Value-based behaviours

Answer 2

B

Question 3

Which of the following characteristics is associated with being a manager rather than a leader?

A)being visionary
B)acting decisively
C)planning, organizing, directing, and controlling
D)inspiring, setting the tone
E)motivating, influencing and changing behaviour

Answer 3

C

Question 4

According to Tim Judge and his colleagues, the relationship between the Big Five personality traits and leadership emergence and effectiveness is/are

A)extraversion was positively related
B)extraversion and conscientiousness were both positively related
C)conscientiousness was positively related
D)extraversion is most consistently related to both leadership emergence and effectiveness
E)intelligence was positively related

Question 5

A process that uses social influence to enable and seek the participation of subordinates in an effort to reach common organizational goals is

A)Management
B)Leadership
C)Directing
D)Decision-making
E)Organizational design

Question 6

The effectiveness of a particular style of leader behaviour will depend on many variables.This is referred to as the

A)leadership approach
B)management approach
C)contingency approach
D)behavioural approach
E)trait approach

Question 7

Two early approaches to explain leadership were

A)management practice and leadership practice
B)trait theory and behavioural theory
C)transactional and transformational approach
D)contingency and situational
E)trait theory and transformational

Question 8

House's revised Path-Goal theory includes

A)an expanded list of leader behaviours
B)the role of intrinsic motivation and empowerment in influencing leadership effectiveness
C)the concept of shared leadership
D)House did not modify or revise his original Path-Goal theory
E)(1) an expanded list of leader behaviours, (2) the role of intrinsic motivation and empowerment in influencing leadership effectiveness and, (3) the concept of shared leadership

Question 9

Which of the following is not true about male and female leaders?

A)Men and women displayed more task and social leadership, respectively.
B)Women used a more individualistic and autocratic style then men.
C)Men and women were equally assertive
D)Women executives, when rated by their peers, managers, and direct reports, score higher than their male counterparts
E)Men used a more autocratic and directive style than women.

Question 10

Internal and external situational variables that cause one style of leadership to be more effective than another is referred to as

A)contingency factors
B)situational factors
C)optimal factors
D)motivated factors
E)leadership factors

Question 11

Jonathan believes that Monica exhibited the traits and behaviours of a leader.Jonathon has a

A)perception of a leader
B)leadership prototype poor idea of how a leader should behave
C)mental representation of the traits and behaviours that a leader should have preconceived notion of what a leader should be based on his experiences with poor leaders
D)meta-analyses of leadership
E)leadership prototype and a mental representation of the traits and behaviours that a leader should have

Question 12

Researchers at Ohio State and the University of Michigan identified two independent dimensions of leader behaviour.The dimensions are

A)employee-centered and job-centered
B)concern for people and concern for production
C)employee focus and consideration
D)initiating structure and task focus
E)consideration, and initiating structure

Question 13

In Fiedler's model, ________ refers to the degree to which the leader has formal power to reward, punish, or otherwise obtain compliance from employees.

A)position power
B)task structure
C)leader-member relations
D)optimal leadership
E)relationship motivated power

Question 14

The Trait Theory of Leadership focuses on physical traits or personality characteristics that can be used to differentiate leaders from followers.Which of the following is NOT a trait theory of leadership?

A)Kellerman's bad traits
B)Goleman
C)Leadership prototypes
D)Stogdill and Mann's five traits
E)Hersey and Blanchard

Question 15

Leadership involves

A)mentoring
B)coaching
C)inspiring
D)motivating
E)mentoring, coaching, inspiring and motivating

Question 16

Shared leadership in teams is positively associated with

A)group cohesion
B)group effectiveness
C)group citizenship
D)group loyalty and group citizenship
E)group cohesion, group effectiveness, and group citizenship

Question 17

The Path-Goal Theory, a contingency approach, was proposed by

A)Robert House
B)Blake and Mouton
C)Blake
D)Fiedler
E)Hersey and Blanchard

Question 18

In Fiedler's model, which dimension of situational control reflects the extent to which the leader has the support, loyalty, and trust of the work group?

A)Position power
B)Task structure
C)Leader-member relations
D)Optimal leadership
E)Relationship motivated

Question 19

A physical trait or a personality characteristic that can be used to differentiate leaders from followers is

A)a leader trait
B)a manager trait
C)a follower trait
D)an employee trait
E)a trait tag

Question 20

Which of the following, is not a tip according to Peter Drucker for improving leadership effectiveness

A)think and say 'I' rather than 'we'
B)determine what needs to be done
C)determine the right thing to do for the welfare of the entire organization
D)listen first, speak last
E)focus on opportunities rather than problems

Question 21

A transformational leader who is unethical, produces employees who are

A)high in self-concept
B)obedient, and dependent
C)clear on expectations
D)satisfied in their jobs
E)collaborate with others

Question 22

Contingency approaches started in the very late part of the 20^th century and focused on traits of leaders.

Question 23

Transformational leaders are first influenced by

A)individual and organization characteristics
B)leader behaviours
C)effects on followers and work groups
D)outcomes
E)first principles of the organization

Question 24

Behavioural styles of leadership began at the end of WW1

Question 25

Leadership unlike management focuses on goal accomplishment.

Question 26

The best leaders are

A)transformational only
B)transactional only
C)transformational and transactional
D)path-goal practitioners
E)laissez-faire practitioners

Question 27

Which behaviour does a transformational leader not demonstrate?

A)trust
B)self-sacrifice
C)punish employees
D)serves as moral agents
E)focus on objectives that transcend the immediate needs of the work group

Question 28

Sociability, emotional intelligence, extraversion, honesty/integrity, and determination are all key positive leadership traits.

Question 29

All of the following describe characteristics of the servant leader EXCEPT:

A)empathy
B)healing
C)hindsight
D)listening
E)persuasion

Question 30

The Ohio State studies provided evidence that followers performed more effectively for structuring leaders.

Question 31

Organizational behaviour researchers began studying leadership in the early part of the 20^th century by focusing on the traits associated with leadership effectiveness.

Question 32

Leaders inspire and managers implement.

Question 33

Trait theory attempted to identify the traits of great leaders starting before World War II.

Question 34

Leadership that focuses on clarifying employees' daily roles and providing rewards contingent on performance is

A)transformational
B)transactional
C)transdirectional
D)transorganizational
E)transgoal oriented

Question 35

An individual in an organization is either a leader or a manager.

Question 36

The transformational approach is the most popular perspective for studying leadership today and began in the early 80s.

Question 37

Trait theory is based on the assumption that great leaders are born with some innate ability to lead.

Question 38

Which of the following best describes servant leadership?

A)Servant leaders have specific personalities.
B)Servant leaders focus on increased service to others rather than oneself.
C)Servant leaders use vision and motivation to motive followers.
D)Servant leaders focus on clarifying employees' daily roles.
E)Servant leaders focus on providing rewards contingent on performance.

Question 39

The leadership strategies and theories may work in one culture and not work in another.

Question 40

The right vision unleashes human potential as it serves to

A)be a beacon of hope for the organization
B)provide a common purpose for the organization
C)attract commitment from workers
D)energize workers
E)be a beacon of hope, provide a common purpose, attract commitment as well as energize workers

Question 41

Embedding servant leadership into an organization's culture requires actions as well as words.

Question 42

Fiedler's theory states that leaders have one dominant leadership style, which is difficult for the individual to adapt to different situations.

Question 43

Provide a timeline of leadership theories, providing examples of theories in each instance.

Question 44

The effectiveness of a leader or his or her leadership style is dependent on the situation.

Question 45

Fiedler's contingency model is one of the least-known models of leadership.

Question 46

In leadership positions, it is more effective if the leader does everything by himself or herself.

Question 47

Research indicates that leaders are born not made.

Question 48

.Refer to previous chapters of the text to explain why these traits are positive.

Question 49

Servant leaders rely more on positional authority than on persuasion when making decisions and trying to influence others

Question 50

Tasks that call for shared leadership are (1) highly interdependent, (2) require creativity, and (3) highly complex.

Question 51

Followers of transformational leaders set goals that are consistent with the leader.

Question 52

Transformational leadership leads to superior performance when it adds to transactional leadership.

Question 53

The two groups of contingency variables in Robert House's Path-Goal theory are (1) employee characteristics, and (2) leader characteristics.