Deck 12: Substitutes for Leadership

Question 1

Contingent reward behavior has a negative relationship with role ambiguity.

Answer 1

False

Question 2

The existence of written work goals,guidelines,and ground rules and rigid rules and procedures may serve as substitutes for leader-provided coordination under certain conditions.

Answer 2

True

Question 3

Horizontal leadership cannot be successful in establishing a mutual influence process within the team.

Answer 3

False

Question 4

A neutralizer makes it easier for relationship and/or task-oriented leadership to make a difference.

Question 5

The results of the meta-analysis performed by Podsakoff,MacKenzie,and Bommer suggest that task characteristics were more strongly related to employee satisfaction than the other criterion variables.

Question 6

Current theories and models of leadership have in common a conviction that hierarchical leadership is always important.

Question 7

Results of the aggregate analyses show that leadership substitutes generally have a considerably weaker relationship than leader behaviors with employee attitudes,role perceptions,and behaviors.

Question 8

The substitutes for leadership model posits situational variables that cannot enhance the effects of a leader's behavior.

Question 9

It is possible to conceptualize a direct effect of leadership as one which occurs when a subordinate is influenced by some leader behavior in and of itself.

Question 10

Cohesive,interdependent work groups have the ability to render the formal leader's performance feedback function inconsequential.

Question 11

A substitute is something that increases leaders' ability to influence subordinate criterion variables.

Question 12

Substitutes for leadership are prominent in many different organizational settings,and their existence is explicated in many of the dominant leadership theories.

Question 13

Conscientiousness is widely recognized as one of the Big Five personality characteristics presumed to account for consistencies in behavior across situations.

Question 14

The follower who exhibits self-leadership engages in behaviors that may render unnecessary the same behaviors stemming from the leader.

Question 15

According to Miner,tasks that are intrinsically satisfying,such as machine-paced operations,contribute to the "push of work."

Question 16

In 1977,Kerr argued that there are many individual,task,and organizational factors that may serve as either substitutes for or neutralizers of a leader's behavior.

Question 17

According to Kerr and Jermier,effective leadership can be described as the ability to supply subordinates with needed guidance and good feelings,which are not being supplied by other sources.

Question 18

Subordinate experience and training cannot act as substitutes for the indirect effects of task-oriented leadership.

Question 19

Variance explained in the subordinate criterion variables cannot be accounted for the substitutes for leadership variables.

Question 20

The meta-analysis of the relationships between Kerr and Jermier's substitutes for leadership and employee job attitudes,role perceptions,and performance found that noncontingent punishment is highly correlated with noncontingent reward behavior.

Question 21

A _____ is something that reduces leaders' ability to influence subordinate criterion variables and,in effect,replaces leader influence.

A)reward
B)substitute
C)punishment
D)neutralizer

Question 22

For those who are interested in deriving and refining the theories of formal leadership,a commitment should be made to the importance of developing and operationalizing a true:

A)situational theory of leadership.
B)trait theory of leadership.
C)transformational leadership theory.
D)theory of leadership substitution.

Question 23

A(n) _____ effect may be said to result when the subordinate is influenced by the implications of the behavior for some future consequence.

A)direct
B)indirect
C)neutralizing
D)substituting

Question 24

Job pressure and subordinate expectations of leader behavior act primarily to:

A)behave as substitutes for legitimate leadership and structured control.
B)influence which leadership style will best permit the hierarchical superior to motivate,direct,and control subordinates.
C)enhance the power and authority entrusted in a legitimate leader.
D)influence an organization to exercise a lower span of control of leaders.

Question 25

A(n) _____ is defined by Webster's as something which is able to "paralyze,destroy,or counteract the effectiveness of" something else.

A)neutralizer
B)substitute
C)reserve
D)alternative

Question 26

Findings of the meta-analysis by Podsakoff,MacKenzie,and Bommer indicate that satisfied employees:

A)value individual rewards.
B)want leaders to administer rewards.
C)have directive leaders.
D)work in cohesive groups.

Question 27

The substitutes for leadership construct may help explain why the direction of causality:

A)cannot be predicted under any circumstances.
B)always flows from subordinate outcomes to leader behavior.
C)always flows from leader behavior to subordinate outcomes.
D)is sometimes predominantly from leader behavior to subordinate outcomes.

Question 28

_____ refers to the leadership coming from one another instead of being imposed on in a hierarchical fashion.

A)Consultative leadership
B)Horizontal leadership
C)Self-leadership
D)Vertical leadership

Question 29

The effect of neutralizers is to create a(n) _____ from which a variety of dysfunctions may emerge.

A)input surplus
B)direction surplus
C)influence vacuum
D)ownership vacuum

Question 30

_____ generally have a considerably stronger relationship than leader behaviors with employee attitudes,role perceptions,and behaviors.

A)Rewards
B)Punishments
C)Substitutes
D)Neutralizers

Question 31

Unlike substitutes,neutralizers do not replace the leader's behavior and,as a result,may be said to produce a(n):

A)informational gap.
B)moderation effect.
C)balancing effect.
D)influence vacuum.

Question 32

The existence of written work goals,guidelines,and ground rules may serve as _____ for leader-provided coordination under certain conditions.

A)substitutes
B)sources
C)enhancers
D)moderators

Question 33

Current theories and models of leadership have a common conviction that _____ leadership is always important.

A)participative
B)consultative
C)laissez-faire
D)hierarchical

Question 34

The concept of a(n) _____ for leadership suggests that there are factors in the work environment that can take the place of the behavior of a leader.

A)substitute
B)enhancer
C)neutralizer
D)moderator

Question 35

_____ is considered a potential substitute for leadership because employees with such an alignment typically cultivate horizontal rather than vertical relationships.

A)Task feedback
B)Subordinate expectation
C)Professional orientation
D)Job pressure

Question 36

The approach to leadership which is least dependent on the assumption that hierarchical leadership is always important is the:

A)trait theory.
B)leader-member exchange theory.
C)contingency theory.
D)path-goal theory.

Question 37

Miner believes that for task control to be effective:

A)only leaders should benefit from push and pull forces of work.
B)push forces of work must be given more importance than pull forces.
C)pull forces of work must be given more importance than push forces.
D)a force comprised of push and pull of work must be developed.

Question 38

_____ has been reported to be the most frequent type of coordination strategy employed under conditions of low-to-medium task uncertainty and low task interdependence.

A)Personalized programming
B)Personalized structuring
C)Programming through impersonal modes
D)Programming through informal modes

Question 39

Noncontingent punishment behavior is highly correlated with:

A)authoritative leader behavior.
B)supportive leader behavior.
C)contingent reward behavior.
D)noncontingent reward behavior.

Question 40

_____ for leadership suggest that there are work environment factors that prevent leaders from acting as they wish or that offset the effects of certain acts of leadership.

A)Substitutes
B)Moderators
C)Neutralizers
D)Enhancers

Question 41

Which of the following is a conclusion of the meta-analysis performed by Podsakoff,MacKenzie,and Bommer?

A)Leader behaviors were not responsible for variance in employee attitudes.
B)Addition of the substitutes variables reduces the ability to explain variances in criterion variables.
C)Variance explained in the subordinate criterion variables cannot be accounted for the substitutes for leadership variables.
D)Substitutes have very important effects but do not diminish the role of the leader.

Question 42

Findings of the meta-analysis by Podsakoff,MacKenzie,and Bommer suggest that subordinate characteristics were more strongly related to _____ than the other types of leader behaviors or substitute variables.

A)organizational commitment
B)individual rewards
C)supportive leader behavior
D)leader clarification

Question 43

Briefly describe the findings of the study conducted by Podsakoff and his associates on substitutes of leadership.

Question 44

Distinguish between direct and indirect leader behavior effects.

Question 45

Results indicate that employees engage in more altruism when:

A)they are professionally oriented.
B)they work in cohesive groups.
C)their tasks provide little feedback.
D)their tasks are highly routinized.

Question 46

In contrast to other criteria,_____ was almost equally related to leader behaviors and substitutes for leadership.

A)role conflict
B)altruism
C)role ambiguity
D)conscientiousness

Question 47

Explain the effects of the following substitutes of leadership based on the meta-analysis by Podsakoff,MacKenzie,and Bommer: (1) Role ambiguity (2) Role conflict (3) Altruism.

Question 48

Employees are more likely to exhibit _____ when tasks provide ample feedback without being overly routinized or intrinsically satisfying.

A)sportsmanship
B)civic virtue
C)courtesy
D)conscientiousness

Question 49

Briefly explain the idea of substitutes of leadership.

Question 50

Explain the concept of self-leadership.