Question 1

The only trait of the Big 5 personality traits that is related to leadership emergence or leader effectiveness is conscientiousness.

Accepted Answer

All of the Big 5 personality traits (Openness, Conscientiousness, Extraversion, Agreeableness, and Neuroticism) have been linked to leadership emergence and effectiveness, not just conscientiousness. Extraversion, in particular, has a strong association with leadership emergence.

Question 2

A key finding from research completed on traits is that all traits are not equally effective in predicting leadership potential.

Accepted Answer

Studies have shown that certain traits, such as emotional intelligence and integrity, are more closely linked to effective leadership than others. However, it is important to note that traits are just one factor in predicting leadership potential and should be considered in conjunction with other factors, such as experience and skills.

Question 3

All effective leaders are extraverts.

Accepted Answer

While extraversion can be a helpful trait for leaders, there are many effective leaders who are introverts. Leadership qualities such as vision, communication skills, empathy, and strategic thinking can be exhibited by individuals with any personality type.

Question 4

Fiedler's contingency theory suggests different leaders can be effective in different situations.

Accepted Answer

Fiedler's contingency theory proposes that there is no one-size-fits-all approach to leadership and that different leaders can be effective in different situations depending on the level of control and influence the leader has over the situation.

Question 5

Research suggests that the democratic decision-making style helps satisfy employees and improves decision quality.

Accepted Answer

The answer of Research suggests that the democratic decision-making style...

Question 6

Three key traits associated with leadership are: integrity, conscientiousness and introversion.

Accepted Answer

The three key traits associated with leadership are actually integrity, emotional stability, and extraversion. Conscientiousness can also be a beneficial trait for leaders, but it is not one of the three key traits typically studied in leadership research. Additionally, introversion can be a hindrance to leadership as it involves a tendency towards shyness and social withdrawal, which may make it difficult to inspire and influence others.

Question 7

A formal leader is one who holds a position of authority and may utilize the power that comes from that position as well as personal power to influence others.

Accepted Answer

A formal leader is someone who has been given a position of authority, such as a manager or a CEO. They have the power to make decisions and give orders based on their position. They can also have personal power, which comes from their personality, skills, or knowledge, that can help them influence others.

Question 8

Research supports the argument that demonstrating both initiating structure and consideration makes leaders more effective.

Accepted Answer

The answer of Research supports the argument that demonstrating both...

Question 9

Agreeable people who are modest, good-natured and avoid conflict are less likely to be perceived as leaders.

Accepted Answer

Studies have shown that people who are assertive, confident, and exhibit leadership qualities are more likely to be perceived as leaders, even though they may not always be agreeable or avoid conflict. Modesty and pacifism may not necessarily translate into effective leadership skills in the eyes of others.

Question 10

If you have a low least preferred coworker (LPC) rating, it means that you have a people-oriented personality and are able to separate your liking of a person from your ability to work with that person.

Accepted Answer

A low LPC score suggests that you are task-oriented, focusing more on the task at hand rather than relationships. High LPC scorers are the ones who are more people-oriented and can separate their personal feelings towards individuals from their ability to work with them.

Question 11

When intelligence is measured with a paper and pencil test, its relationship to leadership is a bit weaker than when intelligence is viewed as the perceived intelligence of the leader.

Accepted Answer

Studies have found that the relationship between measured intelligence and leadership is weaker, while the perceived intelligence of the leader has a stronger relationship to leadership effectiveness.

Question 12

Leaders do not need to rely on the use of force to influence people.

Accepted Answer

True leaders inspire and motivate people through their words, actions, and vision. They build trust, show empathy, and create a sense of belonging. Persuasion, negotiation, and constructive feedback are some of the tools that leaders use to influence people. The use of force may produce compliance in the short term, but it does not build lasting relationships or achieve sustainable results.

Question 13

Research generally supports Fiedler's predictions about when low LPC leadership should be used.

Accepted Answer

Research has generally supported Fiedler's contingency theory, which suggests that low LPC (least preferred coworker) leadership style should be used in situations where task structure is high and positions of authority are clear.

Question 14

Initiating structure involves structuring the roles of subordinates, providing them instructions, and behaving in ways to increase the group's performance.

Accepted Answer

Initiating structure is a leadership behavior that involves organizing and directing subordinates by defining their roles, providing them with clear instructions, and setting specific goals to increase the group's performance.

Question 15

Emotional intelligence helps an individual attain the management ranks, but once there, mental intelligence becomes important.

Accepted Answer

Emotional intelligence remains crucial at all levels of management for effective leadership, decision-making, team dynamics, and adapting to change.

Question 16

Autocratic decision makers make decisions alone without necessarily involving employees in the decision making process.

Accepted Answer

Autocratic decision making is characterized by the leader or manager making decisions without consulting or involving employees.

Question 17

Initiating structure refers to task-based leadership behaviors.

Accepted Answer

Initiating structure involves behaviors such as setting goals, establishing procedures, and defining roles and responsibilities, which are all related to task accomplishment.

Question 18

Task-based leadership behaviors are also referred to as consideration.

Accepted Answer

Task-based leadership behaviors focus on achieving specific goals and objectives, while consideration refers to leader behaviors that focus on the well-being, feelings, and relationships of team members.

Question 19

Laissez-faire leaders create high levels of ambiguity about job expectations for their employees and thus lower employee satisfaction.

Accepted Answer

Laissez-faire leadership is characterized by a lack of direction and minimal involvement from the leader, which can lead to confusion and uncertainty among employees about their roles and responsibilities. This can ultimately result in lower job satisfaction.

Question 20

There is no relationship between height and being viewed as a leader.

Accepted Answer

Studies have shown a slight bias towards taller individuals being viewed as more authoritative and competent, which may lead to them being perceived as better leaders. However, there are many other factors that determine whether someone is viewed as a good leader, such as communication skills, decision-making abilities, and emotional intelligence. Height alone cannot guarantee someone's leadership capabilities.

Quiz 12: Leading People Within Organizations