Deck 10: Leaders and Leadership

Question 1

When leaders show their subordinates that they trust and respect them,they are trying to initiate structure.

Answer 1

False
Explanation: Consideration is the behavior that indicates a manager's trust, respect, and care for the subordinates. Managers who truly look out for the well-being of their subordinates, and do what they can to help subordinates feel good and enjoy their work, perform consideration behaviors. Whereas, initiating structure is when the managers take steps to make sure that work gets done, subordinates perform their jobs acceptably.

Question 2

Servant leaders have a strong desire to serve and work for the benefit of others.

Answer 2

True
Explanation: Servant leaders have a strong desire to serve and work for the benefit of others.

Question 3

When leaders take steps to ensure that subordinates perform their tasks in an acceptable fashion,this is known as consideration.

Answer 3

False
Explanation: Consideration is the behavior that indicates a manager's trust, respect, and care for the subordinates. Managers who truly look out for the well-being of their subordinates, and do what they can to help subordinates feel good and enjoy their work, perform consideration behaviors.

Question 4

Ownership power is the ability of a manager to give or withhold tangible and intangible rewards.

Question 5

"Trait" models may include characteristics such as skills,abilities,knowledge,and expertise.

Question 6

When leaders are effective,their influence often detracts from goal attainment.

Question 7

Legitimate power is the authority a manager has by virtue of his/her position in an organization's hierarchy.

Question 8

The authority that a manager has based on the manager's position in the organization's hierarchy is known as expert power.

Question 9

Leadership is the process by which a person exerts influence over other people and inspires,motivates,and directs their activities to help achieve group or organizational goals.

Question 10

Effective leaders and managers perform both initiating structure and consideration leader behaviors.

Question 11

Contingency models of leadership take into account the context within which the manager acts.

Question 12

Empowerment gives managers more time to concentrate on their pressing concerns because they spend less time on day-to-day supervisory activities.

Question 13

A manager's personal leadership style is the specific way in which a manager chooses to influence other people; it is how the manager approaches planning,organizing,and controlling.

Question 14

Managers at all levels and in all kinds of organizations have the same leadership style.

Question 15

Servant leaders do not share power with followers and strive to ensure that only their individual needs are met.

Question 16

Contingency models suggest that a manager who is effective in one situation is likely to be effective in all leadership situations.

Question 17

The complete key to understanding leader effectiveness is to understand a leader's traits.

Question 18

Consideration is the behavior that indicates a manager's trust,respect,and care for the subordinates.

Question 19

Choice of job assignment to a subordinate is a part of a tangible reward.

Question 20

Coercive power is the ability of a manager to punish others.

Question 21

Participative behavior is similar to consideration.

Question 22

Transformational managers are charismatic leaders.

Question 23

Transformational leaders do not engage in transactional leadership.

Question 24

The leader substitutes model is not a contingency model of leadership.

Question 25

Subordinates trying to resist the influence of female managers more than male managers is one of the reasons for female managers being more directive.

Question 26

According to Fiedler,the extent to which subordinates trust and are loyal to a leader is known as task structure.

Question 27

Managers who appear to be quiet and earnest cannot be charismatic.

Question 28

Anything that acts in place of a leader so that leadership is unnecessary is known as a leadership substitute.

Question 29

The amount of legitimate power a leader has by means of the leader's position in the organization's hierarchy is known as position power.

Question 30

Leaders motivate subordinates by clarifying for subordinates the paths leading to the attainment of work goals.

Question 31

According to Fiedler,leader style is an enduring characteristic that managers cannot change.

Question 32

According to Fiedler,task-oriented leaders are primarily concerned with developing good working relationships with their subordinates.

Question 33

According to the leadership substitutes model,sometimes managers do not need to exert influence over their subordinates.

Question 34

When transformational leadership occurs,subordinates trust the managers,are highly motivated,and help the organization achieve its goals.

Question 35

The transformational manager's intellectual stimulation leads subordinates to view problems as challenges that they can and will meet and conquer.

Question 36

According to Robert House,the path-goal theory focuses on what a leader can do to motivate subordinates to achieve organizational goals.

Question 37

Although there are relatively more women in management positions today than there were 10 years ago,there are still relatively few women in top management.

Question 38

According to Fiedler,relationship-oriented leaders are primarily concerned with ensuring that subordinates perform their work activities at a high quality level.

Question 39

Leaders' moods and emotions influence their effectiveness as leaders.

Question 40

According to Fiedler,the extent to which the work is clear-cut so that subordinates know what is expected of them is known as leader-member relations.

Question 41

Dan is the marketing head at Blue Bay Resorts for the last seven years.His marketing plans are well formulated and executed.Many colleges in the neighborhood invite Dan for a paper presentation on marketing.In this situation,which of the following types of power suits Dan best?

A) Coercive power
B) Empowerment power
C) Expert power
D) Consideration power
E) Relationship power

Question 42

Bradley Motors gives assembly-line workers the authority to shut down the production line whenever they believe that there is a quality defect in the production process.Which of the following best describes the situation?

A) Empowerment
B) Relationship-oriented power
C) Consideration power
D) Referent power
E) Delegation

Question 43

The authority that a manager has because of his/her position in the organizational hierarchy is known as:

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

Question 44

Which type of power is based on the specialized knowledge and skills of the leader?

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

Question 45

Which of the following is an example of the legitimate power of a manager?

A) A pay raise
B) A bonus
C) A desirable job assignment
D) Verbal praise
E) Appraisals of subordinates

Question 46

The process of giving all employees the authority to make decisions and be responsible for their outcomes is known as:

A) coercion.
B) leadership.
C) empowerment.
D) delegation.
E) task structure.

Question 47

The _____ culture in Japan places prime emphasis on the group rather than the person.

A) collectivistic
B) individualistic
C) nurturing
D) low uncertainty avoidance
E) feminist

Question 48

The power of a leader that comes from the respect and loyalty of subordinates is known as:

A) reward power.
B) legitimate power.
C) coercive power.
D) referent power.
E) position power.

Question 49

Which of the following is an example of the coercive power of a manager?

A) Appraisals of subordinates
B) Monitoring subordinates
C) Respect for subordinates
D) Hiring of subordinates
E) Dismissal of subordinates

Question 50

Which of the following types of managerial power is used to punish subordinates?

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

Question 51

Fly Light gives its gate supervisors the authority to decide when to give a free ticket for a future flight to a passenger,who has volunteered to give up his seat when a flight has been overbooked.This is an example of:

A) facilitation.
B) leader substitution.
C) bureaucracy.
D) charisma.
E) empowerment.

Question 52

The specific ways in which a manager chooses to influence others is known as:

A) legitimate power.
B) coercive power.
C) reward power.
D) expert power.
E) personal leadership style.

Question 53

Emotional intelligence in a leader encourages followers to be creative because the followers are more likely to take risks.

Question 54

The person who inspires,motivates,and directs the activities of others so that they work toward organizational goals is known as a:

A) follower.
B) leadership substitute.
C) coercive leader.
D) leader.
E) change manager.

Question 55

The ability of a manager to give outcomes to or withhold outcomes from subordinates is known as:

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

Question 56

James,the divisional manager at Leo Motors,has to consult with Mark when it comes to the hiring procedures of the company because Mark is a senior human resources manager.Which of the following would best describe the privileges that Mark enjoys?

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

Question 57

The process by which one person exerts influence over others and inspires,motivates,and directs their activities is known as:

A) empowerment.
B) time management.
C) leadership.
D) change management.
E) legitimate power.

Question 58

The ability of a leader to get others to act in certain ways is known as that leader's:

A) power.
B) initiating structure.
C) philosophy.
D) task orientation.
E) task structure.

Question 59

Which of the following is an example of a tangible reward that managers can give or withhold?

A) Choice of job assignments
B) Verbal praise
C) A pat on the back
D) Respect
E) Taking advice from a subordinate on important decisions

Question 60

A factory supervisor gives the responsibility to a production worker to reject any parts that that worker feels do not measure up to the required quality standards.This is an example of:

A) transformation.
B) transaction.
C) empowerment.
D) directive leadership.
E) relationship-oriented power.

Question 61

Which of the following is based on the premise that effective leaders possess personal qualities that set them apart from ineffective leaders?

A) Task-oriented model
B) Path-goal model
C) Contingency model
D) Trait model
E) Relationship-oriented model

Question 62

Which of the following types of leadership behavior is similar to "initiating structure" of the behavior model?

A) Consideration
B) Directive behavior
C) Supportive behavior
D) Participative behavior
E) Achievement-oriented behavior

Question 63

According to Fiedler,the extent to which subordinates trust and are loyal to their superior is known as:

A) empowerment relations.
B) task-oriented relations.
C) leader-member relations.
D) initiating structure relations.
E) position power relations.

Question 64

According to Fiedler's model,when a situation is very unfavorable for a leader,he/she will be more effective if he/she is:

A) task-oriented.
B) relationship-oriented.
C) participative.
D) autocratic.
E) balanced between task-and relationship-orientation.

Question 65

Which type of behavior is a leader portraying when he/she expresses substantial levels of trust toward a subordinate?

A) Initiating structure
B) Consideration
C) Empowerment
D) Escalation of commitment
E) Task-oriented

Question 66

Which of the following is NOT a kind of leader behavior described in the path-goal model?

A) Achievement-oriented
B) Participative
C) Supportive
D) Directive
E) Initiating structure

Question 67

According to Fiedler,the extent to which the work of subordinates is clear so that they know what to do and how to do it is known as:

A) consideration structure.
B) task structure.
C) empowerment structure.
D) leader-member relations.
E) charismatic leadership.

Question 68

According to the trait model,which of the following traits of leadership helps managers avoid acting selfishly,control their feelings,and admit when they have made a mistake?

A) Dominance
B) Integrity and honesty
C) Maturity
D) Tolerance for stress
E) Intelligence

Question 69

Which of the following is NOT a potential leadership substitute?

A) Subordinates' skill levels
B) Interesting work
C) Self-managing work groups
D) Ambiguous, novel situations
E) Empowerment

Question 70

The Pulse,an HR consulting firm,conducts friendly competitions between teams and rewards them with donuts every Friday morning.The main purpose of these games is to promote togetherness in the organization.Which of the following would best describe this effort taken by the management of The Pulse?

A) Initiating structure
B) Consideration
C) Empowerment
D) Task-structure
E) Escalation of commitment

Question 71

Anything that acts in place of a leader so that leadership is unnecessary is known as:

A) empowerment.
B) initiating structure.
C) consideration.
D) a leadership substitute.
E) referent power.

Question 72

Which type of behavior is the leader engaging in when he/she assigns work to a subordinate and makes sure that the work gets done acceptably?

A) Empowerment
B) Initiating structure
C) Consideration
D) Relationship-oriented
E) Expert power

Question 73

_____ leadership theories propose that the effectiveness of a leader depends on the situation the leader faces.

A) Trait model
B) Contingency model
C) Empowerment model
D) Path-goal model
E) Leadership substitute model

Question 74

Which type of leader is primarily concerned with ensuring that subordinates perform their work at a high quality level?

A) Considerate
B) Task-oriented
C) LPC
D) Relationship-oriented
E) Human relations

Question 75

According to the trait model,which of the following traits of leadership helps managers deal with uncertainty and make difficult decisions?

A) Dominance
B) Integrity and honesty
C) Maturity
D) Tolerance for stress
E) Intelligence

Question 76

Which of the following types of behavior is similar to "consideration" of the behavior model?

A) Initiating structure
B) Directive behavior
C) Supportive behavior
D) Participative behavior
E) Achievement-oriented behavior

Question 77

Leadership that makes subordinates aware of their jobs' importance to the organization is called:

A) consideration leadership.
B) empowerment leadership.
C) transformational leadership.
D) transactional leadership.
E) path-goal leadership.

Question 78

When a leader motivates subordinates to do a good job,the leader is engaging in which type of behavior?

A) Consideration
B) Expert power
C) Coercive power
D) Empowerment
E) Initiating structure

Question 79

The contingency model that focuses on how managers motivate subordinates by identifying their desired outcomes,rewarding them for high performance,and the attainment of work goals with these desired outcomes is:

A) the transformational leadership theory.
B) House's path-goal theory.
C) the leader substitutes model.
D) Fiedler's model.
E) the transactional leadership theory.

Question 80

A production supervisor delegates to a production worker the responsibility to schedule his own work activities depending on the job requirements on the daily schedule.Which of the following best describes this situation?

A) Initiating structure
B) Empowerment
C) An unfavorable leadership situation
D) Participation
E) Escalation of commitment