Question 1

Pauline, a department manager at Good Looking Clothes Inc., uses a style of decision-making that focuses on using the skills, experiences, and ideas of others. The final decision-making power is with Pauline. However, she does not make major decisions without getting inputs from those that will be affected. It can be said that she uses the _____ style of leader decision making.

Accepted Answer

Pauline is using a consultative style of decision-making where she seeks input from others but still maintains the final decision-making power. This style involves gathering information and opinions from others before making a decision, but ultimately the decision is made by the leader.

Question 2

In the leader-member exchange theory, the _____ exchange dyad is marked by the frequent exchange of information, influence, latitude, support, and attention.

Accepted Answer

The leader-member exchange theory proposes that leaders have different relationships with subordinates, and these relationships are called exchange dyads. The high-quality exchange dyad is characterized by frequent and high-quality exchange of information, influence, latitude, support, and attention between the leader and the subordinate. This type of relationship is associated with higher job satisfaction, performance, and commitment, and it is based on mutual trust, respect, and loyalty.

Question 3

_____ refers to the notion of who becomes a leader rather than how well people do in a leadership role.

Accepted Answer

Leader emergence refers to the process of how someone becomes a leader, such as through natural abilities or social interactions, rather than how well they perform in the role (leader effectiveness) or their overall impact as a leader (leader efficiency or efficacy). Leader substitution is a term that refers to replacing an existing leader, which is not relevant to this question.

Question 4

Which of the following decision-making styles is characterized by the highest level of leader control?

Accepted Answer

Autocratic decision-making style is characterized by the highest level of leader control. In this style, the leader makes all the decisions without considering input from subordinates or team members. This style is often used in crisis situations or when strict adherence to policies and procedures is necessary.

Question 5

The degree to which the leader's actions result in the achievement of the unit's goals; the continued commitment of the unit's employees; and the development of mutual trust, respect, and obligation in leader-member dyads are all called:

Accepted Answer

The three factors mentioned in the question - achievement of unit's goals, continued commitment of employees, and development of mutual trust and respect - are all indicators of leader effectiveness. Therefore, the best choice is B - leader effectiveness.

Question 6

With a(n) _____ decision-making style, employees have a say in the decision-making process, but the ultimate authority still rests with the leader.

Accepted Answer

In a consultative style of decision-making, employees are given a chance to provide their input and suggestions, which are taken into consideration by the leader. However, the final decision-making authority remains with the leader. This style is often useful when there is a need to gather information and insights from employees who possess specific skills or knowledge.

Question 7

During which phase of the leader-member exchange theory does a manager describe role expectations to an employee, with the employee attempting to fulfill those expectations with his or her job behaviors?

Accepted Answer

During the role-taking phase, the leader describes role expectations to the employee, and the employee attempts to fulfill those expectations with job behaviors. This is the first phase in the Leader-Member Exchange Theory.

Question 8

Researchers found two particular limitations to trait theory and therefore started looking more at "what leaders do" rather than "who leaders are." The two limitations were that (a) traits had less practical relevance than leader actions and (b) ______.

Accepted Answer

While some correlations were found between leader traits and effectiveness, they were not strong enough to be consistently predictive of leadership success. As a result, researchers shifted their focus to leader actions, which had more practical relevance in terms of identifying effective leadership behaviors that could be taught and replicated.

Question 9

During the _____ phase of the leader-member exchange theory, the employee's own expectations for the dyad get mixed in with those of the leader.

Accepted Answer

During the role making phase, the exchange is negotiated and the employee's own expectations for the dyad get mixed in with those of the leader, leading to the development of the unique working relationship between the two individuals.

Question 10

Percy has built her company by giving special attention to details. She is highly meticulous and demanding and often imposes her decisions on subordinates. Percy makes use of the _____ style of decision making.

Accepted Answer

Percy's style is characterized by her imposing her decisions on subordinates, which is a characteristic of an autocratic decision-making style.

Question 11

Which of the following refers to how well people actually do in a leadership role?

Accepted Answer

Leader effectiveness refers to how well people actually do in a leadership role, which is the main focus of this question. Leader personality and leader characteristic are related to the traits and qualities that leaders possess, whereas leader emergence is the process by which someone becomes a leader in a group. Leader perception refers to how followers perceive and evaluate their leaders, and while important, is not directly related to how well a leader performs in their role.

Question 12

A leader's _____ reflects the process that the leader uses to generate and choose from a set of alternatives to solve a problem.

Accepted Answer

The leader's decision-making style directly relates to their process of generating and choosing from alternatives to solve a problem. The other choices (A, B, D, and E) are not specific enough to describe a leader's problem-solving process.

Question 13

The leader-member exchange theory argues that:

Accepted Answer

The leader-member exchange theory emphasizes a relationship-building process between leaders and members, which typically starts with a role taking phase. This phase involves negotiating roles and expectations, building mutual trust, and establishing a shared understanding on how to work together effectively. Therefore, choice A is the best answer because it accurately summarizes a key aspect of the theory. Choices B, C, D, and E are incorrect because they are either irrelevant or inaccurate in relation to the theory.

Question 14

Which of the following decision-making styles is characterized by the highest level of follower control?

Accepted Answer

The answer of Which of the following decision-making styles is...

Question 15

The _____ process is marked by a free-flowing exchange in which the leader offers more opportunities and resources and the employee contributes more activities and effort.

Accepted Answer

The role making process is marked by a free-flowing exchange in which the leader offers more opportunities and resources and the employee contributes more activities and effort.

Question 16

_____ suggest that leaders are born, not made.

Accepted Answer

Great person theories of leadership suggest that leaders possess innate traits that make them successful, such as intelligence, charisma, and confidence, which are believed to be predetermined from birth.

Question 17

According to the leader-member exchange theory, the two general types of leader-member dyads are:

Accepted Answer

Over time, the role taking and role making processes result in two general types of leader-member dyads. One type is the "high-quality exchange" dyad, marked by the frequent exchange of information, influence, latitude, support, and attention. The other type is the "low-quality exchange" dyad, marked by a more limited exchange of information, influence, latitude, support, and attention.

Question 18

In the leader-member exchange theory, the low-quality exchange dyad forms the leader's:

Accepted Answer

In the leader-member exchange theory, the low-quality exchange dyad forms the leader's outgroup, meaning that the leader has a more distant and formal relationship with these followers and may not trust them as much.

Question 19

Which of the following characteristics is most closely related to leader effectiveness?

Accepted Answer

The answer of Which of the following characteristics is most...

Question 20

Ted is a quality control manager at Greenwoods Cement Inc. Any time a problem arises and a decision needs to be made, he believes in getting his people involved. He presents the problem to his employees and seek consensus on a solution. He insists in these problem-solving meetings that his opinion or suggestions carry no more weight than anyone else's. Which of the following is the decision-making style that Ted is displaying?

Accepted Answer

Ted is displaying a facilitative decision-making style, where he involves his employees in the decision-making process and seeks consensus. He does not exercise his authority or make decisions unilaterally, making it a collaborative approach.

Quiz 14: Leadership: Styles and Behaviors