Question 1

In the out-group exchange, leaders are characterized as overseers who fail to create a sense of mutual trust, respect, or common fate. Employees receive less of the manager's time and attention than those in in-group exchange relationships.

Accepted Answer

In out-group exchange relationships, there is less mutual trust, respect, and common fate between leaders and employees, leading to less attention and time from the manager.

Question 2

Full-range leadership suggests that leadership behavior varies along a full range of leadership styles, from passive (laissez-faire) "leadership" at one extreme, through transactional leadership, to transformational leadership at the other extreme.

Accepted Answer

Full-range leadership theory proposes that leadership styles range from passive to transformational, with transactional leadership in between.

Question 3

Harvard professor
D. Quinn Mills predicts that management of future organizations will move away from an emphasis on knowledge sharing and open exchange to an emphasis on competition.
Harvard Business School professor
D. Quinn Mills, author of E-Leadership, suggests that much broader global networks that a single CEO will not be able to manage will replace individual companies. Thus, while 20th-century management emphasized competition, he says, future organizations will run on knowledge sharing and open exchange.

Accepted Answer

The statement in the question is the opposite of what Harvard Business School professor D. Quinn Mills suggests. He believes that future organizations will run on knowledge sharing and open exchange, not competition.

Question 4

Adaptive, flexible organizational cultures are less likely to foster transformational leadership than bureaucratic ones.

Accepted Answer

This statement is false. Adaptive, flexible organizational cultures are actually more likely to foster transformational leadership because they prioritize innovation, creativity, and flexibility, which are key characteristics of transformational leaders. Bureaucratic cultures, on the other hand, tend to prioritize rules, procedures, and hierarchy, which can hinder transformational leadership.

Question 5

Use of persuasion rather than positional authority to influence others is a key characteristic of a servant leader.

Accepted Answer

Servant leadership emphasizes on influencing others through persuasion, collaboration, and building relationships rather than relying on positional authority or control.

Question 6

A lack of broad-based conceptual thinking is characteristic of a servant leader.

Accepted Answer

The opposite is true - a broad-based conceptual thinking is important for a servant leader.

Question 7

Passive leaders inspire trust in their followers because they express their integrity by being consistent, single-minded, and persistent in pursuit of their goal.

Accepted Answer

The answer of Passive leaders inspire trust in their followers...

Question 8

A transactional leader focuses on clarifying employees' roles and task requirements and providing rewards and punishments contingent on performance.

Accepted Answer

Transactional leadership is a leadership style that emphasizes on rewarding good performance and punishing poor performance. The leader focuses on defining employees' roles, tasks, and objectives while monitoring employee performance to identify deviations from expected results.

Question 9

Leaders benefit most from followers who are helpers (most compliant) rather than rebels (least compliant).

Accepted Answer

Leaders generally prefer followers who are helpers and comply with their requests, rather than those who resist and rebel against their leadership. This makes it easier for the leader to achieve their goals and maintain control over the group.

Question 10

Leadership that occurs through the use of information technology is known as IT leadership.

Accepted Answer

E-leadership can involve one-to-one,one-to-many,within-group,and between-group and collective interactions via information technology.

Question 11

Unlike other models, which presuppose stable relationships between leaders and followers, the LMX model assumes each manager-employee relationship is unique.

Accepted Answer

The LMX model assumes that each manager-employee relationship is unique, and that high-quality relationships between leaders and followers can lead to positive outcomes.

Question 12

Steve Jobs is an example of a transformational leader; he had a vision of developing an "insanely great" desktop computer.

Accepted Answer

Steve Jobs is widely recognized as a transformational leader, known for his vision and ability to inspire and motivate his team to achieve success. He is best known for his role in developing the first Macintosh computer, which he believed would represent a major breakthrough in personal computing and change the way we interact with technology. This vision drove Jobs and his team to work tirelessly to create a product that exceeded the expectations of their customers, and to push the boundaries of what was possible in computing at the time.

Question 13

Candy Lightner, founder of Mothers Against Drunk Driving, had a vision of getting rid of alcohol-related car crashes. She exemplifies a transformational leader style.

Accepted Answer

Candy Lightner's vision and efforts to create change around drunk driving align with the principles of transformational leadership, which focuses on inspiring and motivating others to work towards a common goal.

Question 14

Female leaders tend to use transformational leadership more than male leaders do.

Accepted Answer

Studies have shown that female leaders are more likely to use transformational leadership styles, which involve inspiring and motivating followers to achieve their best potential, than male leaders. Men are more likely to use transactional leadership, which involves exchanging rewards or punishments in exchange for performance.

Question 15

Employee characteristics and interpersonal factors cause some leadership behaviors to be more effective than others.

Accepted Answer

Employee characteristics and environmental factors cause some leadership behaviors to be more effective than others.

Question 16

Employees at any level can be trained to be more transactional and transformational.

Accepted Answer

Transactional and transformational leadership are skills that can be taught and developed with training and practice. Therefore, employees at any level can be trained to become more transactional or transformational leaders.

Question 17

The LMX model looks at the quality of relationships between managers and employees, and assumes each manager-employee relationship is unique.

Accepted Answer

The LMX model does indeed focus on the quality of the relationship between a manager and each individual employee, recognizing that each relationship is unique.

Question 18

Whereas transactional leaders try to get people to do ordinary things, transformational leaders encourage their people to do exceptional things-significantly higher levels of intrinsic motivation, trust, commitment, and loyalty-that can produce significant organizational change and results.

Accepted Answer

This statement accurately describes the difference between transactional and transformational leadership.

Question 19

In the in-group exchange, the relationship between leader and follower becomes a partnership characterized by mutual trust, respect and liking, and a sense of common fates.

Accepted Answer

In the in-group exchange, the leader-follower relationship is characterized by mutual trust, respect, liking, and a sense of common fates, which creates a partnership dynamic between them.

Question 20

Mentoring employees and giving them challenging work, more responsibility, and empowerment are kinds of behaviors exhibited by transactional leaders.

Accepted Answer

Mentoring employees, giving them challenging work, more responsibility, and empowerment are behaviors exhibited by transformational leaders. Transactional leaders focus on maintaining the status quo and rewarding or punishing employees based on their performance.

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