Deck 12: Leadership and Followership

Question 1

Which of the following is NOT one of the leadership theory categorization factors?

A)traits
B)attitudes
C)behavior
D)contingency

Answer 1

B

Question 2

The impoverished manager is one who:

A)exerts just enough effort to avoid being fired.
B)creates a happy, comfortable work environment.
C)emphasizes efficient production.
D)maintains the status quo.

Answer 2

A

Question 3

According to Zaleznik's thinking on leaders as distinct personalities, leaders and managers differ along four different dimensions of personality. Which of the following is NOT one of those dimensions?

A)attitudes toward goals
B)relationships with others
C)sense of self
D)internal versus external orientation

Answer 3

D

Question 4

Blake and Mouton's Leadership Grid identifies the country club manager as someone who:

A)exerts minimal effort to get the work done
B)builds a highly productive work team
C)conforms to requirements and applies considerable pressure on employees to perform
D)creates a pleasing, happy work environment and applies minimal supervision

Question 5

A major difference between the Michigan approach to leadership and the Ohio State approach was:

A)the Michigan studies used the LBDQ and the Ohio State studies did not
B)the Michigan studies sampled real managers whereas the Ohio State studies were conducted on students
C)the Michigan studies utilized thinking generated in the trait approach and the Ohio State studies did not
D)the Ohio studies see the dimensions as coexisting where the Michigan studies see them as mutually exclusive

Question 6

According to the Michigan studies on leadership, which of the following statements regarding the emotional climate of the work situation is most correct?

A)Anxiety may be the result of either autocratic or democratic leadership styles.
B)Anxiety is associated with autocratic forms of leadership but not democratic styles.
C)The emotional climate of the work situation is not really affected by leadership style.
D)When evaluating the emotional impact of the respective styles, the characteristics of followers have little importance.

Question 7

The important underlying behaviors of the Ohio State leadership studies are:

A)autocratic and democratic
B)task-centered and concern for production
C)consideration and initiating structure
D)P-oriented and M-oriented

Question 8

According to John Kotter, leadership (in contrast to management) entails:

A)planning and budgeting
B)organizing and staffing
C)problem solving
D)setting a direction for the organization

Question 9

The most pronounced consequence of laissez-faire leadership tends to be:

A)high job satisfaction
B)the development of leadership at lower levels of the organization
C)an organization that is very flexible and responsive to external changes in the market
D)chaos in the work environment

Question 10

Kotter suggests that leadership and management:

A)consist of very similar activities
B)involve the alignment of people to the overall direction of the organization through communication
C)involve the management of major change efforts within the organization
D)are two distinct, yet complementary systems of action in organizations

Question 11

A major difference between trait and behavioral theories of leadership is:

A)trait theories, unlike behavioral theories emphasize the leader as opposed to the situation
B)trait theories help organizations train and develop leaders rather than select them
C)trait theories emphasize personality & ability attributes versus actions and abilities
D)trait theories emphasize personality & ability attributes versus the characteristics of the followers themselves

Question 12

Trait leader theories focus on all the following except:

A)intelligence
B)personality characteristics
C)physical attributes
D)situational characteristics

Question 13

According to the Leadership Grid approach to leadership, the manager who exerts just enough effort to avoid being fired would be consistent with what position on the grid?

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

Question 14

Which of the following is NOT a behavior of initiating structure?

A)organizing the work environment
B)establishing lines of communication and authority
C)assigning employees to tasks
D)encouraging mutual respect and interpersonal trust

Question 15

Which of the following statements best reflects the support for trait theories to identify universal distinguishing attributes of leaders?

A)Trait studies have identified physical attributes as being more important to leadership than personality or leader abilities such as intelligence.
B)When looking at physical attributes, height has been the indicator of a leader attribute with universal generalizability.
C)Findings on traits as a basis for explaining leader effectiveness are neither strong nor uniform.
D)Trait theory studies have tended to conclude that there are strong implications for training and development rather than selection.

Question 16

When comparing autocratic leadership style to democratic leadership style, democratic leaders:

A)are more directive and less likely to allow follower initiative
B)force compliance to rules and procedures
C)do not closely supervise and allow employee initiative and decision making
D)require more structure in the work environment

Question 17

All of the following are autocratic leader characteristics except:

A)strongly controlling work relationships
B)explicit work orders and minimal follower flexibility in application of work rules
C)highly structured work situation and close supervision
D)employee-centered

Question 18

When considering the type of leadership style exhibited according to the behavioral theories, which of the following is most accurate?

A)The specific situation is important because the leader's style varies with each situation.
B)The emotional atmosphere of the work environment has not been associated with a particular leadership style.
C)Situational characteristics are not important because the leader's style does not vary over different situations.
D)Laissez-faire leadership is similar to the employee-centered or subordinate-centered approach to leadership.

Question 19

Trait theories of leadership attempt to:

A)fit traits to various situations
B)emphasize the situation in classifying approaches to leadership
C)suggest leaders are born and not made
D)focus on leaders physical attributes, personality, and abilities

Question 20

According to the Michigan studies on leadership, a work environment characterized by constant influence attempts on the part of the leader through closer supervision or written rules and regulations is likely the result of:

A)autocratic style
B)subordinate-centered style
C)employee-centered style
D)production-oriented style

Question 21

According to the Vroom-Yetton-Jago normative decision model, all of the following are possible appropriate decision-making strategies except:

A)authoritative
B)democratic
C)laissez-faire
D)consultative

Question 22

According to Fiedler's leadership research, high LPC (relationship-oriented) leaders are most successful in situations where:

A)leader-member relations are poor, the task is unstructured, and position power is weak
B)leader-member relations are poor, the task is structured, and position power is strong
C)leader-member relations are good, the task is unstructured, and position power is weak
D)leader-member relations are good, the task is structured, and position power is weak

Question 23

The key situational variable of the Hersey-Blanchard leadership model is:

A)task structure
B)type of power
C)maturity level of employees
D)leader-follower relationships

Question 24

As a manager using Fiedler's approach to leadership, which of the following interventions would be most effective?

A)Insure that you recruit leaders with flexible leadership approaches.
B)When you find a misfit between the leader and the situation, provide the necessary training to remedy the lack of fit.
C)Constantly monitor leadership orientation through the LPC to detect any change in orientation.
D)Reengineer the situation to fit the leader's predisposition.

Question 25

The path-goal theory assumes that leaders:

A)adapt their behavior and style to fit the characteristics of the followers
B)adapt their behavior and style to fit the characteristics of the environment in which they work
C)structure the situation so as to best fit their leader style
D)adapt their behavior and style to fit the characteristics of the work environment and followers

Question 26

In the Hersey-Blanchard leadership model, the leadership style most appropriate with very mature followers is:

A)autocratic
B)delegating
C)democratic
D)employee-centered

Question 27

Situational favorableness using Fiedler's model consists of which three dimensions?

A)initiating structure, position power, and leader-member relations
B)initiating structure, task structure, and position power
C)task structure, leader-member relations, and production orientation
D)position power, leader-member relations, and task structure

Question 28

The variables used to determine the most appropriate leader behavior in House's path-goal theory are:

A)position power and leader-member relations
B)leader behavior style and follower style
C)authority and task characteristics
D)follower characteristics and task characteristics

Question 29

Fiedler would advocate which of the following in effecting a match of the leader to a favorable leadership situation?

A)leader behavior training
B)follower skill training
C)better selection and assignment of leaders
D)reengineer the situation

Question 30

According to Blake and Mouton and their Leadership Grid, a manager with a high concern for production and low concern for people would be in what position on the grid?

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

Question 31

The path-goal theory of leader effectiveness by Robert House is based on:

A)the equity theory of motivation
B)the goal setting theory of motivation
C)the expectancy theory of motivation
D)McGregor's Theory Y approach to motivation

Question 32

As a supervisor, you find yourself in a situation where you have good relationships with employees, the task is structured, and you have and can exercise strong position power. Your leadership behavior and style should be:

A)employee-centered
B)very controlling with extremely close supervision
C)task-oriented
D)autocratic

Question 33

According to Fiedler, the effectiveness of leaders is dependent on:

A)the favorableness of their situation
B)the least preferred coworker
C)task structure
D)position power

Question 34

Contingency theories of leadership, in determining appropriate leader behavior and style, focus strongly on:

A)follower characteristics
B)the importance and characteristics of the situation as well as particular traits
C)traits of the leader
D)task characteristics and work schedules

Question 35

The LPC scale is:

A)an attitudinal scale that measures leadership style
B)a projective technique that evaluates the person a leader has least preferred to work with
C)highly reliable
D)an instrument that evaluates the type of person a leader likes least

Question 36

The theories of leadership concerned with identifying the specific leader behaviors that are most effective in specific leadership situations would be:

A)trait theories
B)behavioral theories
C)contingency theories
D)transformational theories

Question 37

According to the contingency theory developed by Fiedler, what is the most appropriate action where it is found there is a misfit between the leader and the situation?

A)Attempt to change the leader's behavior through training.
B)Remove the leader and replace him/her with someone that will result in a fit.
C)Reengineer the leader's situation to fit the leader's basic predisposition.
D)Develop better assessment techniques for leaders as well as group members.

Question 38

The Vroom-Yetton-Jago normative decision model helps leaders and managers know:

A)when to change the decision situation or style of the leader
B)how to identify what leadership style is most appropriate through the administration of the LBDQ
C)when to have employees participate in the decision-making process
D)how to focus on task characteristics, leader-member relations, or the position power of the leader

Question 39

Which of the following is NOT one of the leader behavior styles one can choose from when using the path-goal theory of leader effectiveness?

A)directive
B)participative
C)relationship-oriented
D)achievement-oriented

Question 40

Fiedler recommends that managers, in order to be effective, should:

A)change their leadership style to fit the situation
B)carefully assess and diagnose the situation
C)adjust their position power
D)treat employees differently depending upon the task

Question 41

In the Hershey-Blanchard situational leadership model, maturity is determined by:

A)a follower's level of moral development
B)a follower's age and years of experience
C)a follower's emotional quotient or IQ
D)a follower's ability and willingness to accept responsibility for completing work

Question 42

The leadership approach which recognizes that leaders may form different relationships with followers is:

A)the substitute for leadership approach
B)followership theory
C)LMX theory
D)transactional theory

Question 43

Charismatic leadership:

A)is very different than transformational leadership
B)is based on actions and behaviors
C)becomes a very effective leadership approach when combined with personalized power motivation
D)has great potential for high levels of achievement but also risks of destructive courses of action

Question 44

Howard Schultz, CEO of Starbuck's, is attempting to re-ignite Starbuck's emotional attachment with the Starbuck's brand and streamline the company's international expansion. Schultz is using his charisma along with inspirational motivation and intellectual stimulation to change Starbuck's. This reflects what type of leadership?

A)Transactional
B)Leader-member Exchange
C)Path-Goal Leadership
D)Transformational

Question 45

The basic idea behind leader-member exchange theory is:

A)followership is based on member perceptions of equity
B)leaders form two groups of followers (in-groups and out-groups)
C)leaders develop relationships with followers based on the principle of who does what and how much for whom
D)that followership depends on the degree that a task is satisfying

Question 46

In contrast to leadership, the topic of followership has:

A)been viewed as not highly differentiated versus leadership
B)been viewed from a traditional perspective as passive
C)not been extensively researched
D)not endorsed the view that the follower role is an active one with potential for leadership.

Question 47

The telling style of leadership in the Hersey-Blanchard leadership model entails:

A)consideration and low concern for the task
B)low concern of relationships and strong initiating structure
C)low relationship concern for task and employees
D)high consideration and task orientation

Question 48

Transformational leaders have been found to:

A)inspire followers to perform beyond expectations
B)be someone who possesses superhuman, or even mystical qualities
C)think the same as transactional leaders
D)be more or less successful depending on the situation

Question 49

Emotional intelligence is made up of all of the following competencies except:

A)higher cognitive functioning
B)self-awareness
C)adaptability
D)empathy

Question 50

Charismatic leadership rests greatly with _____ power.

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

Question 51

Recent research on LMX theory has revealed the surprising result that:

A)increased communication between the supervisor and in-group members tends to lead to lower performance ratings
B)decreased communication between the supervisor and out-group members tends to lead to higher performance ratings
C)there was not any difference between in-group or out-group members on performance ratings when the communication between the supervisor and in/out-group members increased
D)increased communication between the supervisor and out-group members may lead to lower performance ratings

Question 52

Follower motivational training would be LEAST successful with:

A)survivors
B)sheep
C)yes people
D)alienated followers

Question 53

A multidimensional construct that includes transformational, charismatic, or transactional leadership as the situation might demand is known as:

A)Contingency Leadership
B)Authentic Leadership
C)Inspirational Leadership
D)Leadership Grid Approach

Question 54

The positive face of charismatic leadership is most strongly associated with:

A)personalized power motivation
B)socialized power motivation
C)situational contingencies
D)actions and behaviors

Question 55

Transformational leaders:

A)inspire and stimulate followers to high performance levels
B)use reward and punishment to shape employee behavior
C)rely on contractual arrangements to manage employees
D)use legitimate and reward power

Question 56

The glass cliff refers to:

A)preventing women from taking on difficult leadership situations
B)men perceiving women as less suited to difficult leadership positions due to their lack of decision making experience
C)a trend in organizations to place more women in difficult leadership situations
D)women perceiving difficult leadership situations as situations to avoid due to inherent risk of failure

Question 57

Authentic leaders are characterized by all of the following EXCEPT:

A)high levels of hope
B)optimism
C)resilience
D)benevolence

Question 58

The ability of a leader to create a vision and convince others to become a part of it, even skeptics, is known as:

A)transactional leadership
B)reality-distortion field
C)out-group leadership persuasion
D)the positive use of selling as reflected in the Situational Leadership Model

Question 59

Followers who tend to be passive but capable of independent and critical thinking are:

A)alienated
B)effective
C)sheep
D)survivors

Question 60

Which of the following statements best characterizes emotional intelligence and leadership?

A)While most people gain emotional intelligence as they age, everyone starts with the same amount.
B)Leadership can be learned; unfortunately, emotional intelligence is given.
C)Emotional intelligence can be learned through honest feedback.
D)Leaders with low emotional intelligence don't necessarily make poor decisions or lose their effectiveness.

Question 61

According to LMX theory, out-group members are more likely to support the values of the organization and become models of appropriate behavior.

Question 62

The Leadership Grid approach to leadership evaluates the (9,9) team manager as the very best style of managerial behavior.

Question 63

Transformational leaders inspire and excite followers to high levels of performance.

Question 64

John Kotter suggests that leadership and management are two distinct, yet complementary systems of action in organizations. Specifically, he believes that effective leadership controls complexity in the organization and its environment while management produces useful change in organizations.

Question 65

Transactional leaders use formal rewards and punishments to manage followers.

Question 66

Autocratic leaders tend to be task oriented and utilize initiating structure behavior.

Question 67

Fiedler's position power variable is the same as reward power in the French-Raven model.

Question 68

When the task is difficult and employees are highly trained, a directive style of leadership should be used.

Question 69

The situational leadership model by Hersey and Blanchard suggest that a leader's behavior should be adjusted to the maturity level of the followers.

Question 70

Trait theories of leadership place emphasis on the leader's ability to develop meaningful interpersonal relationships with employees.

Question 71

According to Kotter, effective leadership produces useful change.

Question 72

One finding of research on LMX theory shows that members of the out-group who communicate more often with their superiors tend to receive lower performance ratings.

Question 73

Which of the following is NOT a conclusion drawn by the text authors concerning the role and importance of leadership?

A)Different situations call for different leadership styles and behavior.
B)No two leaders are the same.
C)There is no one best leadership style but there are organizational preferences in terms of style.
D)Good leaders are not likely to be good followers.

Question 74

The Michigan leadership studies are part of the evidence accumulated for behavioral theories of leadership and emphasize the implications of leadership style for the emotional atmosphere in the work environment.

Question 75

When a leader has strong position power, the task is moderately structured, and leader-member relations are good, a laissez-faire leadership style is appropriate.

Question 76

The path-goal approach to leadership is based on expectancy theory and postulates that the basic role of the leader is to enhance follower motivation so that the followers are able to experience need gratification.

Question 77

Dimensions used to classify followers include:

A)active/passive, critical/uncritical thinking, and independent/dependent
B)active/passive, dialectic/socratic thinking, and independent/interdependent
C)active/neutral, dialectic/socratic thinking, and independent/interdependent
D)active/passive, critical/uncritical thinking, and independent/interdependent

Question 78

The Michigan leadership studies saw the dimensions of leadership as coexisting.

Question 79

Comparing the work environments under autocratic and democratic leadership is easier than attempting to compare work environments under laissez-faire leadership.

Question 80

Leaders agitate for change and new approaches, managers advocate stability and the status quo.