Question 1

The variables used to determine the most appropriate leader behavior in House's path-goal theory are:

Accepted Answer

According to House's path-goal theory, the most appropriate leader behavior is determined by the characteristics of both the followers and the task at hand. The four types of follower characteristics that are relevant are: locus of control, task ability, need for achievement, and experience. The task characteristics that are important include: task ambiguity, task routineness, and task feedback. Therefore, the variables used to determine the most appropriate leader behavior in House's path-goal theory are follower characteristics and task characteristics, which are both included in option D.

Question 2

Fiedler recommends that managers, in order to be effective, should:

Accepted Answer

Fiedler's contingency theory suggests that effective leadership is based on the situation, and managers should carefully assess and diagnose the situation before deciding on the best leadership style to use. This goes against option A, which suggests changing leadership style to fit the situation without thorough analysis, option C, which suggests adjusting position power without understanding the situation, and option D, which proposes treating employees differently depending on the task without considering the context. Therefore, B is the best choice.

Question 3

Fiedler would advocate which of the following in effecting a match of the leader to a favorable leadership situation?

Accepted Answer

The answer of Fiedler would advocate which of the following...

Question 4

According to Blake and Mouton and their Leadership Grid, a manager with a high concern for production and low concern for people would be in what position on the grid?

Accepted Answer

According to the Leadership Grid, a manager with a high concern for production and low concern for people would be in the 9,1 position on the grid. This represents a task-oriented leader who places a strong emphasis on achieving results and meeting goals, but may neglect the needs and concerns of their team.

Question 5

Which of the following phrases reflects a new leadership style that has been added to the leadership grid?

Accepted Answer

The answer of Which of the following phrases reflects a...

Question 6

According to the contingency theory developed by Fiedler, what is the most appropriate action where it is found there is a misfit between the leader and the situation?

Accepted Answer

According to the contingency theory developed by Fiedler, the most appropriate action where there is a misfit between the leader and the situation is to reengineer the leader's situation to fit the leader's basic predisposition. This means changing the situation rather than changing the leader or developing better assessment techniques. This approach seeks to align the leader's style with the demands of the situation, increasing the chances of success.

Question 7

Which of the following is NOT one of the leader behavior styles one can choose from when using the path-goal theory of leader effectiveness?

Accepted Answer

The path-goal theory of leader effectiveness identifies specific leader behaviors, including directive, participative, and achievement-oriented styles, but does not specifically categorize a style as "relationship-oriented." Instead, it focuses on how leaders can motivate their subordinates to achieve goals and the leader's role in providing the path to those goals.

Question 8

Situational favorableness using Fiedler's model consists of which three dimensions?

Accepted Answer

Situational favorableness, according to Fiedler's model, is determined by three dimensions: position power, leader-member relations, and task structure. Therefore, option D is the correct answer.

Question 9

According to the Leadership Grid approach to leadership, the manager who exerts just enough effort to avoid being fired would be consistent with what position on the grid?

Accepted Answer

The Leadership Grid approach to leadership categorizes leaders based on their level of concern for people and production. The 1,1 position represents a manager who has a low concern for people and a low concern for production - this reflects a manager who is exerting just enough effort to avoid being fired, but is not putting any effort or concern into their team's well-being or productivity.

Question 10

Blake and Mouton's Leadership Grid identifies the country club manager as someone who:

Accepted Answer

The country club manager, according to Blake and Mouton's Leadership Grid, creates a pleasing, happy work environment and applies minimal supervision. This manager is more focused on keeping employees happy and satisfied rather than pushing them to be highly productive.

Question 11

Contingency theories of leadership, in determining appropriate leader behavior and style, focus strongly on:

Accepted Answer

Contingency theories suggest that appropriate leadership behavior and style are determined by the situation and its characteristics, rather than solely relying on the traits of the leader or follower characteristics. These theories emphasize the importance of matching the leader's style to the demands and specifics of the given situation. Thus, option B is the best choice, as it identifies both the importance and characteristics of the situation in determining the appropriate leadership style.

Question 12

As a supervisor, you find yourself in a situation where you have good relationships with employees, the task is structured, and you have and can exercise strong position power.Your leadership behavior and style should be:

Accepted Answer

In this situation, since the task is structured and the supervisor has strong position power, a task-oriented leadership style would be the most appropriate. This approach prioritizes achieving specific goals and ensuring that tasks are completed efficiently, which is appropriate in this context. Employee-centered or autocratic styles may not be necessary or effective in this situation, and extremely close supervision may not be needed if the employees already have good relationships with the supervisor.

Question 13

As a manager using Fiedler's approach to leadership, which of the following interventions would be most effective?

Accepted Answer

Fiedler's approach to leadership suggests that a leader's effectiveness is determined by the leader's match to the situation. Therefore, reengineering the situation to fit the leader's predisposition would be the most effective intervention according to this approach. Option A is not relevant to Fiedler's approach, as it does not take into account situational factors. Option B is also not the best choice, as Fiedler's approach suggests that a leader's orientation is relatively stable and difficult to change. Option C is too limiting, as it only focuses on one aspect of the leader-situation match.

Question 14

The major difference between the Ohio State and Leadership Grid research is:

Accepted Answer

The Leadership Grid, unlike the Ohio State studies, incorporates attitudes into its framework and is more normative and prescriptive, offering specific guidance on leadership styles that are considered most effective.

Question 15

According to the Michigan studies on leadership, which of the following statements regarding the emotional climate of the work situation is most correct?

Accepted Answer

According to the Michigan studies on leadership, anxiety can result from either autocratic or democratic leadership styles. Therefore, option A is the most correct statement. Option B is incorrect because anxiety can also occur in democratic environments. Option C is incorrect because the emotional climate of the work situation is influenced by leadership style. Option D is incorrect because the characteristics of followers can impact the emotional impact of leadership styles.

Question 16

The theories of leadership concerned with identifying the specific leader behaviors that are most effective in specific leadership situations would be:

Accepted Answer

Contingency theories focus on identifying the best leadership behavior for a particular situation, taking into account various factors such as the leader's style, the characteristics of the followers, and the task at hand. Trait theories focus on the personal traits of a leader, behavioral theories focus on observable behaviors of a leader, and transformational theories focus on the leader's ability to inspire and motivate followers towards a common goal.

Question 17

According to Fiedler's leadership research, high LPC (relationship-oriented) leaders are most successful in situations where:

Accepted Answer

According to Fiedler's contingency theory, high LPC (relationship-oriented) leaders are most effective in situations where leader-member relations are good, the task is unstructured, and position power is weak. This is because in these situations, the leader's ability to build and maintain positive relationships is critical for task accomplishment, and the lack of formal authority requires the leader to rely on personal influence and persuasion.

Question 18

The LPC scale is:

Accepted Answer

The LPC scale is a projective technique that evaluates the person a leader has least preferred to work with.

Question 19

The impoverished manager is one who:

Accepted Answer

An impoverished manager is one who lacks the resources or abilities to effectively manage their team or organization. They are likely to exert just enough effort to avoid being fired, rather than striving to improve the performance of the organization or motivate their employees. This can lead to a stagnant, unproductive work environment.

Question 20

According to Fiedler, the effectiveness of leaders is dependent on:

Accepted Answer

Fiedler's contingency theory suggests that the effectiveness of a leader depends on the favorableness of their situation, which is determined by three factors: leader-member relations, task structure, and position power. The least preferred coworker is a concept related to Fiedler's theory, but it is not the primary factor determining leader effectiveness.

Quiz 12: Leadership and Followership