Deck 12: Leadership

Question 1

Which of the following is a desirable feature of leadership?

A) one-directional influence from the leader to the follower
B) coexistence of leaders and managers
C) lack of freedom
D) coercive power and authority
E) passivity of followers

Answer 1

B

Question 2

The University of Michigan studies define a(n) ________ leader as one who takes a personal interest in the needs of his/her subordinates.

A) production-oriented
B) task-oriented
C) structure initiating
D) employee-oriented
E) contingency

Answer 2

D

Question 3

In the context of behavioral dimensions of leadership identified in the Ohio State Studies, ________ is the extent to which a person's job relationships are characterized by mutual trust, respect for employees' ideas, and regard for their feelings.

A) consideration
B) authentication
C) transaction
D) identification
E) task orientation

Answer 3

A

Question 4

Tim Wrench was leading the client services division of AmWeb for seven years when he was asked to move to another region where the company was setting up its office. Before moving, Tim was asked to help in finding a successor for him from his team. Tim's most obvious choice was Judy Judge and the management accepted his choice as Judy was a popular person across the company. Judy was known for her vivacious nature, she was often seen speaking to employees from various divisions, and was always excited to take up a new opportunity. Once she became a leader, she continued to give employees freedom and flexibility even if it resulted in deficiencies on the work front like missed deadlines or low quality. Judy's initial weeks as a leader were full of confusion among her team members, but many felt that the situation would come under control. When things did not improve in the next two months and many complaints poured in from clients, the management realized that Judy was not the best candidate to lead the team. Which of the following, if true, would best explain this outcome?

A) Research has shown that traits can predict the emergence of a leader, but not his/her efficiency as a leader.
B) The client complaints were a common thing encountered by the company.
C) Judy demonstrated low levels of consideration and high levels of task-orientation.
D) Judy was a high-performing employee and enjoyed good relationships with everyone on the team.
E) Everyone felt Judy was given insufficient time to prove her worth as a leader.

Question 5

Which of the following Big Five personality traits has been identified as the most important trait in effective leaders?

A) emotional stability
B) openness
C) conscientiousness
D) extraversion
E) agreeableness

Question 6

If a leader's main concern is accomplishing his/her group's tasks, the University of Michigan studies label this leader ________.

A) employee-oriented
B) high in consideration
C) low in initiating structure
D) production-oriented
E) relationship-oriented

Question 7

Emotional intelligence (EI) is critical to effective leadership because one of its core components is ________ which reflects the consideration that leaders must be able to express.

A) perfectionism
B) empathy
C) conscientiousness
D) introversion
E) optimism

Question 8

Contingency theories focus on the ________ that impact leadership success.

A) leader's abilities to inspire and transform followers
B) values and ethics
C) personality variables
D) features of the followers
E) situational variables

Question 9

Adrian Atwood, a senior manager at MNC, spends a lot of his time assigning group members to particular tasks and scheduling their work such that deadlines are achievable. Adrian also sets high expectations for standards of performance, and holds regular meetings to ensure that productivity and quality are up to the mark. In the light of the Ohio State Studies, this indicates that Adrian, as a leader, is ________.

A) high in consideration
B) relationship oriented
C) high in initiating structure
D) low in task orientation
E) employee oriented

Question 10

Trait theories most accurately predict ________.

A) roles to be played by the leader
B) success of a leader
C) distinguishing features of an effective leader
D) emergence of a leader
E) differences between an effective and an ineffective leader

Question 11

Nellie Fritz, the head of client support services at Olson Inc., is very popular among her subordinates. Many believe that Nellie has a knack for getting the work done without making the employees feel pushed into a corner. She is often seen speaking to her subordinates and support staff about their families, helping them with any personal problems they have, and praising employees for their good work. In light of the Ohio State Studies, this indicates that Nellie, as a leader, is ________.

A) low in trust propensity
B) low in relationship orientation
C) task oriented
D) production oriented
E) high in consideration

Question 12

Which of the following statements regarding leadership is true?

A) Nonsanctioned leadership is as important as formal influence.
B) All managers are leaders.
C) All leaders are hierarchically superior to followers.
D) Formal appointment is essential in creating leaders.
E) Formal rights ensure good leadership.

Question 13

Trait theories of leadership focus on ________.

A) the match between the leader's style and the degree to which the situation gives the leader control
B) the extent to which followers are willing and able to accomplish a specific task
C) the personal qualities and characteristics that differentiate leaders from nonleaders
D) the way the leader makes decisions
E) the special relationship that leaders establish with a small group of their followers

Question 14

In the context of behavioral dimensions of leadership identified in the Ohio State Studies, initiating structure refers to the extent to which ________.

A) a leader engages in participative management
B) a leader is accepting of and respects individual differences among various team members
C) a leader initiates efforts to communicate personally with employees
D) a leader is likely to define and organize his or her role and those of employees in the search for goal attainment
E) a person's job relationships are characterized by mutual trust, respect for employees' ideas, and regard for their feelings

Question 15

The Ohio State Studies narrowed the independent dimensions of leader behavior to two that substantially accounted for most of the leadership behavior described by employees: consideration and ________.

A) empathy
B) initiating structure
C) employee-orientation
D) constructing vision
E) charisma

Question 16

The two dimensions of leadership behavior identified in the University of Michigan studies are ________.

A) transformational leaders and authentic leaders
B) initiation and completion
C) employee-oriented leaders and production-oriented leaders
D) initiating structure and consideration
E) absolute leadership and contingency leadership

Question 17

Which of the following theories of leadership is based on situational variables?

A) path-goal theory
B) charismatic leadership theory
C) attribution theory
D) trait theories
E) behavioral theories

Question 18

Leadership is best defined as ________.

A) the ability to merely project one's abilities in the lack of actual accomplishments
B) the ability to use factors like training and experience to reduce dependence on formal leadership
C) the ability to influence a group toward the achievement of a vision or set of goals
D) the ability to induce the team members to focus on individual goals rather than collective goals
E) the ability to reduce the dependence of team members on each other

Question 19

Maurice Harper is a friendly and warm manager who starts her day at work by personally greeting her colleagues and subordinates. Maurice is often seen listening sincerely to employees' concerns and problems. She takes the initiative to hold programs to renew and improve the skills of current employees. Most of her employees know that she is accessible for help and information at all times .Maurice is a(n) ________ leader.

A) transaction-oriented
B) achievement-oriented
C) employee-oriented
D) production-oriented
E) task-oriented

Question 20

Norman has been working in the sales division for a large manufacturing company for four months. In this short period of time, Norman has learned that Mr. Hill, his manager, keeps increasing monthly targets significantly, and though each time the target appears unrealistic, Norman has been able to achieve them throughout the last four months. Mr. Lee's approach of leading his employees to work more efficiently by setting successively higher targets is an example of his ________ leadership.

A) person-oriented
B) employee-oriented
C) production-oriented
D) support-oriented
E) consideration-based

Question 21

Fiedler's contingency leadership model assumes that ________.

A) an individual's leadership style must be task oriented to be effective
B) an individual is constantly striving to develop a more productive style
C) an individual's leadership style is essentially fixed
D) an individual's leadership style can be altered much like his/her personality traits
E) an individual's leadership is primarily determined by the the features of the followers

Question 22

Which of the following statements is true with regard to the path-goal theory of leadership?

A) The path-goal theory represents a laissez-faire approach to leadership.
B) The theory proposes only a passive and supportive role for leaders.
C) The theory proposes that leaders must work closely with followers throughout.
D) The theory considers removing obstacles to be a component of effective leadership.
E) The theory considers leadership to be a set of attributes ascribed to leaders by followers.

Question 23

Which of the following theoretical approaches in the study of leadership focuses on followers' readiness as a determinant of effective leadership?

A) situational leadership theory
B) Fiedler contingency model
C) laissez-faire leadership
D) Big Five personality model
E) behavioral theories

Question 24

According to the situational leadership theory, if followers are unable and unwilling to do a task, then a leader needs to ________.

A) demonstrate high task and low relationship orientation
B) follow a supportive style
C) engage in participative leadership
D) refrain from providing too many inputs
E) display high task and relationship orientation

Question 25

George is a project leader at NSys for five years. George's job description involves scheduling work for his team, coordinating their work with that of the other departments, and providing feedback. George, who has successfully led this team, believes that it is his task-oriented and directive approach that has helped him in the last five years. Which of the following, if true, would weaken his argument supporting a directive leadership?

A) George has seen that employees in his team lack initiative and motivation to work hard.
B) NSys hires only highly qualified and experienced employees.
C) The members of the team are resentful with George's directives relating to work.
D) The team's workload is expected to rise substantially as the company is growing at an unprecedented rate.
E) George's team is organized as a wheel network and depends on his ability to coordinate amongst members of the team and between other departments.

Question 26

Max Hiller was recently hired by Sync, a consumer goods company. During his first meeting with the sales team, Max impressed upon his team that work performance is the only criterion he would use to evaluate them. To help them perform well and meet their targets, he pushed his team to work extra hours. He also gave very clear instructions to each member regarding their job responsibilities and continually verified if they were meeting their targets. Which of the following, if true, would weaken Max's approach?

A) Max is leading many new employees who have joined his team directly after training.
B) Max's sales team is comprised of independent and experienced employees who are committed to their jobs.
C) Max's team does not display high levels of cohesiveness and members fail to coordinate with each other.
D) Sales figures for the region that Max's team is responsible for have improved in the last quarter.
E) Max's team functions in a sluggish manner and picks up pace only a week or so before the monthly operations cycle meetings.

Question 27

According to the Fiedler contingency model, high managerial control is characterized by ________.

A) less structured jobs, strong position power, and moderate leader-member relations
B) good leader-member relations, low position power, unstructured jobs
C) high task structure, good leader-member relations, and strong position power
D) limited position power, good leader-member relations, and low task structure
E) broad employee responsibilities, low position power, and moderate leader-member relations

Question 28

Leslie is a middle-level production manager at the California branch of ALT Corp. ALT Corp. is an automobile manufacturing company that specializes in the manufacture of heavy motor vehicles. Leslie's job is to supervise his assembly line employees. Leslie has worked in this position for over four years and he strongly believes that a supportive leadership style is most suitable in his context. Which of the following, if true, would weaken Leslie's approach to leadership in this case?

A) The recent round of OSHA inspections revealed that many assembly line employees were not complying with stipulated safety measures.
B) The company's workforce is comprised primarily of employees of the baby boomer generation.
C) The company is planning to lay off some employees in the near future.
D) The assembly line jobs are routine and highly structured by nature.
E) The company has stopped the production of most of its older models as it wants to focus on the most profitable models.

Question 29

Which of the following leadership theories argues that because of time pressures, leaders establish a special relationship with a small group of their subordinates the in-group, who are trusted, get a disproportionate amount of the leader's attention, and are more likely to receive special privileges?

A) situational leadership theory
B) leader-member exchange
C) Fiedler's theory
D) expectancy
E) path-goal

Question 30

Trevor Guerney is a manager who believes that those who are to be affected by a change must be involved in the change. Consequently, he always ensures that his subordinates have the knowledge of what is happening around them and he often holds meetings to obtain employee opinion and suggestions before making any decision that would apply to them. Similarly, Trevor's team proactively approaches him with problems and potential solutions as they know he will not respond by criticizing them. From the information provided in the scenario we can say that ________.

A) Trevor's team is unsatisfied with his power position
B) Trevor's team has positive leader-member relations
C) Trevor's leadership is primarily task-oriented
D) Trevor's team requires more directive leadership
E) Trevor's team has a low degree of trust propensity

Question 31

According to the situational leadership theory, if employees are unwilling and unable, the appropriate leadership style in this situation would be ________.

A) democratic
B) supportive
C) person-oriented
D) directive
E) participative

Question 32

Maura Ruiz has been working in the e-learning industry for over eight years. She is aware of the fact that in this industry, once an employee has learned his job, the work becomes fairly automatic and competence can be achieved rapidly. She has been noticing how in her team, this competence has come along with a lot of complacency; the employees, though able, are unwilling to work hard. According to the situational leadership theory, to rectify this situation, Maura would benefit the most if she uses the ________ style of leadership.

A) autocratic
B) participative
C) production-oriented
D) directive
E) task-oriented

Question 33

Fiedler defines the degree of confidence, trust, and respect that subordinates have in their leader as ________.

A) task structure
B) follower variables
C) positional power
D) path-goal frameworks
E) leader-member relations

Question 34

In the context of Fiedler's model, the situational dimension termed ________ relates to the degree of influence a leader has over important variables such as hiring, firing, discipline, promotions, and salary increases.

A) leader-member exchange
B) initiating structure
C) position power
D) task structure
E) leader-member relations

Question 35

The least preferred co-worker (LPC) questionnaire is used to measure whether ________.

A) the followers are able and willing
B) a leader is task or relationship-oriented
C) the leader is high on the dimension of conscientiousness
D) employees prefer servant leadership over situational leadership
E) the members are in the in-group or out-group

Question 36

Leslie is a middle-level production manager at the California branch of ALT Corp. ALT Corp. is an automobile manufacturing company that specializes in the manufacture of heavy motor vehicles. Leslie's job is to supervise his assembly line employees. Leslie has worked in this position for over four years and he strongly believes that a supportive leadership style is most suitable in his context. Which of the following, if true, would strengthen Leslie's approach to leadership in this case?

A) Most of the assembly line employees were highly experienced in their jobs and committed to Leslie.
B) With developments in technology, the company was enhancing the role of assembly line employees with new tasks combined into natural work units.
C) A good proportion of the assembly line employees were new employees.
D) The company has recently announced its move to diversify into manufacturing light motor vehicles because of high profitability in that line.
E) The company had initiated many changes in the tasks of assembly line workers in its attempts to refine the process of manufacturing.

Question 37

Dora Lee has just completed and scored the LPC questionnaire given to her during an evaluation exercise. She is surprised when she finds out that she described her least preferred co-worker in relatively positive terms because she recalls being particularly annoyed by this difficult co-worker several times in the past. Based on your understanding of Fiedler's model, you explain to Dora that her LPC score makes sense within the model because ________.

A) Dora has a spotty work history and has tended to switch jobs every couple of years
B) Dora is usually chosen for positions of high responsibility within your organization
C) Dora tends to become very dominating when given ambiguous tasks
D) Dora is usually much more focused on productivity than on developing relationships
E) Dora tends in general to focus on building good relationships with the other employees

Question 38

Which of the following situational dimensions identified by Fiedler relates to the degree to which job assignments are procedurized, that is, structured or unstructured?

A) task significance
B) task complexity
C) task structure
D) task orientation
E) task reflexivity

Question 39

The leader-participation model focuses on ________.

A) the use of in-groups by the leader
B) the mere projection of successful leadership by the leader
C) the personality traits of leaders
D) the presence of charisma in the leader
E) the way decisions are made by the leader

Question 40

According to the situational leadership theory, a follower with the desired ability and willingness is likely to be ________.

A) highly skilled in relevant areas but low on experience
B) lacking in the area of motivation
C) in need of leadership that is highly task oriented
D) comfortable in his ability to do the job well
E) deficient in the specific skills required

Question 41

Servant leadership reflects the ________.

A) task-oriented approach to leadership
B) tendency of leaders to prioritize their interests over the interests of their employees
C) use of empathy, listening and persuasion by leaders
D) traditional view that followers are expected to serve the leaders
E) Western prototype of a leader who gives orders to followers

Question 42

Which of the following leadership behaviors is likely to differentiate between transactional and transformational leaders?

A) micromanagement
B) laissez-faire
C) individualized consideration
D) management by exception (active and passive)
E) contingent reward

Question 43

The third step in the process of charismatic leadership involves ________.

A) the leader conveying a new set of values and setting an example for followers to imitate
B) the leader providing a formal articulation of an organization's vision or mission to guide his followers
C) the leader using unconventional behavior to demonstrate courage and conviction about the vision
D) the charismatic leader engaging in emotion-inducing behaviors to ensure that employee commitment is generated
E) the leader conceptualizing a long-term strategy for attaining a goal by linking the present with a better future for the organization

Question 44

A transactional leader is likely to ________.

A) reward employees for the work that they have done, thus recognizing accomplishments
B) avoid authoritarian, command, and control behaviors when dealing with employees
C) pay attention to the emotional needs of others and consider individual differences
D) help followers trust the leader and develop a loyalty toward the common vision
E) stimulate others in the organization to become thinkers of what the organization is all about

Question 45

A long-term strategy for attaining a goal by linking the present with a better future for the organization is defined as a(n) ________.

A) attribution
B) substitution
C) vision
D) transaction
E) contingent plan

Question 46

According to the LMX theory, a leader implicitly categorizes followers as "in" or "out" ________.

A) early in the interaction
B) because of political pressure
C) after careful performance analysis
D) on a temporary basis
E) only after several months of working together

Question 47

In her first few weeks at the marketing division of Rolland Retails, Judith Cox realized that Joshua, Doug, and Carl were closer to her manager, Eric Scott, than the other five team members. Eric, Joshua, Doug, and Carl came to work at the same time, were seen together at the cafeteria, and stayed late and worked when the need arose. In contrast to them, the other five team members did the routine jobs assigned to them and their interactions lacked the understanding and camaraderie that Eric shared with the others. Joshua, Doug, and Carl make up Eric's ________.

A) in-group
B) nominal group
C) peripheral group
D) reference group
E) out-group

Question 48

Which of the following scenarios reflects a transactional approach to leadership?

A) Glenn Cruzz works at Leverage as a senior consultant. She ensures that her team of consultants has a framework of flexible tools and skills to help clients who come their way with diversity and inclusion issues. Through audits, research, and workshops, her team is encouraged to come up with unconventional solutions that help clients establish and leverage its employee diversity.
B) Samuel Perez has been running a small automobile service agency with a set of employees that he hired and trained over a decade ago. Though the business is mediocre and profit margins are not substantial, the employees work well as a team because each of them treats the other as equal, just like Samuel himself does.
C) Carol Turner began V Care, a non-profit organization, with the purpose of battling various forms of abuse. As the organization grew, she took care to hire employees who felt the same kind of sensitivity she felt for victims of abuse. Today, she openly proclaims that the organization that she started is successful because every single employee shares and understands what the organization is aiming for.
D) When new projects come, it is a time of excitement for the content production team of Impact, an advertising agency. Lori Wood, the department head, begins a project meeting by having her whole team envision what the final product of this campaign must aim at. She then sets progressively higher standards for the team and clarifies what each member of the team stands to gain if the project is a success. In allocating roles and tasks, she often incorporates the needs and preferences of her team members.
E) Wayne Torres believes that setting targets, monitoring employee performance, and correcting defaulting employees are his tried and tested ways to accomplish tasks. He rewards employees who do well and match his predetermined expectations and recognizes accomplishments that he values. His team, however, has not grown substantially and seems to be at a functional status quo.

Question 49

Which of the following is a feature of servant leadership?

A) focus on growth, development, and well-being of followers
B) pursuit of the leaders' self-interest
C) universal appeal and effectiveness across cultures
D) applicability restricted to the leader's in-group
E) use of power and authority to achieve organizational ends

Question 50

According to evidence, what is the first step a charismatic leader takes to influence followers?

A) articulating an appealing vision
B) developing a formal vision statement
C) setting an example for followers through actions and words
D) engaging in emotion-inducing and often unconventional behavior
E) communicating high performance expectations

Question 51

Leaders who function primarily by clarifying role and task requirements to accomplish established goals exhibit a(n) ________ style of leadership.

A) charismatic
B) transformational
C) employee-oriented
D) transactional
E) laissez-faire

Question 52

The primary quality produced by authentic leadership is ________.

A) efficiency
B) trust
C) reinforcement
D) authority
E) supervision

Question 53

Cooper Mills is a company that accomplished one of the greatest success stories of our time. The company which began in the garage of its current CEO, Kyle Cooper, went on to become one of the largest producers of textiles in the country. The company has now diversified successfully into other product lines. A group of researchers is now undertaking a study on Cooper Mills as an organization led by a transformational leader. Which of the following, if true, would most support the conclusion that Kyle Cooper is a transformational leader?

A) The management follows Kyle's principle of avoiding risks and conducting business conservatively.
B) Cooper Mills' compensation plans are designed to reward short-term results.
C) Cooper Mills has a centralized decision-making structure.
D) Cooper Mills' goals tend to be very ambitious and to hold personal value for employees.
E) Cooper Mills' performance has held at average levels for the past three years.

Question 54

In terms of the full range of leadership models, which leadership behavior is the least effective?

A) management by exception (active)
B) individualized consideration
C) management by exception (passive)
D) laissez-faire
E) contingent reward

Question 55

In terms of the full range of leadership models, which leadership behavior represents the most active and effective approach for leaders?

A) management by exception (active)
B) laissez-faire
C) idealized influence
D) contingent reward
E) individualized consideration

Question 56

In her first few weeks at the marketing division of Rolland Retails, Judith Cox realized that Joshua, Doug, and Carl were closer to her manager, Eric Scott, than the other five team members. Eric, Joshua, Doug, and Carl came to work at the same time, were seen together at the cafeteria, and stayed late and worked when the need arose. While Judith was in training, she received very good feedback from Eric and as she transitioned to the floor, she felt that Eric was giving her interesting projects, allowing her more freedom, and seeking her opinion frequently. The information provided in the scenario supports the prediction that ________.

A) Judith will develop low trust propensity toward Eric.
B) Judith will become a part of Eric's in-group in the marketing division.
C) Joshua, Doug, and Carl will display low trust propensity in Judith.
D) Judith will have lower levels of identification-based trust with Eric when compared to other trainees.
E) Eric's in-group will remain a reference group for Judith permanently.

Question 57

________ is defined as a psychological state that exists when you agree to make yourself vulnerable to another because you have positive expectations about how things are going to turn out.

A) Support
B) Respect
C) Empathy
D) Consideration
E) Trust

Question 58

________ leaders inspire followers to transcend their self-interests for the good of the organization and can have an extraordinary effect on their followers.

A) Transformational
B) Production-oriented
C) Task oriented
D) Transactional
E) Laissez-faire

Question 59

Which theory of leadership proposes that followers attribute heroic or extraordinary leadership abilities when they observe certain behaviors?

A) situational leadership theory
B) transactional leadership theory
C) path-goal leadership theory
D) behavioral leadership theory
E) charismatic leadership theory

Question 60

Transformational leaders enhance performance of employees by ________.

A) abdicating all responsibility to employees
B) establishing goals, roles, and requirements
C) focusing on short-term goals for employees
D) building consensus among employees
E) restricting creativity among employees

Question 61

Which of the following is a neutralizer?

A) explicit formalized rules
B) highly structured task
C) cohesive work groups
D) indifference to rewards
E) experience and training

Question 62

________ is a dimension of trust defined as honesty, truthfulness, and the ability to display consistency between one's words and action.

A) Reflexivity
B) Support
C) Sensitivity
D) Consideration
E) Integrity

Question 63

Which of the following is a substitute for leadership?

A) external feedback
B) training
C) high need for supervision
D) lack of experience
E) ambiguous task

Question 64

Which of the following is true with regard to online leadership?

A) Identification-based trust is easily established in the case of online leadership.
B) For online leaders, substitutes and neutralizers have no effect.
C) Online negotiations are smoother as geographic mobility is not required.
D) The demands of an online leader are the same as those experienced by a servant leader.
E) For online leaders, writing skills are an extension of their interpersonal skills.

Question 65

The ability to influence a group toward the achievement of a vision or set of goals can arise outside the formal structure of the organization.

Question 66

The CEO of Xenon Solutions recently cancelled numerous leave requests and asked several employees to put in extra days of work as the company was slated to meet several deadlines in the immediate future. In addition, he also assured that those who work this extra bit will be given their due leaves and additional incentives once the time crisis had passed. Following this announcement, Joan and Shane were overheard speaking in the cafeteria. Shane was resentful that his holiday plans were disrupted and he was sure that the management would ultimately not provide any of the leaves and incentives it promised. Joan, however, said that she was sure that their CEO had a valid reason behind making such a request and that if they put in the extra effort, they would be rewarded suitably. From the information provided in the scenario, which of the following statements can be inferred?

A) Shane has a high degree of empathy.
B) Joan has a high degree of trust propensity.
C) The leader-member relations between Shane and the CEO are the same as that between Joan and the CEO.
D) Shane has a high degree of identification-based trust in the CEO.
E) Shane is one of the members of the CEO's in-groups.

Question 67

________ make it impossible for leader behavior to make any difference to follower outcomes.

A) Mentors
B) Hygiene factors
C) Vision and charisma
D) Catalysts
E) Neutralizers

Question 68

Which of the following is true with regard to mentorship?

A) Having a mentor is a strong predictor of better objective outcomes like compensation and job performance.
B) Informal mentoring programs inadvertently discriminated against minority groups.
C) Mentoring only serves career-like functions related to occupational duties, promotions, and coaching.
D) Mentoring provides no significant psychological gains for either parties in the mentoring relationship.
E) Mentors are discouraged from sharing any personal experiences with the mentee.

Question 69

According to the Big Five personality model, emotional stability is the most important trait of effective leaders.

Question 70

Trait theories of leadership most accurately predict the emergence and appearance of leadership.

Question 71

The behavioral theories view leadership as a set of actions that people can be trained in.

Question 72

Lionel Tucker has been asked to lead a virtual team on a project with a tight time schedule. While allocating the project to him, his manager impressed upon him the need to complete this project successfully and in time so that this client gains enough confidence to use their services in the future. Lionel and his team communicate via e-mail as the team members are located at geographically dispersed locations. They have not had even one face-to-face meeting as yet. In this case, Lionel must have an ability to ________ in addition to all the other desirable abilities of a leader to lead the team successfully.

A) convey support and trust through electronic means
B) micromanage his team members till project completion
C) avoid making any decisions for the team
D) generate charisma to inspire the team
E) abdicate all responsibility to the members of the team

Question 73

Which of the following dimensions of trust is defined as an individual's technical and interpersonal knowledge and skills?

A) propensity
B) integrity
C) complexity
D) reflexivity
E) ability

Question 74

Which of the following is true of substitutes?

A) Substitutes are clearly distinguishable from neutralizers.
B) Substitutes enhance the need for leader's support or ability to create structure.
C) Substitutes are factors and conditions that replace formal leadership.
D) Organizations cannot provide any substitutes for leadership.
E) Substitutes increase the levels of identification-based trust.

Question 75

A(n) ________ is a senior employee who sponsors and supports a less-experienced employee, a protégé.

A) subordinate
B) intern
C) mentor
D) apprentice
E) supervisee

Question 76

According to the attribution theory of leadership, leadership is characterized by ________.

A) the focus on the actual accomplishments and performance of the leader
B) the significant gains made in the mentoring relationship between the leader and follower
C) the division of the group into in-group and out-group members based on the leader's preference
D) the act of people ascribing qualities like intelligence or charisma to leaders
E) the impact of substitutes and neutralizers in enhancing the role of the leader

Question 77

Strong leadership is an adequate condition to enable an organization to function from an optimal level of effectiveness.

Question 78

The top management of Myers Corp are planning a reorganization of their company to cut costs and increase efficiency. The different department heads have been asked to present their departmental strengths, needs, and concerns at a meeting. The various division heads have come to an agreement that clarity of goals and tasks, detailed procedural guidelines like employee manuals, and a cooperative workforce are their main strengths. Additionally, they are of the opinion that cutting managerial positions to reduce costs and reorganizing Myers Corp as a relatively flat organization is a good approach. This scenario reflects the operation of ________ in replacing the support and ability offered by leaders.

A) vision
B) traits
C) substitutes
D) attributes
E) charisma

Question 79

According to the attribution theory of leadership, a person aiming to be a leader has to ________.

A) possess many significant actual accomplishments
B) shape the perception that he/she could be a leader
C) make changes on ground before leading people
D) gain sufficient experience to be a leader
E) possess qualities like charisma and intelligence

Question 80

The president of a small Asian country was hailed as a visionary and a genius when the nation's economy burgeoned during his first term in office. However, when the currency and the stock markets crashed during his government's second term, he was censured as arrogant, elitist, and shortsighted. Which of the following theoretical approaches is reflected here?

A) servant leadership perspective
B) attribution theory
C) behavioral theories
D) trait theories
E) path-goal theory