Deck 10: Leadership

Question 1

What is lacking when the focus becomes how to survive day to day?

A) incompetent leaders
B) a desirable product
C) a clear vision
D) adequate pay
E) a mission statement

Answer 1

C

Question 2

Leaders serve people best by helping them develop their own initiative and good judgment, enabling them to grow, and helping them become better contributors.

Answer 2

True

Question 3

Transactional leadership approaches may be more effective for individualists than for collectivists.

Answer 3

True

Question 4

Academic research shows that a _____ lead to higher growth in entrepreneurial firms.

A) good product and marketing of that product
B) clear vision and communication of that vision
C) strong employees and good customer service
D) matrix organization and career ladder
E) consumer focus and a hierarchy

Question 5

Charisma can contribute to transformational leadership.

Question 6

According to the trait approach to leadership, some personality characteristics do distinguish effective leaders from other people.

Question 7

_____ leadership gives purpose and meaning to organizations by anticipating and envisioning a viable future for the organization and working with others to initiate changes that create such a future.

A) Shared
B) Strategic
C) Lateral
D) Bridge
E) Supervisory

Question 8

The ability to lead effectively sets the _____ apart from the average ones.

A) poor performing managers
B) excellent managers
C) mediocre managers
D) lower level managers
E) fair managers

Question 9

According to Kouzes and Posner, which of the following actions is taken by the best leaders?

A) They use various approaches to motivate people.
B) They follow conventional beliefs and practices as the law.
C) They withhold important information from people.
D) They only tell people what to do.
E) They refuse to share power with people.

Question 10

Supervisory leadership is behavior that provides

A) guidance, support, and corrective feedback for day-to-day activities.
B) purpose and meaning to an organization.
C) a means to anticipate changes in the future.
D) projections for the viable future of an organization.
E) a way to collaborate with others to initiate changes.

Question 11

According to the trait approach to leadership, need for achievement predicts success for division heads in larger and more bureaucratic firms.

Question 12

True leadership involves dealing with the ongoing, day-to-day complexities of organizations.

Question 13

Even though leaders know what they want, they still have to be able to communicate it to

A) other people in the organization.
B) other people outside the organization.
C) the media.
D) customers.
E) stakeholders.

Question 14

Which of the following statements regarding leadership vision is accurate?

A) A strong leader succeeds without developing a clear vision.
B) A vision focuses only on performance and day-to-day survival.
C) A person or team can develop a vision for any organization.
D) A vision helps an organization maintain the status quo.
E) A vision exists only at the higher levels of an organization.

Question 15

Visions are always large and exist only at higher organizational levels.

Question 16

In the context of leadership, which of the following is true of vision?

A) It refers to the ability to influence others.
B) It reflects only a leader's personal needs.
C) It expresses a leader's ambitions for an organization.
D) It exists only at the higher levels of an organization.
E) It focuses on performing or surviving day by day.

Question 17

Effective managers are necessarily true leaders.

Question 18

Which of the following is best described as a mental image of a possible and desirable future state of an organization?

A) power
B) vision
C) leadership
D) expertise
E) authority

Question 19

Servant-leadership is a way of relating to others to serve their needs and enhance their personal growth while strengthening the organization.

Question 20

Advanced degrees are more important for leaders than acquired expertise in matters relevant to an organization.

Question 21

Managing requires _____, while leading includes setting the direction.

A) creating a vision
B) inspiring people
C) orchestrating change
D) planning and budgeting routines
E) creating followers

Question 22

_________, in the trait approach to leadership, is the correspondence between actions and words.

A) Positive reinforcement
B) Initiative
C) Punishment
D) Extinction
E) Integrity

Question 23

A leader with _____ power has personal characteristics that appeal to others.

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

Question 24

At a restaurant, employees who perform poorly during a particular shift are scheduled for the unpopular weekend shifts by the manager. In this case, the manager exercises his _____ power.

A) legitimate
B) negative
C) expert
D) coercive
E) referent

Question 25

A leader with _____ power has the right, or the authority, to tell others what to do.

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

Question 26

A leader who has _____ power influences others because he or she controls valued benefits; people comply with the leader's wishes to receive those benefits.

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

Question 27

In organizations, _____ often means the ability to get things done or accomplish one's goals despite resistance from others.

A) cohesion
B) laissez-faire
C) democracy
D) contingency
E) power

Question 28

The top management of a company determined that their end-of-year bonuses would not be given due to low sales. Jane, a department manager, informed her staff that even high-performing employees should not expect a bonus. Jane's _____ power was limited by the decision of the top management.

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

Question 29

A leader who has _____ power has certain knowledge; people comply because they believe in, can learn from, or can otherwise gain from that knowledge.

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

Question 30

Clara, a manager at an organization, has a lot of influence over her employees. She is a popular manager. Her subordinates like working with her and want to emulate her. In the context of this scenario, Clara has _____ power.

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

Question 31

In the trait approach to leadership, which of the following traits distinguishes effective leaders from other people?

A) material possessions
B) education
C) self-confidence
D) command-and-control attitude
E) high emotional quotient

Question 32

According to the trait approach to leadership, which of the following is a characteristic of effective leaders?

A) They prefer to be followers.
B) They are often introspective.
C) They make decisions only in times of certainty.
D) They are self-confident to the point of arrogance.
E) They have a high need for power.

Question 33

According to the trait approach to leadership, an) _____ leader overcomes obstacles, makes decisions despite uncertainty, and instills assurance in others.

A) self-confident
B) legitimate
C) autocratic
D) coercive
E) referent

Question 34

The _____ approach downplays personal characteristics in favor of the actual conduct that leaders exhibit.

A) trait
B) behavioral
C) strategic
D) situational
E) shared

Question 35

The _______ is a leadership perspective that focuses on individual leaders and attempts to determine the personal characteristics that great leaders share.

A) situational model
B) relationship-motivated leadership
C) leadership grid
D) leader-member exchange theory
E) trait approach

Question 36

In the context of the trait approach to leadership, _____ refers to a set of characteristics that reflect a high level of effort, including high need for achievement, constant striving for improvement, ambition, energy, tenacity, and initiative.

A) drive
B) integrity
C) self-confidence
D) leadership motivation
E) knowledge of the business

Question 37

Successful leaders enlist the team in

A) scoring collective quick wins.
B) pushing a pet project.
C) praising and rewards.
D) commitment to short-term goals.
E) writing mission statements.

Question 38

Oliver, an employee at a company, is extremely eager to take up higher positions in the organization. He is an extrovert and tries to influence the decisions made by his boss. He prefers to lead his colleagues rather than follow them. According to the trait approach to leadership, which of the following traits does Oliver display?

A) supervision
B) motivation
C) expert leadership
D) knowledge of the business
E) integrity

Question 39

A leader with _____ power has control over punishments; people comply to avoid those punishments.

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

Question 40

______ is a leadership perspective that attempts to identify what good leaders do-that is, what behaviors they exhibit.

A) Behavioral approach
B) Trait approach
C) Transformational leadership
D) Strategic approach
E) Situational approach

Question 41

Which of the following statements is true regarding various decision styles?

A) A laissez-faire style results in positive attitudes.
B) A democratic style results in positive attitudes.
C) An autocratic style results in lower performance.
D) A laissez-faire style results in higher performance.
E) A democratic style is the fastest way to make decisions.

Question 42

According to the _____, maintenance behaviors such as trust, open communication, mutual respect, mutual obligation, and mutual loyalty form the cornerstone of relationships that are satisfying and perhaps more productive.

A) Vroom model
B) situational approach
C) task-motivated leadership
D) leader-member exchange theory
E) contingency model of leadership effectiveness

Question 43

_________ are actions taken to ensure that a work group or organization reaches its goals.

A) Task performance behaviors
B) Organizational structures
C) Group maintenance behaviors
D) Situational approaches
E) Decision styles

Question 44

_____ leadership seeks information, opinions, and preferences, sometimes to the point of meeting with the group, leading discussions, and using consensus or majority vote to make the final choice.

A) Democratic
B) Directive
C) Lateral
D) Shared
E) Autocratic

Question 45

In the context of Fiedler's contingency model of leadership effectiveness, leadership styles were measured with an instrument assessing the leader's

A) drive.
B) psychological maturity.
C) self-confidence.
D) task orientation.
E) least preferred coworker.

Question 46

The _____ model of leadership uses the basic situational approach of assessing the situation before determining the best leadership style.

A) laissez-faire
B) traits
C) contingency
D) task-motivated
E) Vroom

Question 47

In the context of Fiedler's contingency model, _____ leadership is more likely from high least preferred coworker LPC) leaders.

A) task-motivated
B) autocratic
C) relationship-motivated
D) coercive
E) laissez-faire

Question 48

_____ behavior is sometimes referred to as concern for people, supportive leadership, or consideration.

A) Task performance
B) Servant-leader
C) Autocratic
D) Leader-member exchange
E) Group maintenance

Question 49

In _____, the key situational factor is the maturity of the followers.

A) the Vroom model
B) Hersey and Blanchard's situational theory
C) Tannenbaum and Schmidt's theory
D) Fiedler's contingency model
E) the path-goal theory

Question 50

_____ behavior includes a focus on people's feelings and comfort, appreciation of them, and stress reduction.

A) Participative
B) Directive
C) Trait
D) Group maintenance
E) Task performance

Question 51

Which of the following questions can be used to identify one's boss's level of task performance leadership?

A) Can you talk freely with your superior about your work?
B) Do you think your superior trusts you?
C) Does your superior treat you fairly?
D) To what extent does your superior give you instructions and orders?
E) Is your superior concerned about your future benefits, such as promotions and pay raises?

Question 52

In the context of a research program that was conducted at the University of Michigan on the impact of leaders' behavior on job performance, demonstrating trust and confidence, being friendly and considerate, showing appreciation, and keeping people informed is known as _____ behavior.

A) relationship-oriented
B) participative
C) directive
D) strategic
E) task-oriented

Question 53

In the context of the behavioral approach to leadership, _____ behavior is variously referred to as concern for production, directive leadership, initiating structure, or closeness of supervision.

A) group maintenance
B) shared
C) task performance
D) bridge
E) lateral

Question 54

Which of the following questions can be used to identify one's boss's level of group maintenance leadership?

A) Does your superior urge you to complete your work by a specified time?
B) When you do an adequate job, does your superior focus on the inadequate way the job is done?
C) Does your supervisor generally support you?
D) To what extent does your superior give you instructions and orders?
E) Does your superior try to make you work to your maximum capacity?

Question 55

Which of the following highlights the importance of leader behaviors not just toward the group as a whole but toward individuals on a personal basis?

A) behavioral approach
B) Vroom model of decision-making
C) LMX leader-member exchange) theory
D) trait approach to leadership
E) Blake & Mouton's Leadership Grid

Question 56

Bruce's boss makes no managerial decisions but asks his employees to take the necessary steps in all aspects of work. Which of the following decision styles does Bruce's boss follow?

A) democratic
B) autocratic
C) directive
D) participative
E) laissez-faire

Question 57

In the context of a research program that was conducted at the University of Michigan, planning, scheduling, coordinating, providing resources, and setting performance goals is known as _____ behavior.

A) supervisory
B) task-oriented
C) directive
D) participative
E) relationship-oriented

Question 58

The leadership perspective that proposes that universally important traits and behaviors do not exist and that effective leadership behavior varies from circumstance to circumstance is known as the:

A) situational approach.
B) behavioral approach.
C) trait approach.
D) directive approach.
E) charismatic approach.

Question 59

According to _____, effectiveness depends on two factors: the personal style of the leader and the degree to which a situation gives the leader power, control, and influence over the situation.

A) the Vroom model
B) the path-goal theory
C) Fiedler's contingency model
D) the laissez-faire leadership style
E) Hersey and Blanchard's theory

Question 60

In the context of Fiedler's contingency model, _____ leadership is more likely exhibited by leaders with low least preferred coworker LPC) scores.

A) relationship-motivated
B) participatory
C) directive
D) charismatic
E) task-motivated

Question 61

Substitutes for leadership refer to

A) factors in the workplace that can provide the same influence on people as leaders otherwise would have.
B) the process of delegating challenging work to deserving people.
C) a combination of strong professional will and personal humility that builds enduring greatness.
D) a style in which the leader is true to himself or herself while leading.
E) methods used by leaders who bridge conflicting value systems or different cultures.

Question 62

In the context of Hersey and Blanchard's situational theory, _____ refers) to an employee's self-confidence and self-respect.

A) substitutes for leadership
B) psychological maturity
C) laissez-faire
D) servant-leadership
E) job maturity

Question 63

According to the trait approach to studying leadership, _____ is consistently related to leadership emergence and leadership effectiveness.

A) extraversion
B) coercion
C) arrogance
D) closeness of supervision
E) confrontation

Question 64

The performance and maintenance dimensions of leadership are

A) mutually dependent on each other.
B) independent of each other.
C) neither dependent nor independent on each other.
D) both dependent and independent of each other.
E) somewhat dependent on each other.

Question 65

______ is a situational approach to leadership that emphasizes how leaders go about making decisions.

A) The Vroom model
B) The leadership substitution theory
C) Fiedler's contingency model of leadership effectiveness
D) Hersey and Blanchard's model
E) The path-goal theory

Question 66

The focus in the original leader-member exchange theory formulation is

A) primarily on quantity of output.
B) primarily on quality and accuracy.
C) primarily on work speed.
D) primarily on the leader behaviors.
E) primarily on the quality of input.

Question 67

Which of the following is a traditional approach to studying leadership?

A) the shared approach
B) the lateral approach
C) the behavioral approach
D) the servant-leader approach
E) the bridge approach

Question 68

In the __________ model, after answering a series of questions, several leader decisions styles may be appropriate, but the model recommends using the one that takes the least amount of time.

A) Fiedler
B) Vroom
C) Hersey-Blanchard
D) path-goal
E) situational approach

Question 69

_____ refers to a form of leadership in which the leader makes decisions on his or her own and then announces those decisions to the group.

A) Laissez-faire
B) Democratic leadership
C) The situational approach
D) The Vroom model
E) Autocratic leadership

Question 70

_____ are not always the most appropriate.

A) Autocratic styles
B) Democratic styles
C) Laissez-faire styles
D) Performance styles
E) Authoritarian styles

Question 71

_____ has a strong positive impact on follower satisfaction and motivation and also on leader effectiveness.

A) Group maintenance behavior
B) Task performance behavior
C) Autocratic leadership
D) Democratic leadership
E) Authoritarian leadership

Question 72

In the context of the path-goal theory, _____ is the degree to which individuals respect, admire, and defer to power.

A) drive
B) ability
C) authoritarianism
D) locus of control
E) self-confidence

Question 73

Effective leaders rely on _____ styles) of leadership.

A) one
B) different
C) the same
D) zero
E) a few

Question 74

Which of the following theories is concerned with how leaders influence followers' perceptions of their work aims and the courses they follow toward attaining that end?

A) the Vroom model
B) Fiedler's contingency model
C) the path-goal theory
D) the task performance behaviors approach
E) the group maintenance behaviors approach

Question 75

_____ behaviors improve leader job performance and group organizational performance.

A) Group maintenance
B) Autocratic leadership
C) Task performance
D) Democratic leadership
E) Authoritarian leadership

Question 76

According to Hersey and Blanchard's situational theory, _____ is the level of the followers' skills and technical knowledge relative to the task being performed.

A) job maturity
B) charisma
C) laissez-faire
D) empathy
E) psychological maturity

Question 77

In the context of the path-goal theory, _____ leadership refers to behaviors geared toward motivating people, such as setting challenging goals and rewarding good performance.

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

Question 78

According to the behavioral approach to studying leadership, the _____ behavior includes a focus on work speed, quality and accuracy, quantity of output, and following the rules.

A) group maintenance
B) laissez-faire
C) supportive
D) task performance
E) competent

Question 79

In the context of the path-goal theory, _____ is the extent to which individuals see events as being under their influence.

A) drive
B) ability
C) participation
D) task orientation
E) locus of control

Question 80

Which of the following questions can be used to identify one's boss's level of group maintenance leadership?

A) Does your superior ask you for reports about the progress of your work?
B) How precisely does your superior work out plans for goal achievement each month?
C) When you do an adequate job, does your superior focus on the inadequate way the job is done?
D) To what extent does your superior give you instructions and orders?
E) Does your superior give credit to team members for helping with projects and problem solving?