Deck 12: Leadership

Question 1

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

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

Answer 1

D
Explanation: D) Seeking to identify independent dimensions of leader behavior, the Ohio State Studies determined that two dimensions accounted for most effective leadership behavior: initiating structure and consideration.

Question 2

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

Answer 2

C
Explanation: C) A comprehensive review of leadership literature, when organized around the Big Five, has found extraversion to be the most important trait of effective leaders but more strongly related to leader emergence than to leader effectiveness. Conscientiousness and openness to experience also showed strong relationships to leadership, though not quite as strong as extraversion.

Question 3

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

Answer 3

A
Explanation: A) Leadership can be defined as the ability to influence a group toward the achievement of a vision or set of goals. Leaders can emerge from within a group as well as by formal appointment.

Question 4

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 5

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 6

Early research efforts at isolating leadership traits resulted in a number of dead ends. A breakthrough, of sorts, came when researchers began ________.

A) organizing traits around the Big Five personality framework
B) using the Keirsey Temperament Sorter
C) using Cattell's 16 personality factors
D) focusing on Eysenck's three factor model
E) considering the Revised NEO Personality Inventory

Question 7

Jim, a VP at a large company, helps employees with personal problems, is friendly and approachable, treats all employees as equals, and expresses appreciation and support. In the light of the Ohio State Studies, this indicates that Jim, as a leader, is ________.

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

Question 8

In the context of behavioral 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 9

Emotional intelligence (EI) is critical to effective leadership because one of its core components is ________.

A) conscientiousness
B) empathy
C) optimism
D) introversion
E) perfectionism

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) behavioral theories
E) Fiedler model

Question 11

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 12

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) Traits are especially useful for distinguishing between effective and ineffective leaders.
D) Traits do a good job of predicting the emergence of leaders.
E) Overall, traits are poor predictors of leadership.

Question 13

The two dimensions of leadership behavior 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 14

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 15

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 behavior

Question 16

The behavioral 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 17

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 18

In the context of behavioral 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 19

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 influence.

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

If a survey respondent sees his or her least preferred co-worker in unfavorable 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 22

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 23

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 24

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) Most experts believe individuals can be trained to exhibit charismatic behaviors.
E) Personality has shown no link to charismatic leadership.

Question 25

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 26

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

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

Question 27

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 28

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 co-worker in relatively positive terms because she recalls being particularly annoyed by this difficult co-worker 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 your organization

Question 29

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 30

Which of the following leadership theories argues that because of time pressures, leaders establish a special relationship with a small group of their subordinates-the in-group, who are trusted, get a disproportionate amount of the leader's attention, and are more likely to receive special privileges?

A) situational leadership theory
B) leader-member exchange
C) path-goal
D) expectancy
E) Fiedler's theory

Question 31

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

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

Question 32

As you have observed your department manager and her interactions with the department's employees, you have come to believe in LMX theory. Sarah and Joe get less of the manager's time. Sally gets fewer of the preferred rewards that the manager controls and John has a relationship with the manager based on formal authority interactions. Rebecca is trusted. Jennifer gets a disproportionate amount of the manager's attention and is more likely to receive special privileges.
According to LMX theory, which of the following employees is likely to be included in the out-group?

A) Rebecca only
B) Jennifer only
C) Sarah and Jennifer only
D) Sarah and Joe only
E) Sarah, Joe, Sally, and John only

Question 33

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 34

Believing that in-group members are the most competent, leaders invest their resources in them. This, in turn, leads the in-group members to show higher levels of performance at their jobs. This chain of events reflects the concept of ________.

A) assumption fallacy
B) reverse engineering
C) self-fulfilling prophecy
D) Newcomb's paradox
E) predestination paradox

Question 35

Which of the following is true according to research testing the LMX theory of leadership?

A) There is substantive evidence that leaders differentiate among followers.
B) Disparities in how leaders treat different followers are largely random.
C) The in-group shows no measurable difference in positive outcomes compared to the out-group.
D) In-group members usually show lesser "citizenship" behavior at work.
E) In-group members are no more satisfied with their leader than out-group members.

Question 36

As you have observed your department manager and her interactions with the department's employees, you have come to believe in LMX theory. Sarah and Joe get less of the manager's time. Sally gets fewer of the preferred rewards that the manager controls and John has a relationship with the manager based on formal authority interactions. Rebecca is trusted. Jennifer gets a disproportionate amount of the manager's attention and is more likely to receive special privileges.
According to research relating to the LMX theory of leadership, which of the following does not appear to characterize in-group members?

A) demographic characteristics similar to those of the leader
B) attitudes similar to those of the leader
C) personality characteristics similar to those of the leader
D) gender opposite to that of the leader
E) higher level of competence than out-group members

Question 37

If you were using the Fielder contingency model of leadership to establish a scenario in your company which 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 38

As you have observed your department manager and her interactions with the department's employees, you have come to believe in LMX theory. Sarah and Joe get less of the manager's time. Sally gets fewer of the preferred rewards that the manager controls and John has a relationship with the manager based on formal authority interactions. Rebecca is trusted. Jennifer gets a disproportionate amount of the manager's attention and is more likely to receive special privileges.
According to LMX theory, the in-group is likely to be composed of ________.

A) Rebecca and Jennifer only
B) Jennifer only
C) Rebecca only
D) John, Rebecca, and Jennifer only
E) Sarah, Joe, Sally, and John only

Question 39

As you have observed your department manager and her interactions with the department's employees, you have come to believe in LMX theory. Sarah and Joe get less of the manager's time. Sally gets fewer of the preferred rewards that the manager controls and John has a relationship with the manager based on formal authority interactions. Rebecca is trusted. Jennifer gets a disproportionate amount of the manager's attention and is more likely to receive special privileges.
According to the LMX theory, a leader implicitly categorizes followers as "in" or "out" ________.

A) after careful performance analysis
B) on a temporary basis
C) early in the interaction
D) because of political pressure
E) only after several months of working together

Question 40

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 41

________ leaders inspire followers to transcend their self-interests for the good of the organization and can have an extraordinary effect on their followers.

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

Question 42

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 43

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 behavior
C) setting an example for followers through actions and words
D) articulating an appealing vision
E) communicating high performance expectations

Question 44

Zenith Technologies has a very flat organizational system with few managers. Instead, it has a rigid system of clear, formalized goals, clear procedures, and cohesive work groups. In this case, the various components of the organizational system are acting as ________ to formal leadership by replacing the support and ability offered by leaders.

A) detriments
B) traits
C) attributes
D) substitutes
E) supplements

Question 45

Trust which is based on a mutual understanding of each other's intentions and appreciation of the other's wants and desires is referred to as ________.

A) substitute trust
B) identification-based trust
C) attributional trust
D) assumption-based trust
E) socialized trust

Question 46

________ 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 47

Which of the following statements accurately describes the attribution theory of leadership?

A) Leadership is merely an attribution people make about other individuals.
B) Good leaders attribute their successes to their team or group members.
C) Leadership qualities are attributions that are independent of performance.
D) The achievement of group goals is rarely attributed to good leadership.
E) Leadership is an attribute that individuals are born with.

Question 48

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 49

Researchers are conducting a study of a company called Acme Corp., which they believe to be led by a transformational leader. Which of the following, if true, would most support the conclusion that Acme's leader is a transformational leader?

A) Acme's top managers often disagree over defining the organization's goals.
B) Acme's goals tend to be very ambitious and to hold personal value for employees.
C) Acme has a centralized decision-making structure.
D) Acme's performance has held at average levels for the past three years.
E) Acme's compensation plans are designed to reward short-term results.

Question 50

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 employees tend to be more highly individualistic than do Go! Corp.'s employees.

Question 51

The president of a small Asian country was hailed as a visionary and a genius when the nation's economy burgeoned during his first term in office. However, when the currency and the stock markets crashed during his government's second term, he was criticized as arrogant, elitist, and shortsighted. This scenario reflects the ________ theory of leadership.

A) traits
B) behavioral
C) LMX
D) substitutes
E) attribution

Question 52

The concept of socialized charismatic leadership seeks to integrate charismatic leadership with ________ leadership.

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

Question 53

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 favorably 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 54

Because he has an internationally based team, Leo and the team do most of their business communications via e-mail. Which of the following represents what is least likely to be true of Leo's experience working with the team in an online environment?

A) Leo relies heavily on his written skills to communicate support and inspiration.
B) Team members must be particularly adept at reading emotions in others' messages.
C) Team members tend to have high levels of identification-based trust.
D) Negotiations between team members sometimes stall due to lack of trust.
E) Leo uses written communication to reinforce what he conveys to team members verbally.

Question 55

According to research, which of the following is true about demographic assumptions that are made about leaders?

A) Leaders are likely to be assumed to be white.
B) White leaders are no more likely to be rated effective than leaders from other racial groups.
C) Teams invariably prefer male leaders.
D) Teams prefer female leaders when aggressively competing against other teams.
E) Teams prefer male leaders when the competition is within teams and calls for improving positive relationships within the group.

Question 56

According to the full range of leadership model, which of the following leader behaviors 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 57

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 the light on the findings of the GLOBE project, which team members can be expected to respond most favorably 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 Amit

Question 58

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

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

Question 59

Which of the following is true about the effectiveness of charismatic leadership?

A) Research shows scant correlations between charismatic leadership and high performance.
B) Charisma may not always be generalizable.
C) Charisma appears most successful when the environment is stress-free.
D) Charismatic leaders usually surface when the organization is stable and successful.
E) Charismatic leadership qualities are best utilized in lower-level management jobs.

Question 60

All of the following are consequences of a relationship of trust between supervisors and employees, except that ________.

A) trust facilitates information sharing
B) trusting groups are more effective
C) trust discourages taking risks
D) trust enhances productivity
E) company bottom lines are positively influenced by trust

Question 61

Leaders induce LMX by rewarding those employees with whom they want a closer linkage and punishing those with whom they do not.

Question 62

In the leader-member exchange theory, the in-group is subject to frequent changes, so as to give every employee a fair chance.

Question 63

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

Question 64

The team agrees that a large component of the project will be carried out at the Chinese headquarters, with Xiang responsible for leading that support team. Based on what the GLOBE project concludes about Chinese culture, which of the following leader behaviors would be most effective?

A) infrequent decision-making
B) highly participatory decision-making
C) autocratic decision-making
D) decision-making without initiating structure
E) moderately participatory decision-making

Question 65

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

Question 66

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 67

In carrying out a transformational approach to overseeing the project, Leo strives to implement the universal elements of transformational leadership. He most likely implements all of the following except ________.

A) vision
B) providing encouragement
C) positiveness
D) proactiveness
E) silent leadership

Question 68

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

Question 69

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 70

As a transactional leader, a CEO is more likely to be most effective if he lets employees make decisions and avoids intervening when business problems arise.

Question 71

Nonsanctioned leadership is usually less important than formal influence.

Question 72

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

Question 73

Most experts believe that individuals may be trained to exhibit charismatic behavior.

Question 74

All managers are leaders.

Question 75

In companies with transformational leaders, there is greater decentralization of responsibility.

Question 76

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 77

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

Question 78

Traits are most useful for distinguishing between effective and ineffective leaders.

Question 79

According to Fiedler, leader-member relations concerns the degree to which a leader takes a personal interest in the needs of his or her employees and accepts individual differences among them.

Question 80

Leaders and followers of the same gender tend to have lower LMX than those of opposite genders.