Deck 11: Leadership and Trust

Question 1

Define leadership and a leader

Answer 1

A leader is someone who can influence others and who has managerial authority.Leadership is the process of leading a group and influencing that group to achieve its goals.

Question 2

The promise of behavioural theories of leadership held that this would be possible.

A)Explaining why successful leaders were successful
B)Being able to train a person to be a leader
C)Picking a leader out of a crowd
D)Eliminating ineffective leaders

Answer 2

B

Question 3

The University of Iowa leadership studies was _________

A)one of the first studies to examine sustainable leadership
B)shut down due to ethical concerns
C)conducted by two psychologists and one corporate CEO
D)one of the first studies of leadership behaviour

Answer 3

one of the first studies of leadership behaviour

Question 4

If a trait theory of leadership were true, then all leaders would possess _________.

A)self-confidence
B)specific traits
C)charisma
D)different traits

Question 5

A high-high leader in the Ohio State studies achieved the highest ratings with respect to _________.

A)employee performance only
B)employee performance for routine tasks only
C)employee satisfaction only
D)both employee performance and satisfaction

Question 6

Ideally, all managers should be leaders.

Question 7

According to the text, a leader is best defined as someone who _________.

A)implements the four management functions
B)can influence others and who has managerial authority
C)is honest and truthful
D)has the ability to create and articulate a realistic vision

Question 8

In the Ohio State studies, _________ refers to how much mutual trust exists between employees and leaders.

A)initiating ideas
B)trust orientation
C)consideration
D)integrity

Question 9

Miguel's's boss encourages employees to participate in the decision-making process, but does not give them complete freedom to do as they like.She has this kind of leadership style.

A)Democratic
B)Laissez-faire
C)Situational
D)Autocratic

Question 10

A democratic consultative leader _________.

A)shares the final decision without input
B)makes the final decision herself without input
C)seeks input and shares the final decision
D)seeks input but makes the final decision herself

Question 11

Leadership identifies a process, while leader identifies a person.

Question 12

In the Ohio State studies, _________ refers to how strict a leader's standards are.

A)path dependency
B)consideration
C)initiating structure
D)managerial grid

Question 13

Tannenbaum and Schmidt's continuum studies suggested that managers should move towards _________ leadership styles.

A)task-centred
B)quality-centred
C)manager-centred
D)employee-centred

Question 14

Early leadership trait research looked to find characteristics that might _________.

A)identify the physical traits of leaders
B)distinguish charismatic leadership and visionary leadership
C)differentiate leaders from non-leaders
D)distinguish transactional leaders from transformational leaders

Question 15

Leaders are not always formally appointed.

Question 16

Soraya's boss allows her to make any decision she thinks is important on the spot without consulting anyone.Soraya's boss has this kind of leadership style.

A)Democratic style
B)Laid back
C)Autocratic style
D)Laissez-faire style

Question 17

The University of Iowa studies indicated that _________ was the leadership style associated with greater employee satisfaction.

A)hands-off
B)democratic
C)combination of democratic and laissez-faire
D)autocratic

Question 18

Which leadership style tends to centralise authority and make unilateral decisions?

A)Autocratic style
B)Democratic style
C)Cultural style
D)Laissez-faire style

Question 19

Much of the research on leadership has been aimed as answering the question of _________.

A)what is leadership?
B)how is leadership best defined?
C)what is an effective leader?
D)how can leaders help others accomplish goals?

Question 20

Behavioural theories of leadership focused on _________.

A)what effective leaders did
B)how to identify effective leaders
C)who effective leaders were
D)what characteristics effective leaders had

Question 21

Trait research has given managers the ability to pick out leaders from the group.

Question 22

Which quadrant of the managerial grid generally identifies the least successful leaders?

A)Top right
B)Top left
C)Bottom right
D)Bottom left

Question 23

Explain how the Ohio State and the University of Michigan studies advanced our understanding of effective leadership.

Question 24

A leader who ranks (1, 9) in the managerial grid would have more concern for people than production.

Question 25

The primary criticism with Fiedler's model is _________.

A)it assumes a situation cannot be changed to fit the leader
B)it assumes tasks cannot be restructured
C)it assumes a person can't change their leadership style to fit the situation
D)it assumes task-oriented leaders cannot formalise job assignments

Question 26

Briefly describe the managerial grid that emerged from the early leadership studies.

Question 27

Tannenbaum and Schmidt suggested that in the long run, managers should move towards an employee-centred leadership style.

Question 28

Compare and contrast the Ohio State University and the University of Michigan studies

Question 29

According to the University of Michigan studies, leaders who were _________ were associated with higher group productivity and higher job satisfaction.

A)production oriented
B)considerate
C)initiating structure
D)employee oriented

Question 30

Fiedler's LPC ratings concluded that leaders were either _________.

A)positive or negative
B)task oriented or relationship oriented
C)relationship oriented or people oriented
D)task oriented or trusting

Question 31

Trait theories of leadership focus on how leaders interact with their followers.

Question 32

Research has shown a distinct set of traits that distinguishes leaders from non-leaders.

Question 33

Define an autocratic leadership style.

Question 34

Identify and describe three traits associated with leadership.

Question 35

On the managerial grid, a leader who is low in both concern for people and concern for production would rate _________.

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

Question 36

The Ohio State studies suggested that leaders who were high in structure and high in consideration were frequently successful.

Question 37

The Michigan studies suggested that the most successful leaders were employee oriented.

Question 38

Which description best characterises a (9, 9) leadership style on the managerial grid?

A)Middle-of-the-road management
B)Country club management
C)Team management
D)Task management

Question 39

What does Fiedler's least-preferred co-worker questionnaire measure?

A)The least effective leadership style
B)The most common leadership style among all leaders
C)The most effective leadership style
D)Leadership style of respondents who took the test

Question 40

Your boss has total control over hiring, firing and promotions in your department.He has _________.

A)good leader-member relations
B)poor leader-member relations
C)low task structure
D)strong position power

Question 41

A(n) _________ leader in path-goal theory does little but sets challenging goals for followers.

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

Question 42

Which leadership style works best with an R2 type of follower?

A)Participating
B)Selling
C)Delegating
D)Telling

Question 43

A delegating leadership style works best with which type of follower?

A)R4
B)R3
C)R2
D)R1

Question 44

Who developed situational leadership theory?

A)Paul Hershey and Ken Blanchard
B)Fred Fiedler
C)Victor Vroom and Phillip Yetton
D)Arthur Jago

Question 45

A(n) _________ leader in path-goal theory gives specific guidance in performing tasks.

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

Question 46

A(n) _________ leader in path-goal theory often makes decisions collectively with followers.

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

Question 47

Fiedler concluded that task-oriented leaders performed best when the situation was _________.

A)moderately favourable or moderately unfavourable
B)highly favourable
C)highly unfavourable
D)either highly favourable or highly unfavourable

Question 48

Which category of follower is considered to be able but unwilling to complete a task?

A)R3
B)R1
C)R2
D)R4

Question 49

Jobs in a firm are quite informal.Workers are versatile and switch tasks and responsibilities depending on the situation.In Fiedler's model, this firm would be said to have _________.

A)good leader-member relations
B)low task structure
C)high task structure
D)high position power

Question 50

Results from the leader-participation model conclude that it is more important to talk about autocratic and participative _________.

A)leaders than followers
B)followers than situations
C)situations than leaders
D)leaders than situations

Question 51

_________ is defined in situational leadership theory (SLT) as a high task, low relationship leadership role.

A)Telling
B)Selling
C)Participating
D)Delegating

Question 52

A leader who provides maximum supportive behaviour and a great deal of explicit instructions for how to carry out a task is assuming this SLT role.

A)Participating
B)Selling
C)Telling
D)Delegating

Question 53

A leader who pretty much leaves employees on their own is assuming this SLT role.

A)Delegating
B)Selling
C)Participating
D)Telling

Question 54

Which of the following is an assumption of path-goal theory?

A)Leaders cannot change their behaviour
B)Effective leaders must provide challenges and roadblocks along a follower's path
C)Leaders are flexible depending on the situation
D)Effective leaders demonstrate behaviour incongruent with follower characteristics

Question 55

Which category of follower is considered to be both unable and unwilling to complete a task?

A)R3
B)R2
C)R4
D)R1

Question 56

In path-goal theory, a participative leadership style works well with subordinates who _________.

A)are having work group conflicts
B)have an external locus of control
C)have an internal locus of control
D)have little faith in their own ability

Question 57

The leader-participation model contends that leader behaviour should _________.

A)be consistent from task to task
B)never vary
C)be dependent on the traits of the leader
D)adjust to the structure of the task involved

Question 58

In path-goal theory, a directive leadership style works well in a situation in which tasks are _________.

A)straightforward and unambiguous
B)clearly defined
C)highly structured
D)ambiguous and confusing

Question 59

The most important conclusion from the leader-participation model is that _________.

A)a leader must change his or her leadership style depending on the situation
B)a leader must keep the same leadership style no matter what the situation is
C)all situations are similar
D)a leader must try to change the situation if it does not suit his or her leadership style

Question 60

According to path-goal theory, a leader should avoid a directive leadership style when _________.

A)tasks are stressful and ambiguous
B)workers have an external locus of control
C)tasks are highly structured
D)work groups experience conflict

Question 61

Fiedler concluded that relationship-oriented leaders seemed to perform better in highly unfavourable situations.

Question 62

Describe the conclusions of situational leadership theory (SLT) for each follower's readiness category: R1, R2, R3 and R4.

Question 63

Path-goal theory states that a directive leadership style works best when tasks are clear.

Question 64

Which belief underlies Robert House's term path-goal?

Question 65

Define leader-member relations.

Question 66

Visionary leadership differs from charismatic leadership because of its focus on _________.

A)employee engagement
B)a holistic view of the organisation
C)past mistakes and dangers that the future might bring
D)an improved image of the future

Question 67

Visionary leadership must involve _________.

A)powerful images
B)undetermined goals
C)dynamic presence
D)social equity

Question 68

Transactional leaders are leaders who guide by _________.

A)articulating a vision for followers
B)offering rewards to followers
C)the force of their personality
D)inspiring followers

Question 69

Robert House's path-goal theory maintains that an effective leader clears the path for a follower to the follower's goal.

Question 70

Fiedler's model proposed that leadership success was determined by matching leadership style to the company's goals and values.

Question 71

Transformational leaders are leaders who guide by _________.

A)articulating a vision for followers
B)offering rewards to followers
C)inspiring followers
D)the force of their personality

Question 72

Fiedler concluded that task-oriented leaders tended to perform better in favourable situations and worse in unfavourable situations.

Question 73

Which of the following is an accurate statement about transformational leaders?

A)Their organisations are highly productive
B)They are poor motivators
C)Their organisations suffer from high turnover rates
D)Their organisations are not productive

Question 74

Briefly summarise situational leadership theory (SLT).

Question 75

Situational leadership theory (SLT) states that an R1 worker who is unable and unwilling to perform a task responds best to a telling leadership style.

Question 76

A high LPC score indicates that a worker is productivity oriented.

Question 77

What are the research findings on the path-goal model?

Question 78

Direct eye contact and relaxed posture are characteristics of _________ leaders.

A)charismatic
B)visionary
C)indecisive
D)selfish

Question 79

Situational leadership theory (SLT) states that an R3 worker who is able but unwilling to perform a task responds best to a selling leadership style.

Question 80

Studies of graduate students who were trained to be charismatic leaders had workers who were _________ those who had been led by non-charismatic leaders.

A)equally productive when compared to
B)more productive than
C)slightly less productive than
D)dramatically less productive than