Deck 14: Leading and Leadership Development

Question 1

Legitimate power is the ability to influence through expertise.

Answer 1

False

Question 2

Servant leadership is follower-centred and committed to helping others in their work.

Answer 2

True

Question 3

The two bases of position power are expertise and reference.

Answer 3

False

Question 4

Visionary leadership describes a leader who brings to the situation a clear and compelling sense of the future as well as an understanding of the actions needed to get there successfully.

Question 5

For executive success to occur, the use of power should reflect the desire to influence and control others for the good of the group or organization as a whole.

Question 6

When a manager's charisma or interpersonal attractiveness is used to influence the behaviour of subordinates, the manager is using referent power.

Question 7

Empowerment, through servant leadership, enables others to gain and use decision-making power.

Question 8

For executive success to occur, the use of power should reflect the desire to control for personal satisfaction.

Question 9

Visionary leadership is based on serving others and helping them use their talents fully so that organizations benefit society.

Question 10

Ralph uses expert power when he offers help in technical areas in which he is skilled and knowledgeable.

Question 11

In a reward power relationship, the power is lost as soon as the value of the reward or the reward itself is taken away.

Question 12

Coercive power involves use of incentives such as pay raises, bonuses, promotions, special assignments, and verbal or written compliments.

Question 13

One important opportunity generated by servant leadership is empowerment.

Question 14

A manager who withholds positive outcomes, such as special assignments or bonuses as a means for controlling the behaviour of employees is using reward power.

Question 15

The challenges of visionary leadership involve making long-term plans and drafting budgets, creating organizational structures, assigning people to jobs, and comparing results with original plans.

Question 16

Reward power, coercive power, and legitimate power are different types of personal power.

Question 17

Networking power is the ability to influence the behaviour of other people through identification.

Question 18

The leader is the focus of servant leadership rather than the follower.

Question 19

The ability to get someone else to do something you want done or to make things happen the way you want is called manipulation.

Question 20

Expertise is a power derived from charisma or interpersonal attractiveness.

Question 21

Leadership styles are concerned with determining the validity of the recurring patterns of behaviours exhibited by a leader.

Question 22

In the Blake and Mouton Leadership Grid , country club management reflects a high concern for people and a low concern for the task.

Question 23

Human relations leadership style emphasizes the consideration of human capital more than any other leadership style.

Question 24

The Blake and Mouton Leadership Grid identifies alternative leadership styles that reflect different combinations of concern for task and concern for people.

Question 25

A laissez-faire style of leadership is committed to both task and people, getting things done while sharing information, encouraging participation in decision making, and helping people develop their skills and competencies.

Question 26

A democratic style of leadership shows little concern for task, lets the group make decisions, and acts with a "do the best you can and don't bother me" attitude.

Question 27

Physical characteristics such as a person's height, weight, and physique contribute in determining leadership success.

Question 28

According to leader behaviour research, a manager who acts warm and supportive toward followers, maintains good social relations with them, respects their feelings, is sensitive to their needs, and shows trust in them is high in concern for people.

Question 29

In the Blake and Mouton Leadership Grid , middle-of-road management reflects a high concern for the task and a low concern for people.

Question 30

Followership considers the concepts of the excitement of leadership and the passivity of followers, but does not consider the responsibility of a shared leadership climate a viable option.

Question 31

A laissez-faire leader emphasizes both tasks and people.

Question 32

Trait theories of leadership address the question of: "What personal characteristics separate effective leaders from ineffective leaders?"

Question 33

Servant leaders empower others by providing them with information, responsibility, and trust, but not the authority to act independently.

Question 34

In the leadership literature, "concern for task" is also known as consideration and relationship orientation.

Question 35

The behavioural approach to the study of leadership focuses on a leader's personal characteristics as the primary determinants of leadership success.

Question 36

In the Blake and Mouton Leadership Grid , human relations leader is the preferred leadership style that reflects a high concern for both people and the task.

Question 37

In regards to servant leadership, "institutions function better when the idea, the dream, is to the fore, and the person, the leader, is seen as servant to the dream."

Question 38

Some personal traits, such as drive, self-confidence, creativity, cognitive ability, business knowledge, motivation, flexibility, honesty, and integrity are considered to be important for leadership success.

Question 39

A leader high in concern for task plans, and defines the work to be done, assigns task responsibilities, sets clear work standards, urges task completion, and monitors performance results.

Question 40

An autocratic style of leadership emphasizes task over people, keeps authority and information within the leader's tight control, and acts in a unilateral command-and-control fashion.

Question 41

In Fiedler's contingency model, the least-preferred co-worker scale is used to measure a person's leadership style.

Question 42

A manager who follows a laissez-faire style of leadership is known as an impoverished manager.

Question 43

The Hersey-Blanchard situational leadership model suggests that successful leaders never change their styles.

Question 44

Fred Fiedler, the developer of the contingency theory of leadership, asserts that competent leaders can adapt their behavioural styles to fit the demands of differing situations they encounter.

Question 45

In the Hersey-Blanchard situational leadership model, a manager who explains task directions persuasively and with much support is using the telling style.

Question 46

Contingency approaches to leadership attempt to answer the question: "When and under what circumstances is a particular leadership style preferable to others?"

Question 47

Fred Fiedler's research showed that both the task-oriented and the relationship-oriented leadership styles were effective all the time.

Question 48

A democratic style of leadership is more conducive to the development of a corporate culture than any of the other leadership styles.

Question 49

The quality of leader-member relations measures the degree to which a position gives a leader power to reward and punish subordinates.

Question 50

According to the Hersey-Blanchard situational leadership model, employee readiness is determined by the followers' ability, willingness, and confidence in performing required tasks.

Question 51

The basic premise of Fiedler's contingency theory is that leadership success depends on the match between leadership style and situational demands.

Question 52

Fiedler's contingency theory of leadership maintains that the amount of situational control is immaterial when determining the correct style-situation fit.

Question 53

Modern leadership theories reflect a contingency perspective that attempts to impose situational demands upon various appropriate leader behaviours.

Question 54

In Fiedler's contingency model, a person's leadership style is described as either supportive or achievement oriented.

Question 55

In the Hersey-Blanchard situational leadership model, telling is a high-task, high-relationship style, and selling is a high-task, low-relationship style.

Question 56

Fred Fiedler, the developer of the contingency theory of leadership, asserts that leadership style is relatively enduring and difficult to change and therefore leadership style must be fit to the situation.

Question 57

The basic premise of the Hersey-Blanchard situational leadership model is that managers should adjust their leadership styles depending on the readiness of the followers to perform in a given situation.

Question 58

The extent to which task goals, procedures, and guidelines are clearly spelled out is called amount of position power.

Question 59

Fred Fiedler developed the situational leadership model.

Question 60

One guiding proposition of Fiedler's contingency theory of leadership is that a relationship-oriented style works best in low-control situations and a task-oriented style works best in high-control situations.

Question 61

In the Hersey-Blanchard situational leadership model, a manager who gives specific task directions and closely supervises work progress is using the selling style.

Question 62

Follower characteristics include task structure, authority system, and work group.

Question 63

According to the path-goal leadership theory, a manager is showing a participative leadership style when he/she sets challenging goals, expects the highest level of performance, emphasizes continuous improvement in performance, and displays confidence in meeting high standards.

Question 64

One of the implications of the LMX theory is that the nature of the exchange is determined by the leader and based on some presumed characteristic of the follower.

Question 65

A high LMX relationship is usually based on perceived unfavourable personality, compatibility, and competency.

Question 66

In LMX theory, the "in-group" members are considered the best performers and enjoy special and trusted relationships with the leaders that can translate into special assignments, privileges, and access to information.

Question 67

According to House's path-goal leadership model, supportive leadership is needed to increase confidence by emphasizing individual abilities and offering needed task assistance when worker self-confidence is low.

Question 68

Aspects of the work setting and the people involved that can reduce the need for a leader's personal involvement are referred to as substitutes for leadership.

Question 69

The basic premise of House's path-goal contingency leadership theory is that effective leaders clarify the path through which followers can achieve both task-related and personal goals.

Question 70

LMX theory is the idea that in many leadership situations, not everyone is treated the same by the leader.

Question 71

According to House's path-goal leadership model, directive leadership involves letting subordinates know what is expected, giving direction on what to do and how, scheduling work to be done, maintaining definite standards of performance, and clarifying the leader's role in the group.

Question 72

The leader will eliminate lost opportunities when not working with "out-group" members.

Question 73

According to House's path-goal leadership theory, managers use supportive leadership when they involve subordinates in decision making, consult with them, ask questions of subordinates, and use subordinates' suggestions when making a decision.

Question 74

For a variety of reasons, the follower's role ends up being defined into a high-exchange or low-exchange relationship with the leader.

Question 75

According to House's path-goal model, achievement-oriented leadership involves doing things to make work more pleasant, treating group members as equals, being friendly and approachable, and showing concern for the well-being of subordinates.

Question 76

The important contingencies for making good path-goal leadership choices include follower characteristics and work environment characteristics.

Question 77

The notion underlying the LMX theory is that as a leader and follower interact over time, their exchanges end up defining the follower's role.

Question 78

The ability, experience, and independence of subordinates; the clarity of organizational plans and formalization of rules; and routineness and availability of performance feedback can serve as effective substitutes for leadership.

Question 79

Path-goal theory contributed to the recognition of substitutes for leadership.

Question 80

"In-groups" and "out-groups" are part of LMX theory.