Question 1

In House's path-goal theory, letting subordinates know what is expected is an example of leader:

Accepted Answer

In House's path-goal theory, letting subordinates know what is expected of them is an example of leader directiveness. This involves providing clear instructions, expectations, and guidance to help employees achieve their goals.

Question 2

Performance contingent reward behaviour is:

Accepted Answer

Performance contingent reward behavior refers to the extent to which a leader provides rewards or positive reinforcement based on the performance of their subordinates. This approach emphasizes recognizing and rewarding good performance to motivate employees.

Question 3

Management by exception and laissez-faire behaviours represent which type of leadership?

Accepted Answer

Management by exception and laissez-faire behaviors are associated with transactional leadership. Transactional leaders focus on the routine, day-to-day operations of an organization and intervene only when standards are not met or when problems arise, which is the essence of management by exception. Laissez-faire leadership, a hands-off approach, is also considered a component of transactional leadership, where leaders delegate tasks to team members and provide little to no supervision.

Question 4

According to Bass, which is the more realistic way of looking at leadership?

Accepted Answer

Bass suggests that a more realistic view of leadership encompasses both transformational and transactional elements, recognizing the dynamic and reciprocal nature of the leader-follower relationship.

Question 5

Substitutes for leadership:

Accepted Answer

Substitutes for leadership are factors in the work environment that can act in place of leadership, making the leader's involvement less necessary. These factors are often related to the characteristics of the job itself, such as its level of routine, the feedback it provides, or its intrinsic satisfaction.

Question 6

In Fiedler's contingency theory, the three variables which define the amount of control a situation allows the leader are: leader-member relations, task structure and:

Accepted Answer

Fiedler's contingency theory identifies three situational components that define the amount of control and influence a leader has: leader-member relations, task structure, and position power. Position power refers to the degree of authority and influence the leader has within the organizational structure, including the power to hire, fire, discipline, promote, and reward team members.

Question 7

The advice to match leadership style with leadership situations is most associated with which kind of leadership approach?

Accepted Answer

The situational contingencies approach to leadership suggests that the effectiveness of a particular style of leadership is dependent on the context or situation. This approach argues that there is no one best way to lead, and that leadership style should be adapted based on the circumstances, such as the nature of the task, the work environment, and the characteristics of the followers.

Question 8

In House's path-goal theory, letting subordinates know what is expected is an example of leader:

Accepted Answer

In House's path-goal theory, letting subordinates know what is expected of them is an example of leader directiveness. This involves providing clear instructions, setting standards of performance, and clarifying the leader's expectations.

Question 9

Who started the situational contingency era with his contingency theory of leadership effectiveness?

Accepted Answer

Fred Fiedler initiated the situational contingency era with his contingency theory of leadership effectiveness, which posits that the effectiveness of a leader is contingent upon the interplay of their leadership style and the demands of the situation.

Question 10

In alternative cultures, similar leadership behaviours are carried out:

Accepted Answer

Leadership behaviors, while potentially aiming for similar outcomes, are often executed differently across various cultures due to differing societal norms, values, and expectations.

Question 11

Sue manages 16 staff in a major retailing firm. She explains their work duties each week and monitors them closely to make sure they stay on track towards their goals. She is using:

Accepted Answer

Sue's management style, which involves explaining work duties and closely monitoring staff to ensure they stay on track towards their goals, aligns with a transactional approach. This approach focuses on the exchange between the leader and the followers, where the leader provides clear instructions and supervision, and may reward or punish the followers based on their performance.

Question 12

A software engineer has just been employed by a well-known software development company. His staff are extremely competent and he requires very little leadership in order for him to achieve his goals. This is an illustration of:

Accepted Answer

A leadership substitute is a factor that diminishes the need for a leader to intervene or be actively involved in day-to-day management, which is the case when the staff are highly competent and require minimal guidance to achieve their goals.

Question 13

Wendy has been employed with her firm for two years. She is extremely competent and able, and enjoys her work. Which of the following is the best style of leadership for Wendy's manager to use, according to Hersey and Blanchard's theory?

Accepted Answer

According to Hersey and Blanchard's situational leadership theory, the most appropriate leadership style depends on the maturity level of the followers. Wendy, being extremely competent, able, and enjoying her work, is likely at a high maturity level. Therefore, the delegating style, which involves less direct supervision and allows for more autonomy, is best suited for her.

Question 14

John works in a factory on a shampoo production line. His manager watches him closely in case he does not follow the stringent safety procedures that are in place. If something goes wrong, John's manager will take corrective action. This is an example of:

Accepted Answer

Active management by exception involves leaders closely monitoring their employees for mistakes or violations of rules and then taking corrective action as necessary. This approach is characterized by the proactive supervision seen in the scenario with John and his manager.

Question 15

Joy is a very good listener and communicator and engenders trust. She is self-aware and understands where others are coming from. Her powers of persuasion are exemplary. However she holds no formal leadership position. Many of her colleagues believe that she exhibits some of the characteristics of:

Accepted Answer

Joy's qualities align with servant leadership, which focuses on listening, empathy, and persuasion, even without a formal leadership position.

Question 16

Your boss decided to send her employees to brainstorming and strategic thinking courses. In doing this, she is emphasising:

Accepted Answer

Visioning is the process of developing a clear, inspiring, and future-focused direction or goal for an organization or team. By sending employees to brainstorming and strategic thinking courses, the boss is emphasizing the importance of developing new ideas and strategies that align with the organization's vision and future goals. This action is aimed at enhancing the team's ability to envision and work towards a desired future state.

Question 17

Suzi is finding it very difficult to gain promotion to the board of directors even though she has helped set a new direction for the company and her efforts have enabled the company to expand its market share by 20%. This is an example of:

Accepted Answer

The 'glass ceiling' refers to an invisible barrier that prevents certain individuals, often women and minorities, from advancing to higher levels of leadership and management, despite their qualifications or achievements. Suzi's difficulty in gaining promotion to the board of directors, despite her significant contributions, exemplifies this concept.

Question 18

Are people born to be leaders, or can leadership be learned?

Accepted Answer

The answer of Are people born to be leaders, or...

Question 19

What is the difference between a formal leader and an informal leader?

Accepted Answer

The answer of What is the difference between a formal...

Question 20

Why have the more recent approaches to leadership tended to move away from traditional leadership characteristics?

Accepted Answer

The answer of Why have the more recent approaches to...

Quiz 9: Leadership

In House's path-goal theory, letting subordinates know what is expected is an example of leader:

Performance contingent reward behaviour is:

Management by exception and laissez-faire behaviours represent which type of leadership?

According to Bass, which is the more realistic way of looking at leadership?

Substitutes for leadership:

In Fiedler's contingency theory, the three variables which define the amount of control a situation allows the leader are: leader-member relations, task structure and:

The advice to match leadership style with leadership situations is most associated with which kind of leadership approach?

In House's path-goal theory, letting subordinates know what is expected is an example of leader:

Who started the situational contingency era with his contingency theory of leadership effectiveness?

In alternative cultures, similar leadership behaviours are carried out:

Sue manages 16 staff in a major retailing firm. She explains their work duties each week and monitors them closely to make sure they stay on track towards their goals. She is using:

A software engineer has just been employed by a well-known software development company. His staff are extremely competent and he requires very little leadership in order for him to achieve his goals. This is an illustration of:

Wendy has been employed with her firm for two years. She is extremely competent and able, and enjoys her work. Which of the following is the best style of leadership for Wendy's manager to use, according to Hersey and Blanchard's theory?

John works in a factory on a shampoo production line. His manager watches him closely in case he does not follow the stringent safety procedures that are in place. If something goes wrong, John's manager will take corrective action. This is an example of:

Joy is a very good listener and communicator and engenders trust. She is self-aware and understands where others are coming from. Her powers of persuasion are exemplary. However she holds no formal leadership position. Many of her colleagues believe that she exhibits some of the characteristics of:

Your boss decided to send her employees to brainstorming and strategic thinking courses. In doing this, she is emphasising:

Suzi is finding it very difficult to gain promotion to the board of directors even though she has helped set a new direction for the company and her efforts have enabled the company to expand its market share by 20%. This is an example of:

Are people born to be leaders, or can leadership be learned?

What is the difference between a formal leader and an informal leader?

Why have the more recent approaches to leadership tended to move away from traditional leadership characteristics?