Deck 12: Leadership

Question 1

Which of the following statements regarding leadership is true?

A) All leaders are managers.
B) Formal rights ensure good leadership.
C) All managers are leaders.
D) All leaders are hierarchically superior to followers.
E) Nonsanctioned leadership is as important as formal positions of influence.

Answer 1

E

Question 2

Behavioural studies imply that people can be trained to be leaders.

Answer 2

True

Question 3

A leader high in initiating structure is most likely to ________.

A) emphasize meeting deadlines
B) yell at people in meetings
C) allow workers to define their own standards of performance
D) both A and B
E) both A and C

Answer 3

A

Question 4

The Ohio State Studies narrowed the independent dimensions of leader behaviour to two that substantially accounted for most of the leadership behaviour described by employees: consideration and ________.

A) employee-orientation
B) empathy
C) constructing vision
D) initiating structure
E) charisma

Question 5

Leaders who emerge from outside of the formal structures of the organization are called ________.

A) nonsanctioned leaders
B) transformational leaders
C) transactional leaders
D) managers
E) mentors

Question 6

In the context of behavioural dimensions of leadership identified in the Ohio State Studies, initiating structure refers to the extent to which ________.

A) a person's job relationships are characterized by mutual trust, respect for employees' ideas, and regard for their feelings
B) a leader engages in participative management
C) a leader is accepting of and respects individual differences among various team members
D) a leader is likely to define and structure his or her role and those of employees in the search for goal attainment
E) a leader initiates efforts to communicate personally with employees

Question 7

Kimberley, a manager at a large company, tends to assign group members to particular tasks, expects workers to maintain definite standards of performance, and emphasizes the meeting of deadlines. In the light of the Ohio State Studies, this indicates that Kimberley, as a leader, is ________.

A) low in task orientation
B) high in consideration
C) relationship oriented
D) employee oriented
E) high in initiating structure

Question 8

________ and ________ people are more likely to assert themselves in group situations.

A) Sociable; manipulative
B) Sociable; dominant
C) Stern; manipulative
D) Stern; dominant
E) Sociable; withdrawn

Question 9

Which of the following statements accurately reflects the conclusions about the trait theories of leadership?

A) Traits were better predictors of leadership 20 years ago than they are now.
B) The Big Five traits are inadequate for predicting leadership.
C) An individual who exhibits the right traits can successfully motivate the group to achieve its goals.
D) Traits do a good job of predicting the emergence of leaders.
E) Overall, traits are poor predictors of leadership.

Question 10

Which of the following theories of leadership implies that individuals can be trained to become leaders?

A) trait theories
B) LMX theory
C) contingency theories
D) behavioural theories
E) Fiedler model

Question 11

A comprehensive review of the leadership literature, when organized around the Big Five, has found conscientiousness to be the most important trait of effective leaders.

Question 12

Sharla, Thom, and Irving started working at the Golden Hotel one year ago. Though they were all hired at the same time and for the same position, Sharla is often viewed as being a leader on the team. Sharla is an example of a ________ leader.

A) transactional
B) transformational
C) sanctioned
D) nonsanctioned
E) charismatic

Question 13

According to research, which of the Big Five personality traits is the most important in effective leaders?

A) conscientiousness
B) openness
C) extraversion
D) agreeableness
E) emotional stability

Question 14

Your company's HR director is a believer in trait theories of leadership. He believes that he can differentiate leaders from nonleaders by focusing on personal qualities and characteristics. The HR director plans to promote Lawrence, a highly extraverted manager with a great deal of ambition and energy to the position of VP, Manufacturing. He asks for your expertise in helping him to apply trait theory to leadership selection within your company. The director believes that because of his innate characteristics, Lawrence will be highly effective at helping the company achieve its production goals. You advise the director against basing his decision purely on traits because ________.

A) research has identified emotional stability as the strongest predictor of leadership effectiveness
B) studies have found that the Big Five traits are difficult to identify in leaders
C) studies have shown that traits are poor predictors of leadership effectiveness
D) research has found that conscientiousness is a better predictor of effectiveness than extraversion
E) research has shown that effective managers are often unlikely to become effective leaders

Question 15

The most common trait-based approach ________ to develop insight into the relationship between traits and leadership.

A) uses the Big Five personality framework
B) uses the Keirsey Temperament Sorter
C) uses Cattell's 16 personality factors
D) focuses on Eysenck's three factor model
E) considers the Revised NEO Personality Inventory

Question 16

Nonsanctioned leadership is usually less important than formal positions of influence.

Question 17

All managers are effective leaders.

Question 18

Leadership is best defined as ________.

A) the ability to influence a group toward the achievement of a vision or set of goals
B) the process of drawing up formal plans and monitoring their implementation
C) the process of carrying out the vision and strategy provided by management
D) the process of coordinating and staffing the organization and handling day-to-day problems
E) the proper use of the influence gained exclusively as a result of one's organizational position

Question 19

Within organizations, leaders are needed to ________ and managers are needed to ________.

A) oversee the manager; execute the leaders ideas
B) challenge the status quo; create visions of the future
C) formulate detailed plans; create efficient organizational structures
D) inspire organizational members; oversee day-to-day operations
E) Leaders and managers both do all of the above.

Question 20

Which theory of leadership differentiates leaders from nonleaders by focusing on personal qualities and characteristics?

A) Fiedler's model
B) attributes theory
C) LMX theory
D) contingency theory
E) trait theory

Question 21

Leo supervises a global team of project members based in multiple countries. Maria is Brazilian, Jean-Paul is French, Amit is Egyptian, and Xiang is Chinese. Leo is American and is based in the United States. In light of the findings of the GLOBE project, which team members can be expected to respond most favourably when Leo exhibits high levels of initiating structure?

A) Jean-Paul and Xiang
B) Amit and Xiang
C) Maria and Jean-Paul
D) Amit and Maria
E) Xiang and Maria

Question 22

The behavioural dimensions identified by the University of Michigan's Survey Research Center are closely related to those identified in the Ohio State Study. Employee-oriented leadership is similar to ________, and production-oriented leadership is similar to ________.

A) initiating structure; consideration
B) task-orientation; relationship-orientation
C) transformational leadership; authentic leadership
D) authentic leadership; transformational leadership
E) consideration; initiating structure

Question 23

A leader designated as high on initiating structure would be likely to clearly define the roles of his or her subordinates.

Question 24

Fran has just completed and scored the LPC questionnaire given to her during an evaluation exercise. She is surprised when she finds out that she described her least preferred coworker in relatively positive terms because she recalls being particularly annoyed by this difficult coworker several times in the past. Based on your understanding of Fiedler's model, you explain to Fran that her LPC score makes sense within the model because ________.

A) Fran tends to become very dominating when given ambiguous tasks
B) Fran is usually much more focused on productivity than on developing relationships
C) Fran tends in general to focus on building good relationships with the other employees
D) Fran has a spotty work history and has tended to switch jobs every couple of years
E) Fran is usually chosen for positions of high responsibility within the organization

Question 25

If a survey respondent sees his or her least preferred coworker in unfavourable terms, Fiedler would categorize the respondent as ________.

A) high in consideration
B) task-oriented
C) low in initiating structure
D) employee-oriented
E) relationship oriented

Question 26

The two dimensions of leadership behaviour identified in the University of Michigan studies are ________.

A) absolute leadership and contingency leadership
B) transformational leaders and authentic leaders
C) employee-oriented leaders and production-oriented leaders
D) initiating structure and consideration
E) initiation and completion

Question 27

The first comprehensive contingency model for leadership was developed by ________.

A) Hersey and Blanchard
B) Blake and Mouton
C) Fred Fiedler
D) John Kotter
E) Douglas Surber

Question 28

In the context of Fiedler's model, the situational dimension termed ________ relates to the degree of influence a leader has over power variables such as hiring, firing, discipline, promotions, and salary increases.

A) task structure
B) leader-member exchange
C) position power
D) initiating structure
E) leader-member relations

Question 29

Leo supervises a global team of project members based in multiple countries. Maria is Brazilian, Jean-Paul is French, Amit is Egyptian, and Xiang is Chinese. Leo is American and is based in the United States. Which of the following team members would be least likely to respond favourably if Leo made project-related decisions independently, without consulting the team?

A) Maria
B) Jean-Paul
C) Amit
D) Xiang
E) Maria and Jean-Paul

Question 30

If a leader's main concern is accomplishing his/her group's tasks, the University of Michigan studies label this leader ________.

A) employee-oriented
B) high in consideration
C) relationship-oriented
D) low in initiating structure
E) production-oriented

Question 31

Identify and explain the two dimensions of leadership described in the Ohio State studies.

Question 32

If you were using the Fiedler contingency model of leadership to establish a scenario in your company that gives managers maximum control, which of the following combinations of situational dimensions would you seek to achieve?

A) high task structure, good leader-member relations, and strong position power
B) limited position power, good leader-member relations, and low task structure
C) less structured jobs, strong position power, and moderate leader-member relations
D) broad employee responsibilities, low position power, and moderate leader-member relations
E) good leader-member relations, low position power, and unstructured jobs

Question 33

Which model represents the theory that effective group performance depends on the proper match between a leader's style and the degree to which the situation gives control to the leader?

A) leader-member exchange model
B) Fiedler's contingency model
C) Hersey and Blanchard's situational leadership model
D) Vroom and Yetton's leader-participation model
E) House's path-goal model of leadership

Question 34

The University of Michigan studies define a(n) ________ leader as one who takes a personal interest in the needs of his/her subordinates.

A) contingency
B) task-oriented
C) employee-oriented
D) production-oriented
E) structure initiating

Question 35

Which of the following situational dimensions identified by Fiedler relates to the degree to which job assignments are procedurized, that is, structured or unstructured?

A) leader-member relations
B) task orientation
C) task structure
D) initiating structure
E) productivity oriented

Question 36

According to the University of Michigan studies, production-oriented leadership is defined as the extent to which a leader tends to emphasize the technical or task aspects of the job.

Question 37

In the context of behavioural dimensions of leadership identified in the Ohio State Studies, ________ is the extent to which a person's job relationships are characterized by mutual trust, respect for employees' ideas, and regard for their feelings.

A) consideration
B) initiating structure
C) production orientation
D) task orientation
E) position power

Question 38

Identify and explain the two dimensions of leadership described in the leadership studies at the University of Michigan's Survey Research Center.

Question 39

Contingency theories focus on the ________ that impact leadership success.

A) leader's personal characteristics and qualities
B) leader's abilities to inspire and transform followers
C) situational variables
D) values and ethics
E) aspects of the leader's behaviour

Question 40

Fiedler labels the degree of confidence, trust, and respect that subordinates have in their leader as ________.

A) leader-member relations
B) task structure
C) position power
D) leader-member exchange
E) leader-member orientation

Question 41

If followers are ________ and ________, the leader needs to use a supportive and participative style.

A) unable; willing
B) able; unwilling
C) able; willing
D) unable; unwilling
E) able; complacent

Question 42

Justin Trudeau, Mary Kay Ash, and Steve Jobs are often considered as examples of ________ leaders.

A) transactional
B) transformational
C) sanctioned
D) nonsanctioned
E) charismatic

Question 43

Who was the first researcher to consider charismatic leadership in terms of OB?

A) Max Weber
B) Robert House
C) Fred Fiedler
D) John Kotter
E) Douglas Surber

Question 44

According to Fiedler's contingency model, task-oriented leaders are most effective in situations of high or low control.

Question 45

Individuals who are narcissistic are higher in some behaviours associated with ________.

A) charismatic leadership
B) transactional leadership
C) transformational leadership
D) authentic leadership
E) servant leadership

Question 46

Which of the following is not a key characteristic of a charismatic leader?

A) sensitivity to follower needs
B) unconventional behaviour
C) vision and articulation
D) focus on maintaining status quo
E) willingness to take risks

Question 47

According to the Fiedler model of leadership, how can leader effectiveness be improved?

Question 48

According to evidence, what is the first step a charismatic leader takes to influence followers?

A) developing a formal vision statement
B) engaging in emotion-inducing and often unconventional behaviour
C) setting an example for followers through actions and words
D) articulating an appealing vision
E) communicating high performance expectations

Question 49

Which of the following is true regarding whether charismatic leaders are born or made?

A) Charismatic individuals are not born with traits that make them charismatic.
B) Charismatic leaders are usually not achievement oriented.
C) Charisma cannot be learned.
D) Individuals can develop, within their own limitations, a more charismatic leadership style.
E) Personality has shown no link to charismatic leadership.

Question 50

Fiedler's contingency leadership model assumes that ________.

A) an individual's leadership style is essentially fixed
B) an individual can use the LPC to change his/her style to a more productive style
C) there is no ideal way to match leadership styles with situations
D) all leaders can learn to adapt to different contingencies
E) each person's style will change in accordance with the situation at hand

Question 51

If followers are ________ and ________, the leader does not need to act.

A) unable; willing
B) able; unwilling
C) able; willing
D) unable; unwilling
E) able; complacent

Question 52

Research indicates that charismatic leadership strategies work as followers "________" the emotions and values their leader is conveying.

A) manipulate
B) catch
C) influence
D) discourage
E) mimic

Question 53

The research on leader-member exchange (LMX) theory indicates that a "high-quality exchange" relationship is associated with all of the following except ________.

A) better performance
B) reduced turnover
C) increased organizational citizenship
D) higher job satisfaction
E) increased creativity

Question 54

According to the Fiedler contingency model of leadership, task-oriented leaders perform best in situations of ________, while relationship-oriented leaders perform best in ________ situations.

A) moderate control; high and low control
B) high control; low and moderate control
C) high and moderate control; low control
D) high and low control; moderate control
E) moderate and low control; high control

Question 55

The Fiedler contingency model proposes that effective group performance depends upon the proper match between a leader's style and the degree to which a situation gives control to the leader.

Question 56

How do charismatic leaders reduce stress for their employees?

A) They show their ability to leverage higher salaries even with mediocre performance.
B) They advise a larger-than-life attitude that does not act in the best interest of the organization.
C) They convince their followers to pursue a vision that can be ruinous.
D) They help make work seem more meaningful and interesting.
E) They encourage those who follow them to be more creative.

Question 57

In Fiedler's approach, if a respondent uses unfavourable terms to describe the coworker in question, the respondent can be said to be primarily task-oriented.

Question 58

According to path-goal theory, ________ yields greater satisfaction when tasks are ambiguous or stressful than when they are highly structured and well laid out.

A) transformational leadership
B) participative leadership
C) achievement-oriented leadership
D) supportive leadership
E) directive leadership

Question 59

Which theory of leadership proposes that followers attribute heroic or extraordinary leadership abilities when they observe certain behaviours?

A) transformational leadership theory
B) authentic leadership theory
C) transactional leadership theory
D) attributional leadership theory
E) charismatic leadership theory

Question 60

Which leadership theory suggests that successful leadership depends on selecting the right leadership style contingent on the followers' readiness, the extent to which followers are willing and able to accomplish a specific task?

A) path-goal theory
B) situational leadership theory
C) charismatic leadership theory
D) transformational leadership theory
E) authentic leadership theory

Question 61

Why are management by exception leaders considered ineffective?

A) They are not team oriented, participative, or humane.
B) They tend to be available only when there are crisis exceptions to normal operating procedures.
C) They describe their least preferred coworker in favourable terms.
D) They provide considerable freedom to their employees.
E) They fail to build followers' self-esteem and confidence.

Question 62

In terms of the full range of leadership model, which leader behaviour is the least effective?

A) management by exception (active)
B) contingent reward
C) management by exception (passive)
D) individualized consideration
E) laissez-faire

Question 63

Transactional and transformational leadership are opposing approaches to getting things done.

Question 64

Which of the following would best serve as evidence to support the conclusion that an individual is an authentic leader?

A) The leader is cautious about information sharing and tends to provide updates only to top management.
B) In business exchanges, the leader puts the company's bottom line before his or her ideals.
C) The leader acts in the company's best interest as long as those interests don't conflict with his personal ambitions.
D) The leader constantly questions his or her values.
E) The leader inspires a great deal of trust in his or her followers.

Question 65

Ethics and ________ leadership intersect at a number of junctures.

A) transformational
B) production-oriented
C) relational
D) authentic
E) transactional

Question 66

Which of the following is a key characteristic of transformational leadership?

A) individualized consideration
B) laissez-faire
C) contingent reward
D) active management by exception
E) passive management by exception

Question 67

Trust is made up of ________.

A) integrity
B) benevolence
C) competence
D) both A and B
E) All A, B, and C

Question 68

Are charismatic leaders born or made?

Question 69

Leaders who clarify role and task requirements to accomplish established goals exhibit a(n) ________ style of leadership.

A) transformational
B) transactional
C) charismatic
D) authentic
E) situational

Question 70

Describe the full range of leadership model.

Question 71

________ is a psychological state that exists when you agree to make yourself vulnerable to another because you have positive expectations about how things are going to turn out.

A) Consideration
B) Trust
C) Empowerment
D) Empathy
E) Respect

Question 72

Which of the following is a key characteristic of transactional leadership?

A) contingent reward
B) idealized influence
C) inspirational motivation
D) intellectual stimulation
E) individualized consideration

Question 73

Discuss the commonalities and differences between transformational and charismatic leadership.

Question 74

Two companies, Roland Media and Go! Corp., are both headed by transformational leaders. However, Roland Media showed much greater profitability over a 5-year time period than did Go! Corp. Which of the following best explains why Roland Media performed better than Go! Corp. under transformational leadership?

A) Roland Media's leader goes through a complex bureaucratic structure, whereas Go! Corp.'s leader regularly interacts with the company's workforce to make decisions.
B) Unlike Go! Corp.'s employees, Roland Media's employees don't readily give up decision-making authority.
C) Roland Media is a small, privately held firm, whereas Go! Corp. is a large, complex public company.
D) Roland Media is headquartered in a low power distance region, whereas Go! Corp. is headquartered in a country that is high in power distance.
E) Roland Media's managers were born with transformational leadership traits.

Question 75

According to the full range of leadership model, which of the following leader behaviours will enable leaders to motivate followers to perform above expectations and transcend their self-interest for the sake of the organization?

A) management by exception (active)
B) contingent reward
C) individualized consideration
D) management by exception (passive)
E) laissez-faire

Question 76

In light of the findings of the GLOBE project, what elements of transformational leadership appear most important in any culture?

Question 77

________ leaders inspire followers to transcend their self-interests for the good of the organization .

A) Transformational
B) Transactional
C) Task-oriented
D) Laissez-faire
E) Transcendental

Question 78

According to the GLOBE study, which of the following elements is the most important element of transformational leadership in any culture?

A) value
B) personality
C) charisma
D) vision
E) commitment

Question 79

According to the trait theories of leadership, followers attribute heroic or extraordinary leadership abilities when they observe certain behaviours and tend to give these leaders power.

Question 80

Transactional leaders inspire followers to transcend their self-interests for the good of the organization.