Deck 12: Leadership

Question 1

Coercive, legitimate and referent are all types of:

A) leadership styles outlined by Bernard Bass in his transformational leadership model.
B) rewards possible in the situational leadership theory.
C) horizontal communication networks.
D) power which leaders in organisations may have.

Answer 1

power which leaders in organisations may have.

Question 2

An example of ____________ power may be a manager who grants promotions, assigns more interesting projects and/or grants time off:

A) reward
B) absolute
C) expert
D) coercive

Answer 2

reward

Question 3

A person who has access to and control of important organisational information concerning operations and future plans is said to possess:

A) operational power.
B) information power.
C) hierarchical power.
D) legitimate power.

Answer 3

information power.

Question 4

A person who is admired, liked and respected to the extent that others are willing to follow and exhibit loyalty toward that person is said to possess:

A) reward power.
B) legitimate power.
C) referent power.
D) expert power.

Question 5

The use of different types of power has been analysed to highlight the subordinates' reactions to the various leadership styles. It was found that a commitment reaction is LESS likely to occur with the use of:

A) referent power.
B) legitimate power.
C) information power.
D) coercive power.

Question 6

The comparison of types of power used by leaders with types of outcomes likely by subordinates shows that the commitment outcome is MOST likely to occur with the use of:

A) referent or legitimate power.
B) expert or referent power.
C) information or reward power.
D) legitimate or reward power.

Question 7

The comparison of types of power used by leaders with types of outcomes by subordinates suggests that the resistance outcome is MOST likely to occur when the type of power used is:

A) information power.
B) coercive power.
C) legitimate power.
D) reward power.

Question 8

Burton suggests that there are a number of benefits associated with employee empowerment. Which statement below has NOT been suggested by Burton?

A) good decision-making abilities in subordinates are developed.
B) employees do not need to work as hard to achieve organisational goals.
C) employees are more guided and inspired.
D) special work knowledge is increased.

Question 9

Which of the following is NOT a trait?

A) height
B) originality
C) technical competence
D) age

Question 10

Bartol suggests that the significance of identifying leadership behaviours would be to:

A) ensure that the correct person is employed in a leadership position.
B) assist people to learn effective behaviours leading to successful leadership.
C) identify or 'spot' young employees with a desired trait.
D) ensure that resources are not wasted by training people who lack the necessary behaviours.

Question 11

The University of Iowa researcher Kurt Lewin and his colleagues conducted some of the early leadership studies. They identified or concentrated on which of the following sets of leader behaviours?

A) employee-centred and job-centred
B) female and male
C) autocratic, democratic and laissez-faire
D) telling, selling, participating and delegating

Question 12

Kurt Lewin and his colleagues at the University of Iowa conducted some of the early leadership studies. The ______________ style of leadership proved to be the least effective:

A) laissez-faire
B) autocratic
C) female
D) task-oriented

Question 13

Leaders who make unilateral decisions and limit worker knowledge of goals to the next step are using which style of leadership?

A) democratic
B) autocratic
C) laissez-faire
D) subordinate/leader

Question 14

One research study of leadership behaviour concluded that there is a continuum of leader behaviours from 'manager makes decision and announces it' at one end to 'manager permits subordinates to function within limits defined by superior' at the other. This model was developed by:

A) Fiedler and Garcia.
B) Tannenbaum and Schmidt.
C) Bass.
D) Owens and Plumlee.

Question 15

Tannenbaum and Schmidt indicated there are three forces which help determine the leader behaviour pattern a manager should adopt. The three are forces within themselves, forces within the situation and forces within:

A) the hierarchy.
B) their own bosses.
C) their subordinates.
D) the task environment.

Question 16

Two particular behaviours became the major focus of the Ohio State studies of leader behaviour - initiating structure and:

A) male behaviour.
B) consideration.
C) relationship oriented.
D) transformational.

Question 17

The Ohio State studies of leadership differed most conspicuously from similar studies at the University of Michigan in that the Ohio State studies:

A) concentrated on the differences between managers at different levels of the organisation.
B) used only the data collected during inductions of men into the US Army during World War I.
C) focused on types and patterns of rewards different managers use.
D) identified two continuums of leader behaviours and not just one.

Question 18

The results of the Ohio State studies of leader behaviour were, apparently, big news in management at the time, especially with their suggestion that the high-high leader behaviour was so effective. According to Bartol, this approach 'fell from favour' primarily because:

A) it was based on a sample of leaders that was too small.
B) it was contradicted by the newer findings of the University of Michigan studies.
C) it turned out to be too simplistic.
D) it was disproved by the re-analysis of trait theory conducted by R. D. Mann.

Question 19

Blake and McCanse's leadership grid differs from the Ohio State studies because:

A) it focuses on leaders' behaviours.
B) the approach uses parallel leader attitudes.
C) the grid uses a diagonal approach to leader attitudes.
D) a manager's position is fixed on the grid.

Question 20

Which statement below is NOT correct? Recent studies show that male and female leaders are:

A) similar in interpersonal behaviour.
B) similar in task behaviour.
C) effective in achieving job satisfaction and performance.
D) more equally represented in major firms.

Question 21

There are a number of variations in leadership styles across countries or cultures. Which statement below is NOT correct?

A) United States managers tend to downplay individual needs and desires.
B) European managers tend to be more people-centred.
C) Japanese managers tend to value short-term outcomes.
D) Australian managers tend to use the short-term focus.

Question 22

A glass ceiling currently prevents individuals from minority ethnic communities from attaining top-level positions. A number of solutions have been suggested to address this issue. They include:

A) expanded traditional executive-recruitment networks.
B) formal career-development programs.
C) workforce diversity programs.
D) all of the given answers.

Question 23

Fiedler's contingency model, the normative leadership model, and Hersey and Blanchard's situation theory and path-goal theory are all considered to be ______________ theories of leadership.

A) hierarchical
B) contingency
C) behavioural
D) outdated

Question 24

According to Fred Fiedler's theory of leadership, a leader who has a high LPC score:

A) has passed the training program and is ready for assignment.
B) is more effective using the transactional style of leadership.
C) is comfortable using more rules and procedures.
D) is likely to be more people-motivated.

Question 25

Fiedler's contingency theory of leadership holds that leaders should be matched carefully with specific kinds of situations. Further, he indicates that the favourableness of situations is determined by the leader-member relations, the position power and the:

A) task structure.
B) size of the group.
C) rewards available.
D) strategic goals of the organisation.

Question 26

The Vroom and Yetton normative leadership model, revised by Vroom and Jago, looks at a rather narrow, but important, aspect of managerial leadership. Specifically, it helps to assess important situational variables to help determine:

A) the maturity of followers.
B) the extent to which subordinates should be included in decision making.
C) the favourableness of the situation for the leader.
D) whether transactional or transformational style is more appropriate.

Question 27

The Vroom-Jago expanded normative leadership model of leader behaviour identifies possible leader behaviour styles in terms of:

A) task-centred or people-centred methods.
B) task-oriented or relationship-oriented methods.
C) autocratic, consultative or group methods.
D) transactional or transformational methods.

Question 28

The questions 'How important is subordinate commitment to the decision?' and 'Do subordinates share the organisational goals to be attained in solving this problem?' are two of a series of questions asked in the process of using _____________ model of leader behaviour.

A) Hersey and Blanchard's situational leadership
B) Kurt Lewin's University of Iowa
C) Tannenbaum and Schmidt's leader behaviour continuum
D) Vroom and Jago's expanded normative leadership.

Question 29

The Hersey and Blanchard situational leadership theory holds that leaders should alter their behaviours depending on:

A) the readiness of followers.
B) the favourableness of the situation.
C) the relative strength of the organisation compared with its competition.
D) the age and the experience they have.

Question 30

The Hersey and Blanchard situational leadership theory focuses on two leader behaviours that are very similar to the two behaviours first identified in the:

A) Ohio State studies.
B) University of Michigan studies.
C) studies conducted at the University of Iowa by Kurt Lewin.
D) Fiedler and Garcia cognitive resource model.

Question 31

Ability and willingness of followers helps to determine the style of leadership which would be most effective according to the leadership model proposed by:

A) Hersey and Blanchard.
B) Bass.
C) House.
D) Lewin.

Question 32

According to the Hersey and Blanchard situational leadership theory, if followers are 'able' but are 'unwilling', the suggested leadership style which should be the most effective is:

A) telling.
B) selling.
C) participating.
D) delegating.

Question 33

Applying the situation leadership theory, the leadership style that is most appropriate when followers are able to take responsibility but are too insecure to do so is:

A) participating.
B) delegating.
C) selling.
D) telling.

Question 34

Perhaps the critical key to the Hersey and Blanchard situational leadership theory, is that:

A) leader behaviour must change based on one situational factor, the readiness of followers
B) that leader behaviour must remain constant, regardless of the situation
C) there are two continuums, not just one, to describe acceptable limits of leader behaviour
D) none of the given answers.

Question 35

The path in the path-goal leadership theory is best described as:

A) the climb up the chain of command.
B) the path to high quality and high quantity of output.
C) the three elements of the expectancy theory of motivation.
D) the attainment of all extrinsic awards available.

Question 36

According to the path-goal leadership theory, a manager who involves his employees in decision making shows evidence of the leader behaviour best described as being:

A) directive.
B) supportive.
C) participative.
D) achievement-oriented.

Question 37

Bernard Bass's notion of transactional leadership most closely resembles:

A) Fiedler and Garcia's cognitive resources model.
B) the laissez-faire model from the University of Iowa studies.
C) House's path-goal theory.
D) the motivator category of Fred Herzberg's two-factor theory of motivation.

Question 38

The leadership behaviour that best describes helping subordinates to perform at expected levels by helping them to recognise task responsibilities, to identify goals, to acquire confidence about meeting desired performance levels, and to recognise that rewards and need satisfaction are linked to goal achievement is called:

A) transformational.
B) participative.
C) transactional.
D) high initiating structure.

Question 39

According to Bass, three leader factors are particularly important to transformational leadership. They are individualised consideration:

A) task centredness and relationship centredness.
B) moderate assertiveness and high intelligence.
C) intellectual stimulation and charisma.
D) achievement-oriented behaviour and democratic behaviour.

Question 40

There appear to be a number of cases in which leadership is unnecessary and/or ineffective. This may occur when certain 'neutraliser' factors are present in a particular situation. When neutralisers are present, Bartol suggests the leader should:

A) try to alter the situation so that the neutraliser does not interfere with leadership.
B) rejoice because the leader's load is temporarily reduced.
C) try to duplicate this situation in other work group areas because the evidence supports a participative behaviour.
D) appoint one of the followers to be the temporary leader.

Question 41

The text has linked the organisational life-cycle model with Bass's transformational leader model. Specifically, the authors indicate there are two stages in the life-cycle model which are better suited for transformational leadership emphasis than for transactional leadership. Those two stages are the elaboration-of-structure stage and the:

A) collectivity stage.
B) entrepreneurial stage.
C) organisational stage.
D) formalisation and control stage.

Question 42

The power that a leader may have, which is derived from the position that he or she holds in an organisation, is called expert power.

Question 43

It was initially believed that great leaders were born, rather than made. When the work was reanalysed, researchers discovered that successful leaders demonstrated specific traits that were not necessarily inherited. They include originality and/or interpersonal skills.

Question 44

According to Conger & Kanungo (1987) charismatic leaders have been shown to rely on referent and expert power.

Question 45

Compliance, commitment and resistance are the three types of subordinate reaction.

Question 46

In today's complex and sophisticated environment, teamwork has become extremely important. A team leader should ideally adopt a supervisory role.

Question 47

Various researchers of leadership eventually discovered that although leader behaviour may work in one situation, it might not work in another. As a result, researchers began developing theories of leadership that take situational factors into consideration. One of the more common names given to this set of theories is leader behaviour theory.

Question 48

The University of Michigan studies of leadership confirmed that job-centred or production-centred approaches were more useful than other approaches.

Question 49

In what ways are managers and leaders the same and different?

Question 50

How do each of the major sources of a leader's power influence subordinate commitment?

Question 51

How does the continuum of leader behaviours by Tannenbaum and Schmidt relate to autocratic, democratic and laissez-faire styles of leadership?

Question 52

Why do you agree or disagree with the Leadership Grid (Blake and Mouton) suggestion as to how leaders should behave?

Question 53

Why are gender (male v female) and cultural differences relevant to the way leaders deal with diversity?

Question 54

What is the basic idea behind Fiedler's contingency model? Explain how it works.

Question 55

How does the normative leadership model work? Give a specific example.

Question 56

Why is the Hersey and Blanchard's situational leadership theory considered to be a contingency theory?

Question 57

How does transformational leadership link to innovation?

Question 58

What substitutes can replace effectively the role of a leader?