Question 1

Four key behaviors of transformational leaders in affecting employees are they inspire motivation, inspire trust, encourage excellence, and stimulate them intellectually.

Accepted Answer

Transformational leaders are known for inspiring motivation and trust in their employees, encouraging them to strive for excellence, and stimulating them intellectually through pushing boundaries and encouraging innovation.

Question 2

Path-goal theory implies that managers should help employees achieve their goals, modify their leadership style to fit employee and task characteristics and use more than leadership style.

Accepted Answer

Path-goal theory proposes that effective leaders help their subordinates achieve their goals by providing direction, support, and motivation. This includes modifying their leadership style to fit individual and situational characteristics and using other tools, such as setting goals and removing obstacles. Therefore, the statement is true.

Question 3

According to path-goal theory, effective leaders possess and use one style of leadership.

Accepted Answer

According to path-goal theory, effective leaders adjust their leadership style depending on the situation and the needs of their followers. Four styles of leadership that can be used are directive, supportive, participative, and achievement-oriented. Therefore, effective leaders do not possess and use only one style of leadership.

Question 4

In the contingency leadership model, the successful leader helps followers by tying meaningful rewards to goal accomplishment.

Accepted Answer

The path-goal leadership model holds that the effective leader makes available to followers desirable rewards in the workplace and increases their motivation by clarifying the paths,or behavior,that will help them achieve the goals and providing them with support.The contingency leadership model determines if a leader's style is (1)task-oriented or (2)relationship-oriented and if that style is effective for the situation at hand.

Question 5

Two contingency factors, employee characteristics and environmental factors, cause some leadership behaviors to be more effective than others according to path-goal theory.

Accepted Answer

Path-goal theory states that leadership behaviors that are appropriate and effective in one situation may not be so in another situation. Two factors that affect the effectiveness of leadership behaviors are employee characteristics and environmental factors. Therefore, the statement is true.

Question 6

Charismatic leadership was assumed to be an individual inspirational and motivational characteristic of particular leaders, but now it is considered part of transformational leadership.

Accepted Answer

Charismatic leadership is now considered a component of transformational leadership, as transformational leaders often possess charismatic qualities that enable them to inspire and motivate their followers.

Question 7

According to a study, 55% of women and 57% of men aspire to be CEO.

Accepted Answer

The study shows that more than half of both men and women aspire to be CEOs.

Question 8

As a manager, when you provide rewards or threaten reprimands in exchange for your subordinates' doing the work, you are practicing transactional leadership.

Accepted Answer

Transactional leadership is based on a system of rewards and punishments to motivate subordinates to achieve specific goals. Therefore, providing rewards or threatening reprimands to subordinates is a characteristic of transactional leadership.

Question 9

Initiating-structure leadership is leader behavior that focusing on clarifying employees' roles and task requirements and providing rewards and punishments contingent on performance.

Accepted Answer

Initiating-structure leadership is leader behavior that organizes and defines-that is,"initiates the structure for"-what employees should be doing to maximize output.

Question 10

Managers applying a situational theory should identify important outcomes and situational conditions.

Accepted Answer

To apply situational theory, managers should identify important outcomes and situational conditions in order to determine the most effective leadership style to use.

Question 11

Narcissistic leaders tend to bring out the best work behaviors in others.

Accepted Answer

Narcissistic leaders often prioritize their own needs and desires over the needs and desires of their team members, leading to a toxic work environment and decreased productivity. They may also take credit for their employees' work and fail to provide adequate recognition or compensation. This can lead to demotivation and resentment among team members, resulting in poorer work behaviors.

Question 12

The primary purpose of task-oriented leadership behaviors is to ensure that people, equipment, and other resources are used efficiently to accomplish a mission.

Accepted Answer

The statement is true. Task-oriented leadership focuses on achieving specific goals and objectives efficiently by coordinating and organizing resources. This type of leadership style is commonly used in military, business, and project management settings.

Question 13

According to Fiedler's model, a relationship orientation will be more effective than a task-oriented one in a high- or low-control situation, but the task orientation is best in a moderate-control situation.

Accepted Answer

According to Fiedler's model, a task-oriented leadership style is ideal in both low-control and high-control situations, whereas a relationship-oriented leadership style is most effective in situations of moderate control.

Question 14

Studies show that in the workplace men are better than women at teamwork, partnering, and collaboration.

Accepted Answer

This statement is false, as there is no evidence to support that men are better than women in teamwork, partnering, and collaboration. In fact, studies have shown that diverse teams, including those with both men and women, tend to perform better and have better outcomes than single-sex teams. It is important to avoid making broad, unfounded statements about gender and workplace abilities.

Question 15

Giving credit to others rather than taking it for themselves could be a reason that fewer women than men are in top leadership positions.

Accepted Answer

Research has shown that women tend to give credit to others and downplay their own accomplishments, which could hinder their advancement in leadership positions where self-promotion is often necessary. Men, on the other hand, tend to take credit for their work and promote themselves more assertively.

Question 16

A recent study shows that female executives are better than male executives at producing high-quality work.

Accepted Answer

A study conducted by the Peterson Institute for International Economics found that companies with more women in top-level executive positions were more profitable and productive. The study also found that female executives tended to be better at producing high-quality work.

Question 17

The path-goal leadership model implies that managers should use more than one leadership style, and should modify their style to fit employee and task characteristics.

Accepted Answer

The path-goal leadership model suggests that leaders should use different styles and behaviors, and adjust them depending on the needs and preferences of their followers, as well as the demands and complexity of the task. This means that managers should be flexible in their approach and adapt their leadership to the situation at hand. The model proposes several leadership styles that can be used, such as directive, supportive, participative, and achievement-oriented, and suggests that leaders need to provide the right amount and type of leadership to help their followers achieve their goals.

Question 18

Shared leadership is the idea that the managers in an organization can engage in leader behavior.

Accepted Answer

Shared leadership is the idea that employees do not have to be supervisors or managers to engage in leader behavior,but rather may share leadership among all employees of the organization.

Question 19

In the contingency leadership model, the most important component of situational control is position power.

Accepted Answer

In the contingency leadership model, situational control is determined by three factors: task structure, leader-member relations, and position power. While position power is one of the factors, it is not necessarily the most important one. The importance of each factor depends on the situation and the task at hand.

Question 20

To determine a person's leadership orientation, the contingency model has a questionnaire known as the least preferred coworker (LPC) scale.

Accepted Answer

The LPC scale is a questionnaire used in the contingency model to determine a person's leadership orientation. It asks respondents to describe their least preferred coworker and their score is used to determine if they have a task-oriented or relationship-oriented leadership style.

Quiz 14: Power, Influence, and Leadership: From Becoming a Manager to Becoming a Leader