Deck 16: Leadership

Question 1

Supportive behavior of leaders is primarily aimed at seeking suggestions from followers regarding business operations to the extent that followers are involved in making important organizational decisions.

Answer 1

False

Question 2

Managerial ability, rather than leadership, is a prerequisite for organizational success.

Answer 2

False

Question 3

Being tough-minded and structured are characteristics associated with managers rather than emerging leaders.

Answer 3

True

Question 4

The trait approach to leadership proposes that leaders are made, not born.

Question 5

The path-goal theory of leadership suggests that the primary activity of a leader is to make desirable and achievable rewards available to organization members who attain organizational goals.

Question 6

According to Tannenbaum and Schmidt, managers who sell decisions can be called subordinate-centered.

Question 7

Consideration behavior is any leadership activity that delineates the relationship between the leader and the leader's followers.

Question 8

A manager who permits the group to make decisions within prescribed limits appears at the center of Tannenbaum and Schmidt leadership continuum and is considered moderately democratic.

Question 9

Fiedler's contingency theory proposes that leaders should change their styles to match the situation.

Question 10

Task structure is determined by the extent to which a leader has control over the rewards and punishments followers receive.

Question 11

The OSU studies concluded that leaders exhibit two main types of behavior, structure behavior and consideration behavior.

Question 12

The Vroom-Yetton-Jago Model is built on the premises that organizational decisions should be of high quality and subordinates should accept and be committed to organizational decisions that are made.

Question 13

The move from a boss-centered style to a subordinate-centered style means some loss of certainty about how problems should be solved.

Question 14

Follower maturity, as defined by the Hersey-Blanchard life cycle theory, is not necessarily linked to chronological age.

Question 15

In the AII decision style, presented in the VYJ model, manager and subordinates meet as a group to discuss the situation, but the manager makes the decision.

Question 16

A major drawback of the VYJ model is that it cannot be used for determining when a leader should use which decision style.

Question 17

A manager makes sure the job gets done whereas a leader cares about and focuses on the people who do the job.

Question 18

A considerate leader would be more effective than a structuring leader when the leader-member relations are good, the task structure is weak, and the leader position power is weak.

Question 19

Pygmalion effect is observed when the leaders display job centered behavior rather than being employee centered.

Question 20

An inexperienced man has just been hired as a salesperson in a men's clothing store. According to the life cycle theory, a low-task/high-relationship style of leadership should be maintained to effectively manage this person.

Question 21

Which of the following leadership facets is highlighted in the Tannenbaum and Schmidt Leadership Continuum?

A) employee motivation
B) communication
C) workforce controlling
D) decision making
E) employee training

Question 22

Which approach to leadership suggests successful leadership requires a unique combination of leaders, followers, and leadership situations?

A) the trait approach
B) the situational approach to leadership
C) transformational leadership
D) contingency approach
E) the behavioral approach

Question 23

According to Tannenbaum and Schmidt, one extreme of the continuum is boss-centered leadership where ________.

A) the manager presents tentative decisions as subject to change
B) the manager sells decisions to subordinates
C) the manager defines limits and asks the group to make the decision
D) the manager presents ideas and invites questions
E) the manager makes the decision and announces it to the subordinates

Question 24

Leading mainly emphasizes ________.

A) performance evaluation and control
B) organizational performance
C) organizational productivity
D) behavioral issues of employees
E) individual performances

Question 25

Some employees crave a greater degree of freedom in working. These employees are most likely to have ________.

A) low interest in problem solving
B) high emotional intelligence
C) moderate intellectual capabilities
D) high tolerance for ambiguity
E) high level of structured behavior

Question 26

In servant leadership, leaders view their primary role as helping their followers.

Question 27

Transformational leaders instruct followers on how to meet the special organizational challenges they face.

Question 28

A manager displays the highest degree of subordinate-centered leadership when he or she ________.

A) permits subordinates to function within limits defined by superior
B) defines the limits and asks the group to make decision
C) presents a problem and gets suggestions from subordinates before making decisions
D) presents a tentative decision subject to change based on follower opinions
E) suggests ideas and invites questions from the followers

Question 29

Which of the following statements is consistent with the trait approach to leadership?

A) Good leaders change their behaviors based on the situation.
B) Emotional maturity and stability are important characteristics of leaders.
C) Leaders should be reactive rather than proactive.
D) People who have the skill to participate socially become ineffective leaders.
E) Past achievements are not significant determinants of leadership.

Question 30

Which approach to leadership views the personal characteristics of an individual as the main determinants of how successful that individual could be as a leader?

A) behavior approach
B) situational approach
C) characteristic approach
D) trait approach
E) follower approach

Question 31

Entrepreneurial leaders approach each mistake as if it is a significant error rather than a smaller error that will be neutralized by the normal functioning of the organization.

Question 32

The central theme of leadership is ________.

A) rational assessment and handling of business situations
B) ensuring that the organization produces high quality products
C) the rational selection of goals and purposes
D) getting things accomplished through people
E) reducing the overall cost of the organization

Question 33

A major drawback of superleadership is that the followers tend to be over-dependent on the leader to obtain directions and perform tasks.

Question 34

Carrie Bell is the CEO of a leading electronics manufacturer. She bases her managerial recruitments entirely on aspects such as the prospect's intelligence quotient, emotional maturity, dependability, persistence, and the drive for continuing achievement. This shows that Carrie believes in the ________ approach to leadership.

A) behavioral
B) transformational
C) trait
D) entrepreneurial
E) employee-centered

Question 35

Albert, the operations manager of an FMCG company, wants to appoint an office manager who will be in charge of the support staff. He believes leadership traits are important to managers and decides to analyze the leadership skills of the individuals who have applied for this position. He uses the Tannenbaum and Schmidt Leadership continuum to assess their abilities.
Which of the following leadership aspects would be most significant when choosing the manager based on the Tannenbaum and Schmidt Leadership Continuum?

A) employee motivation
B) communication
C) workforce controlling
D) decision making
E) employee training

Question 36

A leader who coaches identifies inappropriate follower behaviors and suggests how they can correct that behavior.

Question 37

A manager who has the tendency to "sell" his or her decisions is most likely to:

A) be on the right-hand side of the Tannenbaum and Schmidt Leadership Continuum
B) remain a follower-friendly and popular leader
C) give up his authority to increase effectiveness
D) identify the problem and make decisions independently
E) seek the opinion of employees before implementing decisions

Question 38

Which of the following is a valid observation of management and leadership?

A) Leading is not a part of the influencing function.
B) Leading is synonymous to managing in most cases.
C) Leadership is considered a subset of management.
D) Leading is much broader in scope than managing.
E) Leadership mainly emphasizes non-behavioral issues.

Question 39

Albert, the operations manager of an FMCG company, wants to appoint an office manager who will be in charge of the support staff. He believes leadership traits are important to managers and decides to analyze the leadership skills of the individuals who have applied for this position. He uses the Tannenbaum and Schmidt Leadership continuum to assess their abilities.
Albert decides to select a person who is likely to show the highest degree of subordinate-centered leadership behavior. Which of the following descriptions of a candidate's previous leadership experience supports this style of leadership?

A) The candidate allows subordinates to function independently within defined limits.
B) The candidate seeks the opinion of the subordinates before making an important decision.
C) The candidate conducts a poll after making a decision to evaluate the decision's effectiveness.
D) The candidate is in the habit of presenting a tentative decision that is subject to change based on the opinions of the subordinates.
E) The candidate usually suggests ideas to the group and invites questions and opinions from the followers.

Question 40

Which of the following is the most important force within managers that influences their determination of how to make decisions as a leader?

A) nature of the task
B) sense of group effectiveness
C) tolerance for ambiguity
D) support from followers
E) interpersonal skills

Question 41

According to the Life Cycle Theory, the ability of followers to perform their jobs independently, to assume additional responsibility, and to desire to achieve success is called ________.

A) maturity
B) authority
C) responsibility
D) accountability
E) flexibility

Question 42

According to the OSU studies, the behavior that reflects friendship, mutual trust, respect, and warmth in the relationship between leader and follower is called ________ behavior.

A) internal
B) central
C) consideration
D) structured
E) unstructured

Question 43

Situational theories of leadership, except for Fiedler's theory, are all based upon the concept of ________.

A) leader flexibility
B) follower readiness
C) skills and abilities of managers
D) specific follower skills
E) leader-member relationships

Question 44

A manager meets with his subordinates to discuss problems, but makes the decisions alone. According to the Vroom-Yetton-Jago Model, this manager is using the ________ decision style.

A) AII
B) CI
C) CII
D) GII
E) AI

Question 45

Which of the following is a conclusion derived from the OSU studies on leadership?

A) Individual traits are crucial to leadership effectiveness.
B) Employee-centered leaders are more effective than job-centered leaders.
C) Leaders exhibit structure behavior and consideration behavior.
D) Leadership styles should be linked with various situations.
E) Followers progress from immaturity to maturity in their life cycle.

Question 46

Five styles of decision-making, ranging from autocratic to consultative, are identified in the ________.

A) Fiedler's Contingency Theory
B) Hersey-Blanchard Model
C) Path-goal leadership model
D) Vroom-Yetton-Jago Model
E) Trait theory of leadership

Question 47

According to the Michigan Studies, behavior that focuses primarily on the work a subordinate is doing is known as ________.

A) employee-centered behavior
B) job-centered behavior
C) consideration behavior
D) structure behavior
E) subordinate-centered behavior

Question 48

If subordinates are characterized by ________, it will be appropriate for managers to assume a more autocratic, or boss-centered, approach to making decisions.

A) high tolerance for ambiguity
B) high need for independence
C) moderate intellectual capabilities
D) low levels of aggression
E) low level of job-experience

Question 49

________ is a phenomenon in which the more the leaders believe their subordinates can achieve, the more the subordinates actually achieve.

A) Superleadership
B) Internal orientation
C) Pygmalion effect
D) Position power transformation
E) Motivational effect

Question 50

If the time available to come to a decision on a problem is very limited, it is more likely that ________.

A) the manager will leave the subordinates to make the decision
B) the skills of the subordinates will be effectively used
C) the level of confidence the manager has in followers will be high
D) the skills of the manager as a decision-maker will play a secondary role
E) the manager will take a boss-centered approach to leadership

Question 51

The life cycle theory of leadership maintains that ________.

A) a manager's leadership style should be independent of the follower's maturity levels and abilities
B) the organization should match individuals with specific leadership situations
C) a manager's leadership style will be effective only if it is appropriate for the maturity level of the followers
D) leadership abilities of an individual increase as he gains experience and decrease after he reaches the maturity level
E) as a manager gains experience he should shift toward a participative style of leadership

Question 52

In which of the following decision styles described in the VYJ model are the subordinates made aware of the problem, expected to provide information to the manager, but do not meet as a group?

A) AI
B) AII
C) CI
D) CII
E) GII

Question 53

Which of the following statements of a manager is consistent with the views expressed by the life cycle theory?

A) Organizational productivity is more important to leadership than individual behaviors.
B) Managers must not use directive style when making decisions concerning employees.
C) Situational approaches to leadership are more effective than the behavioral approaches.
D) Leadership styles depend on the ability of followers to perform jobs independently.
E) Task behaviors and relationship behaviors of managers are independent of each other.

Question 54

Keith is the leader of a project team designated to design new products for a firm. He conducts group meetings and discussions regularly so that all team members are aware of the work progress. Keith ensures that all members participate in the meetings and that all the key decisions regarding product design are made by the team. Keith's style of leadership can be classified as ________ as per the VYJ model.

A) GII
B) CI
C) AI
D) CII
E) AII

Question 55

William Cooley is the manager of a professional football club. He bases his relationship with the players on aspects such as friendship, mutual trust, respect, and warmth in the relationship. Here, William is displaying ________ behavior.

A) intrinsic
B) structure
C) consideration
D) externalist
E) maturity based

Question 56

Bryan is the production manager of a small company that manufactures printed circuit boards. Prior to making a decision, Bryan usually asks for information from his subordinates. However, his subordinates are not always informed about the problem at hand. Which of the following VYJ model decision-making styles does Bryan use?

A) AI
B) AII
C) GII
D) CI
E) CII

Question 57

As the manager of a department store, Joan focuses primarily on the work that each employee at the store is doing and provides rewards purely based on performance. This behavior is called ________.

A) subordinate-centered behavior
B) consideration behavior
C) structured behavior
D) job-centered behavior
E) employee-centered behavior

Question 58

A manager adopts the GII style of decision making. He or she would ________.

A) meet with the group to discuss the situation and allow the group to make decisions
B) make organizational decisions all by himself or herself, without consulting followers
C) ask for information from subordinates but make the decisions alone
D) meet with the followers to discuss the situation, but make the decision alone
E) share the situation with subordinates and asks for information before making the decision

Question 59

The Vroom-Yetton-Jago model is a method for determining ________.

A) when a leader should use which decision style
B) interpersonal dynamics of organizational leaders
C) the motivational appeals necessary to motivate followers
D) leadership traits and motivation of individuals
E) the effectiveness of leaders in various situations handled

Question 60

When most individuals join an organization, they are unable to solve task-related problems independently. According to life cycle theory, what is the appropriate leadership style for these individuals?

A) low task and low relationship
B) low task and high relationship
C) high task and high relationship
D) high task and low relationship
E) moderate task and relationship behavior

Question 61

The objective of superleaders is to ________.

A) increase the legitimate power that organization exerts on individuals
B) increase the positional power that rests on them by obtaining employee support
C) develop followers who need minimal attention from the leader
D) identify inappropriate behavior and suggest methods for correcting that behavior
E) reduce the resistance from employees when the management is making decisions

Question 62

A permissive, passive, and considerate leadership is most appropriate if the leadership situation is characterized by ________.

A) good member relations, weak task structure, and weak leader position power
B) good member relations, weak task structure, and strong leader position power
C) moderately poor member relations, weak task structure, and weak leader position power
D) good member relations, high task structure, and weak leader position power
E) good member relations, high task structure, and strong leader position power

Question 63

Buildtech is a small scale manufacturer of light weight building panels. Ruth Wallace, the CEO of the company, leads the organization by clearly telling employees what to do and how to do it. Here, Ruth is exhibiting ________ behavior.

A) achievement
B) accommodating
C) directive
D) participative
E) supportive

Question 64

Leaders who identify inappropriate behavior in followers and suggest how they might correct that behavior fall into the category of ________.

A) transformational leaders
B) coaching leaders
C) superleaders
D) entrepreneurial leaders
E) path-goal leaders

Question 65

________ theory hypothesizes that in any given leadership situation, success is determined primarily by: (1) the degree to which the task performed by the followers is structured, (2) the degree of position power possessed by the leader, and (3) the type of relationship between the leader and the followers.

A) Path-goal
B) Transformational leadership
C) Superleadership
D) Fiedler's Contingency
E) Life cycle

Question 66

Peter is the sales manager of an insurance company. He believes his primary job is to help his subordinates perform better in order to raise company profits. He considers his personal needs, aspirations, and interests as secondary to helping his subordinates improve. Peter can be considered a(n) ________ leader.

A) super
B) collaborative
C) high-consideration
D) emotionally intelligent
E) servant

Question 67

Which of the following refers to the leadership that inspires organizational success by showing followers how to lead themselves?

A) mentoring leadership
B) entrepreneurial leadership
C) coaching leadership
D) superleadership
E) transformational leadership

Question 68

According to the contingency theory of leadership, ________ is determined by the extent to which the leader has control over the rewards and punishments followers receive.

A) leader-member relations
B) position power
C) task structure
D) power distance
E) motivational structure

Question 69

A leader is engaging in ________ behavior when he sets challenging goals for followers to reach and demonstrates confidence that they will measure up to the challenge.

A) supportive
B) accommodating
C) directive
D) participative
E) achievement

Question 70

Which of the following statements is most closely associated with the concepts of the path-goal theory of leadership?

A) Achievement of organizational goals is more important than the paths used to achieve them.
B) Managers must set the goals for performance and allow employees to select the path they use to achieve the goal.
C) Directive behavior is not appropriate when precise performance goals and procedures exist.
D) Effective leaders are characterized by high degree of acceptance and low task-orientation.
E) Managers can help job performance by showing employees how their performance directly affects reception of rewards.

Question 71

Under which leadership theory does the leader inspire organizational success by profoundly affecting followers' beliefs in what an organization should be, as well as their values, such as justice and integrity?

A) situational leadership
B) path-goal leadership
C) transformational leadership
D) entrepreneurial leadership
E) superleadership

Question 72

________ behavior is aimed at telling followers what to do and how to do it.

A) Supportive
B) Directive
C) Accommodating
D) Participative
E) Achievement

Question 73

According to Fiedler's contingency theory of leadership, which of the following is a primary factor that should be considered when moving leaders into situations appropriate for their leadership styles?

A) participative behavior
B) analytic skills of managers
C) past performances
D) task structure
E) emotional intelligence

Question 74

According to the contingency theory of leadership, ________ is the degree to which the goals and other situational factors are outlined clearly.

A) organizational power
B) task structure
C) internal configuration
D) independence
E) position power

Question 75

Which of the following characteristics is more closely associated with an emerging leader than a manager?

A) independence
B) persistence
C) analytical skills
D) problem-solving ability
E) tough-mindedness

Question 76

Lisa Lewis is the leader of a small research team formed to study the internal operations of a company. She instructs the team-members on how to collect and analyze the data. Lisa is an expert on statistics and the team members are free to approach her for technical help whenever needed. She is also careful to note any inappropriate behavior that may occur in the team and takes immediate measures to guide the person concerned. Lisa can be called a(n) ________ leader.

A) superleader
B) transformational leader
C) entrepreneurial leader
D) coaching leader
E) positional leader

Question 77

Transformational leadership ________.

A) proposes leaders match their style with the maturity levels of their followers
B) proposes that all good leaders possess a set of identifiable traits which are highly desirable
C) is characterized by a charismatic leader who considers the employees' opinion though he or she makes the decisions alone
D) inspires organizational success by affecting followers' beliefs in what an organization should be as well as their values
E) shares the view that leaders' major job is to make decisions that help the organization grow as an independent entity

Question 78

Which of the following is a disadvantage of Fiedler's contingency model of leadership?

A) The model is not suitable to decide leadership style if the task structure is weak.
B) The model may not provide concrete answers to leadership problems.
C) It does not emphasize the importance of situational variables.
D) Leadership behaviors are not considered in this model.
E) Leader-member relations are ignored when selecting a suitable style of leadership.

Question 79

An organization urges its managers to lead employees by showing them how to lead themselves. This strategy is aimed at creating highly productive employees who become more independent and efficient. Which of the following classifications is best suited to describe this leadership approach?

A) transformational leadership
B) mentoring leadership
C) entrepreneurial leadership
D) coaching leadership
E) superleadership

Question 80

Derek Bonnell is the editor of a leading magazine. He rarely exerts positional powers and remains friendly with his subordinates. He also takes cares to accommodate the personal needs of his subordinates as far as possible. Derek is a(n) ________ leader.

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