Question 1

The &#34;two presidencies phenomenon&#34; as expounded by Aaron Wildavsky divides the presidency into two different spheres of influence. These are&#10;A) environmental policy and labor relations.&#10;B) foreign and domestic policy.&#10;C) legislative and executive actions.&#10;D) budgetary issues and policy planning.

Accepted Answer

The "two presidencies phenomenon" refers to the theory that a U.S. president holds significantly different levels of influence in foreign versus domestic policy, with generally greater authority and success in foreign affairs.

Question 2

Charismatic leadership was a notion developed by Max Weber to describe leaders who have referent power.

Accepted Answer

Max Weber introduced the concept of charismatic leadership to describe leaders who possess a certain charm and appeal that inspire devotion and loyalty in their followers, often referred to as having referent power.

Question 3

Having a manager oversee every task he/she delegates to an employee, even when this oversight is not needed is:&#10;A) Micromanagement.&#10;B) macromanagement.&#10;C) Management by objectives.&#10;D) antimanagement.

Accepted Answer

Micromanagement refers to a management style where a manager closely observes or controls the work of their subordinates or employees, often excessively. This includes overseeing every task, even when such oversight is not necessary.

Question 4

Environmental constraints rather than traits matter in how successful a leader will be in a given organization.

Accepted Answer

Environmental constraints can significantly impact a leader's success by influencing the resources, opportunities, and challenges they face, often more than their personal traits.

Question 5

Over-management in the public sector is a benefit to the public organization because with multiple eyes on the job, there is less tendency for error.

Accepted Answer

Over-management in the public sector can lead to inefficiencies, increased costs, and decision-making paralysis, as too many layers of oversight can slow down processes and lead to a lack of autonomy and innovation.

Question 6

Contingency theories of leadership stress the relationship between leadership style and the situation.

Accepted Answer

Contingency theories of leadership propose that the effectiveness of a particular style of leadership is dependent on the context or situation in which it is applied. These theories suggest that there is no one best way to lead, and the best leadership style varies according to circumstances such as the nature of the task, the leader's personality, and the composition or attitudes of the followers.

Question 7

The trait theory of leadership:&#10;A) Argues that leaders have unique characteristics&#10;B) Argues that leaders are born not made.&#10;C) Argues that leaders are fundamentally different from followers.&#10;D) All of the above.

Accepted Answer

The trait theory of leadership posits that certain characteristics or traits make an individual suited to leadership. This theory suggests that leaders are born with these traits, making them inherently different from non-leaders, thereby encompassing all the options provided.

Question 8

Fred Fiedler's study on leadership suggest that the leader should adjust his style to accommodate followers, but the Tannenbaum & Schmidt studies suggest otherwise, i.e., it is sometimes easier to adjust the work environment to fit a leader's style.

Accepted Answer

Fiedler's Contingency Theory suggests that a leader's effectiveness depends on the match between their leadership style and the situation, not on adjusting their style. Tannenbaum & Schmidt's Continuum Theory suggests leaders can adjust their style based on the situation and followers' needs.

Question 9

A leader that is able to do big things-like changing an organizational culture is known as a transformational leader.

Accepted Answer

A transformational leader is one who implements significant changes within an organization, which can include changing the organizational culture, by inspiring and motivating employees to innovate and create change that will help grow and shape the future success of the company.

Question 10

The &#34;born&#34; leader falls into the __________ theory of leadership&#10;A) expert power&#10;B) trait&#10;C) reward power&#10;D) None of the above

Accepted Answer

The answer of The &#34;born&#34; leader falls into the __________...

Question 11

Managers with authoritarian personalities allow for dissent and participation in the policymaking process.

Accepted Answer

The answer of Managers with authoritarian personalities allow for dissent...

Question 12

The &#34;heroic&#34; style leader&#10;A) Operates with stress and this carries over into the organization as a whole.&#10;B) Finds it difficult to delegate authority.&#10;C) Is an inherently theatrical style of leadership.&#10;D) All of the above.

Accepted Answer

The answer of The &#34;heroic&#34; style leader&#10;A) Operates with stress...

Question 13

Leadership is the exercise of formal and informal authority to do things they may never have done or do not wish to do.

Accepted Answer

The answer of Leadership is the exercise of formal and...

Question 14

The Lewin, Lippitt and White studies are the basis of what we consider transactional leadership style today.

Accepted Answer

The answer of The Lewin, Lippitt and White studies are...

Question 15

Whereas ______ leadership focuses on incremental change, ______ leadership focuses on radical change.&#10;A) transformational; transactional&#10;B) transactional; contingency&#10;C) transactional; transformational&#10;D) micromangement; overmanagement

Accepted Answer

The answer of Whereas ______ leadership focuses on incremental change,...

Deck 10: Leadership