Question 1

There are several behaviors that are "part and parcel" of path-goal theory. The leader formulates and articulates a vision while passionately advocating support for it from followers is reflective of ___________ .

Accepted Answer

The answer of There are several behaviors that are "part...

Question 2

There are several behaviors that are "part and parcel" of path-goal theory. The leader defines the tasks and clearly identifies the results for which subordinates are held responsible. Further, the leader clarifies that organizational goals are tied to rewards important to the needs and wants of followers is reflective of ___________.

Accepted Answer

Path-goal clarifying leadership styles involve defining tasks, setting clear expectations, and linking organizational goals to rewards, aligning with the description provided.

Question 3

There are several behaviors that are "part and parcel" of path-goal theory. The leader acts as a representative of the team and safeguards the team's interests when interacting with influential high-level managers is reflective of ___________.

Accepted Answer

Networking leadership styles involve the leader acting as a representative of the team and safeguarding the team's interests when interacting with influential high-level managers.

Question 4

According to theory H, when a sales manager takes on the role of "the kindly father who knows what's best" for the salespeople, his leadership style is

Accepted Answer

The paternalistic leadership style is characterized by a leader acting as a father figure, making decisions for the welfare of the employees, similar to a "kindly father who knows what's best."

Question 5

According to theory H, if the sales manager has lots of time to make decisions and the sales force is small, well informed and cooperative, she can appropriately use

Accepted Answer

The answer of According to theory H, if the sales...

Question 6

According to theory H, when the sales force is well trained, experienced, and functions well as a team while the sales manager opens up two-way communication with the salespeople but retains the right to make final decisions, the leadership style is most likely to be

Accepted Answer

In a consultative leadership style, the leader seeks input and feedback from the team but retains the final decision-making authority. This aligns with the scenario where the sales manager opens up two-way communication but still makes the final decisions.

Question 7

_________ suggests that the subordinates whom a leader favors are given preferential treatment and assigned to an "in-group," whereas less desirable subalterns are placed in "out-groups."

Accepted Answer

Leader-member exchange theory suggests that leaders form different relationships with different subordinates, creating "in-groups" and "out-groups" based on the quality of these relationships.

Question 8

According to leader-member exchange theory, those employees whom a manager favors, consults, mentors, praises, trusts, and gives preferential treatment are placed in the ___________.

Accepted Answer

In leader-member exchange theory, the "in-group" consists of employees who receive more attention, support, and resources from their manager.

Question 9

According to leader-member exchange theory, those employees whom a manager dispenses less attention and privileges are placed in the ___________.

Accepted Answer

Leader-member exchange theory suggests that employees who receive less attention and privileges from a manager are placed in the "out-group."

Question 10

According to leader-member exchange theory, cadres exhibit all but the following behaviors:

Accepted Answer

Leader-member exchange theory suggests that cadres, or in-group members, are characterized by high capabilities, trustworthiness, and motivation to assume additional responsibility, but not opportunistic behavior.

Question 11

All of the following are true with respect to "substitutes for leadership" except

Accepted Answer

The answer of All of the following are true with...

Question 12

Ability, experience, training, and knowledge, professional orientation, task-provided feedback, organizational formalization and inflexibility are some the factors that explain _______________.

Accepted Answer

These factors are elements of the substitutes for leadership theory, which suggests that certain situational variables can diminish or replace the need for a leader's influence.

Question 13

Advisory staff, closely knit work group, Compensation plans, quotas, and expense accounts, and customers and competitors are some the factors that explain _______________.

Accepted Answer

These factors are elements that can act as substitutes for leadership, reducing the need for direct leadership intervention.

Question 14

A _________ leader identifies and clarifies for subordinates their job tasks and communicates to them how to successfully execute those tasks will lead to rewards.

Accepted Answer

A transactional leader focuses on clear structures, rewards, and penalties to manage performance, emphasizing task execution and outcomes.

Question 15

A_________ leader adopts a long-term perspective and gains extraordinary commitment from their followers through several key characteristics: charisma and vision, inspiration, intellectual stimulation, and individual consideration.

Accepted Answer

A transformational leader is known for adopting a long-term perspective and gaining extraordinary commitment from followers through charisma, vision, inspiration, intellectual stimulation, and individual consideration.

Question 16

Which of the following characteristics are not central behaviors of transformational leaders?

Accepted Answer

Transformational leaders focus on long-term goals and inspiring change, rather than taking a short-term perspective.

Question 17

Which of the following characteristics are not central behaviors of transformational leaders?

Accepted Answer

Transformational leaders focus on inspiring and motivating their followers through vision and innovation rather than relying on contingent reinforcement methods, which are more characteristic of transactional leadership.

Question 18

Which of the following characteristics are not central behaviors of charismatic leaders?

Accepted Answer

Charismatic leaders are typically sensitive to environmental constraints and adapt their strategies accordingly, rather than being insensitive to them.

Question 19

A mystical, inspirational quality that few people possess, a __________ leader wins the emotional loyalty and enthusiasm of followers.

Accepted Answer

Charismatic leaders possess a mystical, inspirational quality that enables them to win the emotional loyalty and enthusiasm of their followers.

Question 20

A _________ is an attractive, credible notion of a future state that is not readily attainable.

Accepted Answer

A vision is an aspirational description of what an organization would like to achieve in the future, which is not easily attainable.

Quiz 10: Sales Force Leadership

There are several behaviors that are "part and parcel" of path-goal theory. The leader formulates and articulates a vision while passionately advocating support for it from followers is reflective of ___________ .

There are several behaviors that are "part and parcel" of path-goal theory. The leader acts as a representative of the team and safeguards the team's interests when interacting with influential high-level managers is reflective of ___________.

According to theory H, when a sales manager takes on the role of "the kindly father who knows what's best" for the salespeople, his leadership style is

According to theory H, if the sales manager has lots of time to make decisions and the sales force is small, well informed and cooperative, she can appropriately use

According to theory H, when the sales force is well trained, experienced, and functions well as a team while the sales manager opens up two-way communication with the salespeople but retains the right to make final decisions, the leadership style is most likely to be

_________ suggests that the subordinates whom a leader favors are given preferential treatment and assigned to an "in-group," whereas less desirable subalterns are placed in "out-groups."

According to leader-member exchange theory, those employees whom a manager favors, consults, mentors, praises, trusts, and gives preferential treatment are placed in the ___________.

According to leader-member exchange theory, those employees whom a manager dispenses less attention and privileges are placed in the ___________.

According to leader-member exchange theory, cadres exhibit all but the following behaviors:

All of the following are true with respect to "substitutes for leadership" except

Ability, experience, training, and knowledge, professional orientation, task-provided feedback, organizational formalization and inflexibility are some the factors that explain _______________.

Advisory staff, closely knit work group, Compensation plans, quotas, and expense accounts, and customers and competitors are some the factors that explain _______________.

A _________ leader identifies and clarifies for subordinates their job tasks and communicates to them how to successfully execute those tasks will lead to rewards.

A_________ leader adopts a long-term perspective and gains extraordinary commitment from their followers through several key characteristics: charisma and vision, inspiration, intellectual stimulation, and individual consideration.

Which of the following characteristics are not central behaviors of transformational leaders?

Which of the following characteristics are not central behaviors of transformational leaders?

Which of the following characteristics are not central behaviors of charismatic leaders?

A mystical, inspirational quality that few people possess, a __________ leader wins the emotional loyalty and enthusiasm of followers.

A _________ is an attractive, credible notion of a future state that is not readily attainable.