Deck 11: Traditional Leadership Approaches

Question 1

The highest numbers on the LPC scale are associated with a positive evaluation of the least-preferred co-worker.

Answer 1

True

Question 2

Leadership usually involves some form of force and coercion.

Answer 2

False

Question 3

Task structure is the most important factor when assessing situational favourableness.

Answer 3

False

Question 4

A manager who uses a team management style of leadership is concerned about people and production.

Question 5

The LPC theory assumes that a leader can change his or her style to fit the situation.

Question 6

A person is usually both a manager and a leader.

Question 7

Careful scientific research of leadership began in the late sixteenth century, so the existing literature is vast and comprehensive.

Question 8

Position power refers to the personal relationship that exists between subordinates and their leader.

Question 9

Leadership is a set of characteristics an individual actually possesses or is perceived to possess.

Question 10

The path-goal theory has its roots in the expectancy theory of motivation.

Question 11

According to path-goal theory, when task structure is low, directive leadership tends to be more effective.

Question 12

Current study of leadership focuses almost exclusively on the traits, or personal characteristics, of leaders.

Question 13

Leader task structure is the power inherent in the leader's role itself.

Question 14

According to the LPC scale, relationship motivation closely parallels employee-centred and consideration leader behaviour.

Question 15

The degree of task or relationship motivation in a given leader is measured by the least-preferred co-worker (LPC) scale.

Question 16

A manager who exhibits employee-centred leader behaviours pays attention to the human aspects of the group.

Question 17

Research indicates that individuals who attribute outcomes to their own behaviour may be more satisfied with a participative leader.

Question 18

Subordinates' locus of control and perceived ability are part of the path-goal theory of leadership.

Question 19

The LPC theory indicates that a relationship-oriented leader is appropriate for very favourable and very unfavourable situations.

Question 20

Situational theories demonstrate that there are a number of leadership styles that can have a positive impact on an organisation's effectiveness.

Question 21

The Ohio State studies and the Leadership Grid are associated with the ____ approach to leadership.

A) interactive
B) contemporary
C) trait
D) contingency
E) behavioural

Question 22

__________ is the ability to affect the perceptions, beliefs, attitudes, motivation and/or behaviours of others.

A) Force
B) Influence
C) Coercion
D) Authority
E) Power

Question 23

Which statement best describes the current state of leadership research?

A) The exploration of leadership is in its infancy.
B) Research in the field was completed recently.
C) Research in the field was completed many years ago.
D) Many questions remain unanswered.
E) Researching leadership has proved nearly impossible.

Question 24

In Vroom's decision tree approach, there are five basic decision styles that correspond to five levels of subordinate participation in decision making.

Question 25

Unlike LPC theory, path-goal theory assumes that leaders can change their behaviours and exhibit a variety of leadership styles.

Question 26

The basic premise of the early trait approach to leadership was that

A) leadership traits depended on the situation.
B) unique leadership traits could be identified, and used to select leaders.
C) traits could be used to predict appropriate management styles.
D) traits were far less important than activities.
E) traits were relatively volatile characteristics of individuals.

Question 27

Leadership is

A) a process only.
B) neither a process nor a property.
C) a property only.
D) a universally understood characteristic.
E) both a process and a property.

Question 28

The goal of the Michigan leadership studies was to determine the pattern of leadership behaviours that results in effective

A) individual performance.
B) leader performance.
C) group performance.
D) supervisor behaviour.
E) time management.

Question 29

Unlike the Ohio State studies, the University of Michigan studies on leadership

A) placed the defined dimensions of leadership behaviour on opposite ends of a single continuum.
B) identified only two categories of leadership behaviour.
C) placed the defined dimensions of leadership behaviour in a grid.
D) placed all defined dimensions of leadership behaviour on the same side of a single continuum.
E) saw the various defined dimensions as independent of one another.

Question 30

The end result of using Vroom's decision tree is a recommended decision style based on the situation.

Question 31

The textbook makes several distinctions between management and leadership.These distinctions include all of the following EXCEPT

A) leadership is more involved in motivating and inspiring individuals.
B) management is more important in regard to creating and directing change.
C) leadership is more concerned with establishing direction.
D) management is more concerned with planning and budgeting.
E) management more often focuses on controlling and problem solving.

Question 32

Vroom's decision tree model has been fully scientifically tested.

Question 33

Vroom's current formulation of the decision tree model includes two types of decision trees.

Question 34

Recent renewed interest in the trait approach to leadership has suggested that all of the following are characteristics of leaders EXCEPT

A) emotional intelligence.
B) cognitive ability.
C) motivation.
D) honesty and integrity.
E) All of these are correct.

Question 35

Sisonke did not vote for a candidate because she thought none of them would be a job-centred leader.Based on this information, to what view of leadership does Sisonke most relate?

A) LPC theory
B) Behavioural approach
C) Vroom's decision tree
D) Trait approach
E) Focus approach

Question 36

Which of the following descriptions applies more to leadership than to management?

A) Producing a degree of predictability and order leading to expected results by various stakeholders
B) Establishing some structure for accomplishing plan requirements
C) Developing a vision of the future
D) Establishing detailed steps and timetables for achieving results
E) Monitoring results and identifying deviations

Question 37

The definition of leadership includes all of the following EXCEPT

A) the ability to affect the perceptions, beliefs and attitudes of others.
B) the effective use of force and/or coercion.
C) a set of characteristics attributed to certain people.
D) that it is both a process and a property.
E) the use of non-coercive influence.

Question 38

Early studies of leadership focused on the traits, or personal characteristics, of leaders.Later research shifted to examine actual

A) member behaviour.
B) focus behaviour.
C) leader behaviour.
D) charismatic behaviour.
E) follower behaviour.

Question 39

One conclusion of the University of Michigan studies was that a leader who focuses on work procedures and performance is exhibiting

A) task-oriented leader behaviour.
B) consideration behaviour.
C) initiating-structure behaviour.
D) employee-centred leader behaviour.
E) job-centred leader behaviour.

Question 40

The goal of the behavioural approach to the study of leadership was to

A) categorise a set of behaviours as effective or ineffective in terms of making decisions.
B) match a set of behaviours with corresponding situations.
C) study the behaviour patterns of several well-known historical leaders.
D) define a standard list of leader characteristics.
E) determine which behaviours were associated with effective leadership.

Question 41

Which of the following is NOT a characteristic of Vroom's decision tree approach?

A) It focuses on the degree to which the leader allows subordinates to participate in decision making.
B) It is presented in the form of decision trees.
C) It assumes that one leader may display various leadership styles.
D) It assumes that a high level of participation in decision making is best for all situations.
E) It attempts to prescribe an appropriate leadership style for any given situation.

Question 42

According to your text, what was the failure of the behavioural approach to studying leadership?

A) It did not move the field beyond the traditional trait theory approach.
B) It was too complicated for practical use.
C) The results of related studies were inconsistent.
D) It tended to specify a set of leader behaviours that would lead to effectiveness in all situations.
E) It only identified important leader behaviours.

Question 43

According to the path-goal theory, leaders can affect subordinates' performance by

A) clarifying which behaviours will lead to desired rewards.
B) identifying important traits of the leader and his or her subordinate.
C) establishing fixed responses to environmental situations.
D) allowing subordinates to set their own goals.
E) evaluating performance and communicating this to the employee.

Question 44

Tasks that are complex, non-routine and ambiguous are considered to be

A) easily understood.
B) favourable.
C) unstructured.
D) the most ideal for decision making.
E) structured.

Question 45

Researchers at Ohio State investigating the issue of stability of leader behaviours over time found that

A) an individual's leadership pattern did not change much in similar situations.
B) the situational context was not an important determinant of leader effectiveness.
C) employees whose supervisors ranked high on consideration had higher performance ratings.
D) leaders who exhibited high levels of consideration and initiating-structure behaviours were most effective.
E) employees whose supervisors ranked high in initiating structure had fewer absences from work.

Question 46

Position power is considered to be low when the

A) subordinate is a member of the out-group.
B) subordinate is a member of the in-group.
C) subordinate's position is more powerful than the leader's position.
D) leader must get job assignments approved by someone else.
E) leader can assign work and recommend promotions.

Question 47

According to the continuum of leadership behaviour proposed by Tannenbaum and Schmidt, managerial characteristics include all of the following EXCEPT

A) the manager's value system.
B) confidence in subordinates.
C) personal inclinations.
D) interest in the problem.
E) feelings of security.

Question 48

According to the Leadership Grid, who would be the most effective leader?

A) The manager who always takes time to chat with employees
B) The manager who rarely takes time to get to know employees
C) The manager who is always trying to improve worker production
D) The manager who always chats with employees and constantly strives to improve worker production
E) The Leadership Grid does not identify a most effective style.

Question 49

One conclusion of the Ohio State studies was that a leader who focuses on subordinates' feelings and ideas is exhibiting

A) task-oriented leader behaviour.
B) consideration behaviour.
C) initiating-structure behaviour.
D) employee-centred leader behaviour.
E) job-centred leader behaviour.

Question 50

The LPC theory of leadership was developed by

A) Charles Greene.
B) Fred Fiedler.
C) Arthur Jago.
D) George Graen.
E) Victor Vroom.

Question 51

In LPC theory, which factor is presumed to have the biggest effect on the favourableness of a situation?

A) Task structure
B) Leader-member relations
C) Leader position power
D) Leader personality
E) Organisational structure

Question 52

According to the Leadership Grid, a manager who is not concerned about production but exhibits high concern for people would be a ____ manager on the grid.

A) 1,9
B) 9,9
C) 9,1
D) 1,1
E) 5,5

Question 53

Which of the following is NOT a part of initiating-structure behaviour, as identified in the Ohio State leadership studies?

A) Subordinates are aware of what is expected of them in their positions.
B) The leader clearly defines leader-subordinate roles.
C) There is mutual trust and respect between the leader and subordinate.
D) Methods for accomplishing the task are determined.
E) Channels of communication are established.

Question 54

Paul, a new hire in the traffic department of an advertising agency, has little confidence in his ability and believes he only got the job because his uncle is the owner of the organisation.According to the path-goal theory of leadership, which type of leadership style is Paul most likely to prefer?

A) Achievement-oriented
B) Cooperative
C) Supportive
D) Directive
E) Participative

Question 55

In the LPC theory, the degree of task or relationship motivation is measured by the

A) managerial grid.
B) lowest performance cycle scale.
C) least-preferred co-worker scale.
D) task-relationship model.
E) least-productive co-worker scale.

Question 56

Fiedler contends that, when a leader's style and the situation are mismatched, the only available course of action is to change the situation through

A) transferring the subordinates.
B) job engineering.
C) transferring the leader.
D) a 'laissez-faire' approach.
E) hiring a consultant.

Question 57

Unlike LPC theory, path-goal theory assumes that

A) leaders can change their behaviours.
B) task motivation is the primary determinant of a leader's style.
C) decisions about appropriate leader style should be made at the top of the organisation.
D) the primary goal of leadership is employee satisfaction.
E) leaders operate best in one type of situation.

Question 58

A major difference between the behavioural approach and the LPC theory of leadership is that

A) the behavioural approach allows for the complex nature of a leader's personality.
B) the behavioural approach views the task-oriented and relationship-oriented traits of a given individual as constant.
C) the LPC theory contends that a leader's effectiveness depends on the situation.
D) the LPC theory views the task-oriented and relationship-oriented traits of a given individual as variable.
E) the behavioural approach presumes that a task-oriented leader will usually outperform a relationship-oriented leader.

Question 59

According to path-goal theory, a leader who is friendly and shows concern for subordinates' status and needs is exhibiting ____ leadership.

A) participative
B) achievement-oriented
C) supportive
D) directive
E) cooperative

Question 60

According to the path-goal theory of leadership, the two types of situational factors that influence how leaders should behave are

A) locus of control and perceived ability.
B) personal characteristics of the leader and environmental characteristics.
C) personal characteristics of the subordinates and locus of control.
D) personal characteristics of the leader and personal characteristics of the subordinates.
E) personal characteristics of the subordinates and environmental characteristics.

Question 61

Vroom's current formulation includes two different decision trees.One tree is to be used when the manager is primarily interested in making a timely decision.The other tree is to be used when the manager is interested in

A) balancing task and relationship behaviours.
B) clarifying the path to desired rewards.
C) increasing subordinate motivation and performance.
D) helping subordinates develop their decision-making skills.
E) eliminating resistance to a chosen alternative.

Question 62

According to the continuum of leadership behaviour proposed by Tannenbaum and Schmidt, subordinate characteristics include all of the following EXCEPT

A) need for independence.
B) understanding of goals.
C) tolerance for ambiguity.
D) readiness to assume responsibility.
E) the problem itself.

Question 63

One conclusion of the Ohio State studies was that a leader who clearly defines the leader-subordinate roles so that subordinates know what is expected of them is exhibiting

A) task-oriented leader behaviour.
B) consideration behaviour.
C) initiating-structure behaviour.
D) employee-centred leader behaviour.
E) job-centred leader behaviour.

Question 64

In LPC theory, which factor is presumed to have the second-biggest effect on the favourableness of a situation?

A) Task structure
B) Leader-member relations
C) Leader position power
D) Leader personality
E) Organisational structure

Question 65

In LPC theory, which factor reflects the extent to which subordinates trust, respect and have confidence in their leader, and vice versa?

A) Task structure
B) Leader-member relations
C) Leader position power
D) Leader personality
E) Organisational structure

Question 66

In LPC theory, which factor is presumed to have the third-biggest effect on the favourableness of a situation?

A) Task structure
B) Leader-member relations
C) Leader position power
D) Leader personality
E) Organisational structure

Question 67

One conclusion of the University of Michigan studies was that a leader who attempts to build effective workgroups with high performance goals is exhibiting

A) task-oriented leader behaviour.
B) consideration behaviour.
C) initiating-structure behaviour.
D) employee-centred leader behaviour.
E) job-centred leader behaviour.

Question 68

According to LPC theory, a situation that has low position power, high task structure and good leader-member relations is

A) maximally favourable.
B) very favourable.
C) moderately favourable.
D) very unfavourable.
E) maximally unfavourable.

Question 69

A manager who is not concerned about people but exhibits high concern for production would be a __________ manager on the Leadership Grid.

A) 1,9
B) 9,9
C) 9,1
D) 1,1
E) 5,5

Question 70

A manager who cares neither about people nor about production would be a __________ manager on the Leadership Grid.

A) 1,9
B) 9,9
C) 9,1
D) 1,1
E) 5,5

Question 71

A manager who has high concern for both people and production would be a __________ manager on the Leadership Grid.

A) 1,9
B) 9,9
C) 9,1
D) 1,1
E) 5,5

Question 72

A middle-of-the-road manager would be a __________ manager on the Leadership Grid.

A) 1,9
B) 9,9
C) 9,1
D) 1,1
E) 5,5

Question 73

In LPC theory, which factor reflects the extent to which the leader can assign work, reward and punish employees, and recommend them for promotion?

A) Task structure
B) Leader-member relations
C) Leader position power
D) Leader personality
E) Organisational structure

Question 74

As a property, _________ is the set of characteristics attributed to those who are perceived to use non-coercive influence successfully.

A) affect
B) behaviour
C) personality
D) management
E) leadership

Question 75

Which of the following represents the ideal manager, according to the Leadership Grid?

A) 1,1
B) 9,9
C) 5,5
D) 9,1
E) There is no single 'ideal' manager according to the Leadership Grid; the ideal depends upon the nature of the situation.

Question 76

In LPC theory, which of the following is appropriate for very favourable as well as very unfavourable situations?

A) Task-oriented behaviour
B) Person-oriented behaviour
C) Production-oriented behaviour
D) Leader-oriented behaviour
E) Employee-oriented behaviour

Question 77

According to Vroom, a manager who makes the decision alone and then announces or 'sells' it to the group is using a __________ style of subordinate participation.

A) delegate
B) consult (group)
C) consult (individually)
D) facilitate
E) decide

Question 78

According to the continuum of leadership behaviour proposed by Tannenbaum and Schmidt, situational characteristics include all of the following EXCEPT

A) group effectiveness.
B) the type of organisation.
C) time pressures.
D) All of these are correct.
E) None of these are correct.

Question 79

In LPC theory, which factor reflects the extent to which a task is routine, simple, easily understood and unambiguous?

A) Task structure
B) Leader-member relations
C) Leader position power
D) Leader personality
E) Organisational structure

Question 80

Vroom's decision tree approach to leadership focuses on which aspect of leader behaviour?

A) Clarification of lines of authority
B) Streamlining communication patterns
C) Meeting subordinates' personal needs
D) Balancing task and relationship activities
E) Subordinate participation in decision making