Deck 12: Leadership in Organizational Settings

Question 1

There are two key components to leadership. The first is the ability to persuade and influence others; the second is that leaders are

A) enablers.
B) performers.
C) change agents,
D) transformers.
E) guides.

Answer 1

enablers.

Question 2

________ exists when employees champion the introduction of new technologies and products.

A) Servant leadership
B) The romance of leadership
C) Shared leadership
D) Directive leadership
E) Supportive leadership

Answer 2

Shared leadership

Question 3

Shared leadership is more likely to occur in work units where the formal leader

A) creates a competitive culture.
B) instills a fear of failure.
C) discourages employees initiative.
D) delegates power to employees.
E) relies on their formal authority.

Answer 3

delegates power to employees.

Question 4

Shared leadership theory states that

A) employees should replace all formal leaders.
B) leaders are born, not made.
C) employees are not capable of fulfilling leadership roles.
D) formal leaders should not try to perform all leadership tasks.
E) leadership is based on formal position in the organizational hierarchy.

Question 5

Leaders who create, communicate, and model a shared vision for the team are using the ________ perspective.

A) transformational leadership
B) path-goal leadership
C) implicit leadership
D) managerial leadership
E) substitute leadership

Question 6

An effective vision is

A) dividing.
B) concrete
C) intersecting.
D) unifying.
E) non-purposeful

Question 7

Effective transformational leaders generate meaning and motivation in followers by relying on

A) sales.
B) metaphors.
C) formal communication.
D) plain language.
E) emojis.

Question 8

As organizations pass milestones towards the strategic vision, leaders build commitment through

A) dishonesty.
B) rewards.
C) punishment.
D) a "do as I say" attitude.
E) force.

Question 9

Effective strategic visions describe a future

A) in which all employees earn higher salaries.
B) that can be separated from values.
C) which has a higher purpose.
D) which is unattainable.
E) that can be immediately adopted.

Question 10

In communicating the strategic visions, transformational leaders should

A) use aggressive influence tactics.
B) distort their vision so that more employees embrace it.
C) be passionate.
D) focus on what could go wrong.
E) asserting their superiority over the team.

Question 11

One way a sales executive could model a vision towards superior customer service is by

A) visiting customers.
B) tying commissions to performance.
C) only interacting with the top sales representatives.
D) implementing customer service rules.
E) dividing the office into competitive teams.

Question 12

________ leadership includes defining and structuring work roles, clarifying employees' work duties and procedures, and providing feedback on work activities.

A) Charismatic
B) Participative
C) Task-oriented
D) Transformational
E) People-oriented

Question 13

Managerial leadership assumes that the organization's objectives are

A) stable.
B) misaligned with the external environment.
C) change focused.
D) transforming.
E) people-oriented.

Question 14

Compared to transformational leadership, managerial leadership tends to be

A) abstract.
B) concrete.
C) macro-focused.
D) imprecise.
E) ineffective.

Question 15

________ leadership is mostly a variation of people-oriented leadership.

A) Path-goal
B) Shared
C) Managerial
D) Transformational
E) Servant

Question 16

The current view is that transformational leadership and managerial leadership are

A) mutually exclusive.
B) out of date.
C) interdependent.
D) not effective.
E) independent of each other.

Question 17

In what way does managerial leadership depend on transformational leadership?

A) Transformational leadership sets the right direction of the organization.
B) Transformational leadership defines the day to day activities that ensure operational excellence.
C) Transformational leadership is a form of managerial leadership.
D) Transformational leadership relies on managerial leadership to define the strategic vision.
E) Transformational leadership needs managerial leaders to communicate and build commitment towards the strategic vision.

Question 18

Which of the following statements is correct regarding servant leadership?

A) Servant leaders only care about meeting company objectives.
B) Servant leaders see their position as one of power.
C) Servant leaders ask "What can you do for me?"
D) Servant leaders are motivated by their own self-interest.
E) Servant leaders are sensitive to moral values.

Question 19

The main premise of ________ is that effective leaders choose one or more leadership styles to influence employee expectations regarding achievement of desired results.

A) path-goal leadership
B) shared leadership
C) managerial leadership
D) transformational leadership
E) servant leadership

Question 20

When team cohesion is low, leaders should use a(n) ________ style.

A) implicit
B) supportive
C) directive
D) transformational
E) participative

Question 21

________ behaviors encourage and facilitate employee involvement in decisions beyond their normal work activities.

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

Question 22

Some research suggests that effective leaders help team members learn to lead themselves through

A) directive leadership.
B) leadership substitutes.
C) participative leadership.
D) achievement-oriented leadership.
E) servant leadership.

Question 23

One limitation of path-goal theory is that

A) it has limited research support.
B) it states that leaders cannot use two styles at the same time.
C) it assumes all leaders are transformational.
D) some contingencies in the model have not been investigated.
E) managers prefer a managerial approach to leadership.

Question 24

According to leadership substitutes theory, which of the following is a potential substitute for people-oriented leadership?

A) enjoyable work
B) intrinsically motivating work
C) self-leadership
D) unskilled and inexperienced employees
E) performance-based rewards

Question 25

Implicit leadership theory states that

A) everyone is capable of being an effective leader.
B) the best leadership style depends on both the characteristics of employees and the environment in which they work.
C) people underestimate a leader's impact on organizational events.
D) people rely on prototypes of how a leader should look and act to evaluate a leader's effectiveness.
E) leaders should act as change agents in organizations.

Question 26

Employees have leadership prototypes, which they use to

A) attribute the actions of leaders to external causes rather than to internal attributes.
B) decide whether they should become a leader rather than a follower.
C) personally engage in shared leadership.
D) decide whether a leader is effective based on their perception of how the leader should look and act.
E) help them interact more effectively with leaders across cultures.

Question 27

Why does the leadership prototype comparison process occur?

A) People want to trust their leader before they are willing to serve as followers.
B) The leader's actual effectiveness is known right away.
C) It is a difficult way of estimating the leader's effectiveness.
D) Leaders are often perceived as less effective when they look and act consistently with observers' prototype of a leader.
E) Socialization within the family and society shape the leader's expectations and acceptance of others as followers.

Question 28

Which of these concepts discusses the tendency of employees to overestimate the leader's influence on organizational outcomes?

A) the romance of leadership
B) servant leadership
C) path-goal leadership
D) transactional leadership
E) managerial leadership

Question 29

Which perceptual process explains why followers inflate a leader's influence on organization outcomes?

A) selective attention
B) self-serving bias
C) fundamental attribution error
D) false-consensus effect
E) halo effect

Question 30

Which of the following is a valuable insight from implicit leadership theory?

A) In assessing a leader's effectiveness, employee perceptions do not matter.
B) Followers do not need to trust leaders as long as they fit the prototype.
C) Leadership is a function of follower's perceptions as much as by a leader's actual behavior.
D) Most followers do not believe leaders can make a difference.
E) Leaders who do not fit the prototype are seen as equally effective as leaders who fit.

Question 31

How do leadership prototypes develop?

A) Prototypes are defined by organizational policy.
B) Prototypes are defined by leaders.
C) Through culture as all cultures share a universal prototype.
D) Through the romance of leadership.
E) Through socialization within families and society.

Question 32

According to the attribute perspective of leadership

A) personal attributes have no impact on leader effectiveness.
B) the best leadership style depends on the situation.
C) introducing specific environmental conditions can replace the need for leaders.
D) leadership is associated with personal characteristic of the person.
E) people tend to inflate the importance of leadership in explaining organizational events.

Question 33

Drive, integrity, and knowledge of the business are

A) three characteristics of charismatic leaders.
B) the main elements of situational leadership theory.
C) personal attributes of effective leaders.
D) three path-goal leadership styles.
E) three of the four elements of the transformational leadership model.

Question 34

Effective leaders are motivated to lead others. In particular, they have

A) a preference for using task-oriented leadership rather than people-oriented leadership.
B) low emotional intelligence.
C) a strong need for socialized power to accomplish organizational objectives.
D) a preference for engaging in managerial rather than transformational leadership.
E) a strong need for personalized power to accomplish organizational objectives.

Question 35

Which of the following is a characteristic of authentic leadership?

A) Effective leaders pretend one possesses leadership qualities.
B) Effective leaders separate their leadership behaviors from their self-concept.
C) Effective leaders rely on a universal leadership style.
D) Effective leaders remove their personal values from their decisions.
E) Effective leaders adopt their own style.

Question 36

The personal attribute perspective of leadership indicates leadership

A) performance.
B) potential.
C) behavior.
D) styles.
E) transformation.

Question 37

Effective leaders have strong moral principles, which are demonstrated through truthfulness and consistency of words with deeds demonstrating the attribute of

A) self-confidence.
B) drive.
C) emotional intelligence.
D) integrity.
E) personality.

Question 38

Which one of the following is not one of the eight leadership attributes identified by recent studies?

A) self-concept
B) emotional intelligence
C) leadership motivation
D) integrity
E) authenticity

Question 39

Leaders have a superior ability to analyze a variety of complex alternatives and opportunities due to their

A) drive.
B) emotional intelligence.
C) integrity.
D) practical intelligence.
E) self-concept.

Question 40

Which of the following statements about emotional intelligence is true?

A) Leaders cannot tell when their conversations are having the intended emotional effect on employees.
B) Leaders are able to recognize and change their own emotional state to suit the situation.
C) Leaders feel pessimistic and defeated due to recent business setbacks.
D) Leaders are not able to recognize and regulate emotions in themselves and in other people.
E) Leaders can think through the relevance and application of ideas in real-world settings.

Question 41

The leadership category called ________ is a universally recognized concept that middle managers believe is characteristic of effective leaders.

A) transformationally charismatic
B) charismatic visionary
C) visionary charisma
D) charismatic leadership
E) cross-cultural charisma

Question 42

How do cultural values relate to leader behavior?

A) Leaders define cultural values.
B) Cultural values have no impact on a leader's actions.
C) There is a universal set of cultural values all leaders need to adopt.
D) Cultural values have no impact on leader behaviors.
E) Culture shape's the leaders values.

Question 43

Studies have found that women, when compared to men, are evaluated negatively as leaders when they

A) empower employees.
B) use a participative style.
C) use a directive style.
D) use coaching.
E) behave according to their followers' expectations.

Question 44

Alicia is the CEO of a struggling company. She has listened to her employees complaints and concerns about where the corporation is going and has developed a new vision that she feels will help develop a common bond throughout the organization. Alicia then hosted a company-wide picnic where she delivered an inspiring speech about the new plans for the business, including her plans for more open communication between management and employees. After her speech, management and employees all participated in trust building exercises, and each employee had a one-on-one conversation with Alicia.

-What type of leadership theory most resembles Alicia's actions?

A) managerial
B) people-oriented
C) task-oriented
D) transformational
E) directive

Question 45

Alicia is the CEO of a struggling company. She has listened to her employees complaints and concerns about where the corporation is going and has developed a new vision that she feels will help develop a common bond throughout the organization. Alicia then hosted a company-wide picnic where she delivered an inspiring speech about the new plans for the business, including her plans for more open communication between management and employees. After her speech, management and employees all participated in trust building exercises, and each employee had a one-on-one conversation with Alicia.

-After encouraging experimentation, what is the next step Alicia should take towards transforming the organization?

A) build commitment to the strategic vision
B) model the strategic vision
C) communicate the strategic vision
D) developthe strategic vision
E) create enthusiasm towardsthe strategic vision.

Question 46

Alicia is the CEO of a struggling company. She has listened to her employees complaints and concerns about where the corporation is going and has developed a new vision that she feels will help develop a common bond throughout the organization. Alicia then hosted a company-wide picnic where she delivered an inspiring speech about the new plans for the business, including her plans for more open communication between management and employees. After her speech, management and employees all participated in trust building exercises, and each employee had a one-on-one conversation with Alicia.

-Alicia is charismatic. What should she be aware of regarding the impact of her charisma on transformation?

A) Charisma stems from her coercive power.
B) Charisma motivates followers through persuasion and trust.
C) Transformational leadership tends to fail when leaders are charismatic.
D) Transformational leadership and charismatic leadership are the same.
E) Charismatic leadership can result in dependent followers.

Question 47

Gemma and Li are both managers at Yang Accounting, a large accounting firm. Each has a very different management style. Gemma is very outgoing and constantly checking on her subordinates to see if there is any way she can help them to complete their projects. She also brings in fresh flowers for the lunchroom weekly and always remembers everyone's birthday. Li is much more introverted and communicates with his subordinates mainly through email, and he has his subordinates submit daily reports on their progress toward the weekly goals he has assigned them.

-Which type of leader is Gemma?

A) servant leader
B) emotional leader
C) path-goal leader
D) task-oriented leader
E) transformational leader

Question 48

Gemma and Li are both managers at Yang Accounting, a large accounting firm. Each has a very different management style. Gemma is very outgoing and constantly checking on her subordinates to see if there is any way she can help them to complete their projects. She also brings in fresh flowers for the lunchroom weekly and always remembers everyone's birthday. Li is much more introverted and communicates with his subordinates mainly through email, and he has his subordinates submit daily reports on their progress toward the weekly goals he has assigned them.

-Which type of leader is Li?

A) servant leader
B) people-oriented leader
C) path-goal leader
D) task-oriented leader
E) transformational leader

Question 49

Integrity, a financial services organization, trains employees to develop new skills and uses coworkers to train new employees, while providing social support in the form of daycare facilities. Integrity management believes that using this system will help replace or reduce the need to micromanage by assigning and clarifying work responsibilities, setting goals and deadlines for employees, establishing performance-based rewards, and establishing well-defined work procedures.

-Which of the following leadership theories is Integrity employing?

A) situational leadership
B) path-goal
C) authentic leadership
D) leadership substitutes
E) personal attributes perspective

Question 50

Integrity, a financial services organization, trains employees to develop new skills and uses coworkers to train new employees, while providing social support in the form of daycare facilities. Integrity management believes that using this system will help replace or reduce the need to micromanage by assigning and clarifying work responsibilities, setting goals and deadlines for employees, establishing performance-based rewards, and establishing well-defined work procedures.

-Setting goals and deadlines, as well as establishing work procedures are a part of the ________ leadership style.

A) supportive
B) transformational
C) directive
D) people-oriented
E) participative

Question 51

Integrity, a financial services organization, trains employees to develop new skills and uses coworkers to train new employees, while providing social support in the form of daycare facilities. Integrity management believes that using this system will help replace or reduce the need to micromanage by assigning and clarifying work responsibilities, setting goals and deadlines for employees, establishing performance-based rewards, and establishing well-defined work procedures.

-Instead of focusing on rewards, Integrity could encourage employees to reach their peak performance by emphasizing ________ behaviors.

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

Question 52

Marcos owns a small business with 12 employees. He is anticipating a large contract in the near future that he hopes will triple his profit and double the number of employees he will hire. Bob has always been a very sociable man and a dependable, hard-working person. He is very worried about his ability to take on twice as many employees and continue on a successful path.

-From the information provided, which of the following best encompasses Marcos's strongest leadership attribute according to the personal attribute perspective?

A) self-concept
B) integrity
C) cognitive intelligence
D) personality characteristics
E) practical intelligence

Question 53

Marcos owns a small business with 12 employees. He is anticipating a large contract in the near future that he hopes will triple his profit and double the number of employees he will hire. Bob has always been a very sociable man and a dependable, hard-working person. He is very worried about his ability to take on twice as many employees and continue on a successful path.

-From the information provided, which of the following best encompasses Marcos's weakest leadership attribute according to the personal attribute perspective?

A) self-concept
B) integrity
C) cognitive intelligence
D) personality
E) practical intelligence

Question 54

List and explain the main personal attributes of leadership.

Question 55

Leaders do not simply motivate. They also enable others to achieve organizational objectives.

Question 56

More than communicating the vision, transformational leaders also need to model it.

Question 57

One variation of task-oriented leadership is servant leadership which states that leaders serve others.

Question 58

A limitation of path-goal theory is that it assumes managers can easily adapt their leadership styles to a given situation.

Question 59

The leadership substitute model implies that if work is intrinsically motivating, the need for people-oriented leadership is reduced.

Question 60

Comparing a leader against a prototype is a quick and accurate way to estimate the leader's future success.

Question 61

Effective leaders never try to regulate emotions in other people.

Question 62

Transformational leadership requires that effective leaders be aware of, feel comfortable with, and act consistently with their values, personality, and self-concept.

Question 63

Recent research has shown that there are no personal attributes that can be associated with effective leaders.

Question 64

Charismatic visionary is a universally recognized leadership category.