Deck 12: Leadership

Question 1

Identify and explain the two dimensions of leadership described in the Ohio State studies.

Answer 1

The Ohio State studies proposed that two categories accounted for most of the leadership behavior described by employees. They called these two dimensions initiating structure and consideration.
a) Initiating structure refers to the extent to which a leader is likely to define and structure his or her role and those of employees in the search for goal attainment. It includes behavior that attempts to organize work, work relationships, and goals. A leader high in initiating structure is someone who "assigns group members to particular tasks," "expects workers to maintain definite standards of performance," and "emphasizes the meeting of deadlines."
b) Consideration is described as the extent to which a person is likely to have job relationships that are characterized by mutual trust, respect for employees' ideas, and regard for their feelings. A leader high in consideration helps employees with personal problems, is friendly and approachable, treats all employees as equals, and expresses appreciation and support.

Question 2

Early research efforts at isolating leadership traits resulted in a number of dead ends. A breakthrough, of sorts, came when researchers began ________.

A) organizing traits around the Big Five personality framework
B) using the Keirsey Temperament Sorter
C) using Cattell's 16 personality factors
D) focusing on Eysenck's three factor model
E) considering the Revised NEO Personality Inventory

Answer 2

A

Question 3

Which of the following statements regarding leadership is true?

A) All leaders are managers.
B) Formal rights ensure good leadership.
C) All managers are leaders.
D) All leaders are hierarchically superior to followers.
E) Nonsanctioned leadership is as important as formal influence.

Answer 3

E

Question 4

Emotional intelligence (EI) is critical to effective leadership because one of its core components is ________.

A) conscientiousness
B) empathy
C) optimism
D) introversion
E) perfectionism

Question 5

Leadership is best defined as ________.

A) the ability to influence a group toward the achievement of a vision or set of goals
B) the process of drawing up formal plans and monitoring their implementation
C) the process of carrying out the vision and strategy provided by management
D) the process of coordinating and staffing the organization and handling day-to-day problems
E) the proper use of the influence gained exclusively as a result of one's organizational position

Question 6

Distinguish between leadership and management.

Question 7

A comprehensive review of the leadership literature, when organized around the Big Five, has found conscientiousness to be the most important trait of effective leaders.

Question 8

Your company's HR director is a believer in trait theories of leadership. He believes that he can differentiate leaders from nonleaders by focusing on personal qualities and characteristics. The HR director plans to promote Lawrence, a highly extraverted manager with a great deal of ambition and energy to the position of VP, Manufacturing. He asks for your expertise in helping him to apply trait theory to leadership selection within your company. The director believes that because of his innate characteristics, Lawrence will be highly effective at helping the company achieve its production goals. You advise the director against basing his decision purely on traits because ________.

A) research has identified emotional stability as the strongest predictor of leadership effectiveness
B) studies have found that the Big Five traits are difficult to identify in leaders
C) studies have shown that traits are poor predictors of leadership effectiveness
D) research has found that conscientiousness is a better predictor of effectiveness than extraversion
E) research has shown that effective managers are often unlikely to become effective leaders

Question 9

Within organizations, leaders are needed to ________ and managers are needed to ________.

A) oversee the manager; execute the leaders ideas
B) challenge the status quo; create visions of the future
C) formulate detailed plans; create efficient organizational structures
D) inspire organizational members; oversee day-to-day operations
E) Leaders and managers both do all of the above.

Question 10

All managers are leaders.

Question 11

According to research, which of the Big Five personality traits is the most important in effective leaders?

A) conscientiousness
B) openness
C) extraversion
D) agreeableness
E) emotional stability

Question 12

________ and ________ people are more likely to assert themselves in group situations.

A) Sociable; manipulative
B) Sociable, dominant
C) Stern; manipulative
D) Stern; dominant
E) Sociable; withdrawn

Question 13

Sharla, Thom, and Irving started working at the Golden Hotel one year ago. Though they were all hired at the same time and for the same position, Sharla is often viewed as being a leader on the team. Sharla is an example of a ________ leader.

A) transactional
B) transformational
C) sanctioned
D) nonsanctioned
E) charismatic

Question 14

Behavioral studies imply that people can be trained to be leaders.

Question 15

Which of the following theories of leadership implies that individuals can be trained to become leaders?

A) trait theories
B) LMX theory
C) contingency theories
D) behavioral theories
E) Fiedler model

Question 16

Leaders who effectively display and manage emotions will ________.

A) not express genuine enthusiasm
B) keep the commitments they make
C) find it easier to influence the feelings of followers
D) focus on their own self-interest
E) use sympathy for those who fail to perform

Question 17

Which theory of leadership differentiates leaders from nonleaders by focusing on personal qualities and characteristics?

A) Fiedler's model
B) attributes theory
C) LMX theory
D) contingency theory
E) trait theory

Question 18

Nonsanctioned leadership is usually less important than formal influence.

Question 19

A leader who emerges from outside of the formal structures of the organization are called ________.

A) nonsanctioned leaders
B) transformational leaders
C) transactional leaders
D) managers
E) mentors

Question 20

Which of the following statements accurately reflects the conclusions about the trait theories of leadership?

A) Traits were better predictors of leadership 20 years ago than they are now.
B) The Big Five traits are inadequate for predicting leadership.
C) Traits are especially useful for distinguishing between effective and ineffective leaders.
D) Traits do a good job of predicting the emergence of leaders.
E) Overall, traits are poor predictors of leadership.

Question 21

Research has narrowed the thousands of leadership behaviors into two primary dimensions. Please list and describe these two behaviors.

Question 22

The behavioral dimensions identified by the University of Michigan's Survey Research Center are closely related to those identified in the Ohio State Study. Employee-oriented leadership is similar to ________, and production-oriented leadership is similar to ________.

A) initiating structure; consideration
B) task-orientation; relationship-orientation
C) transformational leadership; authentic leadership
D) authentic leadership; transformational leadership
E) consideration; initiating structure

Question 23

In the context of behavioral dimensions of leadership identified in the Ohio State Studies, initiating structure refers to the extent to which ________.

A) a person's job relationships are characterized by mutual trust, respect for employees' ideas, and regard for their feelings
B) a leader engages in participative management
C) a leader is accepting of and respects individual differences among various team members
D) a leader is likely to define and structure his or her role and those of employees in the search for goal attainment
E) a leader initiates efforts to communicate personally with employees

Question 24

If a leader's main concern is accomplishing his/her group's tasks, the University of Michigan studies label this leader ________.

A) employee-oriented
B) high in consideration
C) relationship-oriented
D) low in initiating structure
E) production-oriented

Question 25

A leader high in initiating structure is most likely to ________.

A) emphasize meeting deadlines
B) yell at people in meetings
C) allow workers to define their own standards of performance
D) both A and B
E) both A and C

Question 26

The two dimensions of leadership behavior identified in the University of Michigan studies are ________.

A) absolute leadership and contingency leadership
B) transformational leaders and authentic leaders
C) employee-oriented leaders and production-oriented leaders
D) initiating structure and consideration
E) initiation and completion

Question 27

Leo supervises a global team of project members based in multiple countries. Maria is Brazilian, Jean-Paul is French, Amit is Egyptian, and Xiang is Chinese. Leo is American and is based in the United States. Which of the following team members would be least likely to respond favorably if Leo made project-related decisions independently, without consulting the team?

A) Maria
B) Jean-Paul
C) Amit
D) Xiang
E) Maria and Jean-Paul

Question 28

The Ohio State Studies narrowed the independent dimensions of leader behavior to two that substantially accounted for most of the leadership behavior described by employees: consideration and ________.

A) employee-orientation
B) empathy
C) constructing vision
D) initiating structure
E) charisma

Question 29

A leader designated as high on initiating structure would be likely to clearly define the roles of his or her subordinates.

Question 30

The first comprehensive contingency model for leadership was developed by ________.

A) Hersey and Blanchard
B) Blake and Mouton
C) Fred Fiedler
D) John Kotter
E) Douglas Surber

Question 31

According to the University of Michigan studies, production-oriented leadership is defined as the extent to which a leader tends to emphasize the technical or task aspects of the job.

Question 32

If followers are ________ and ________, the leader does not need to act.

A) unable; willing
B) able; unwilling
C) able; willing
D) unable; unwilling
E) able; complacent

Question 33

Leo supervises a global team of project members based in multiple countries. Maria is Brazilian, Jean-Paul is French, Amit is Egyptian, and Xiang is Chinese. Leo is American and is based in the United States. In the light on the findings of the GLOBE project, which team members can be expected to respond most favorably when Leo exhibits high levels of initiating structure?

A) Jean-Paul and Xiang
B) Amit and Xiang
C) Maria and Jean-Paul
D) Amit and Maria
E) Xiang and Amit

Question 34

In the context of behavioral dimensions of leadership identified in the Ohio State Studies, ________ is the extent to which a person's job relationships are characterized by mutual trust, respect for employees' ideas, and regard for their feelings.

A) consideration
B) initiating structure
C) production orientation
D) task orientation
E) position power

Question 35

Which model represents the theory that effective group performance depends on the proper match between a leader's style and the degree to which the situation gives control to the leader?

A) leader-member exchange model
B) Fiedler's contingency model
C) Hersey and Blanchard's situational leadership model
D) Vroom and Yetton's leader-participation model
E) House's path-goal model of leadership

Question 36

The team agrees that a large component of the project will be carried out at the Chinese headquarters, with Xiang responsible for leading that support team. Based on what the GLOBE project concludes about Chinese culture, which of the following leader behaviors would be most effective?

A) infrequent decision making
B) highly participatory decision making
C) autocratic decision making
D) decision making without initiating structure
E) moderately participatory decision making

Question 37

Contingency theories focus on the ________ that impact leadership success.

A) leader's personal characteristics and qualities
B) leader's abilities to inspire and transform followers
C) situational variables
D) values and ethics
E) aspects of the leader's behavior

Question 38

If followers are ________ and ________, the leader needs to use a supportive and participative style.

A) unable; willing
B) able; unwilling
C) able; willing
D) unable; unwilling
E) able; complacent

Question 39

The University of Michigan studies define a(n) ________ leader as one who takes a personal interest in the needs of his/her subordinates.

A) contingency
B) task-oriented
C) employee-oriented
D) production-oriented
E) structure initiating

Question 40

Kimberley, a manager at a large company, tends to assign group members to particular tasks, expects workers to maintain definite standards of performance, and emphasizes the meeting of deadlines. In the light of the Ohio State Studies, this indicates that Kimberley, as a leader, is ________.

A) low in task orientation
B) high in consideration
C) relationship oriented
D) employee oriented
E) high in initiating structure

Question 41

According to Fiedler's contingency model, task-oriented leaders are most effective in situations of high or low control.

Question 42

Leaders who clarify role and task requirements to accomplish established goals exhibit a(n) ________ style of leadership.

A) transformational
B) transactional
C) charismatic
D) authentic
E) situational

Question 43

Which of the following is not a key characteristic of a charismatic leader?

A) sensitivity to follower needs
B) unconventional behavior
C) vision and articulation
D) focus on maintaining status quo
E) willingness to take risks

Question 44

Which of the following situational dimensions identified by Fiedler relates to the degree to which job assignments are procedurized, that is, structured or unstructured?

A) leader-member relations
B) task orientation
C) task structure
D) initiating structure
E) productivity oriented

Question 45

In carrying out a transformational approach to overseeing the project, Leo strives to implement the universal elements of transformational leadership. He most likely implements all of the following except ________.

A) vision
B) providing encouragement
C) positiveness
D) proactiveness
E) silent leadership

Question 46

Fran has just completed and scored the LPC questionnaire given to her during an evaluation exercise. She is surprised when she finds out that she described her least preferred co-worker in relatively positive terms because she recalls being particularly annoyed by this difficult co-worker several times in the past. Based on your understanding of Fiedler's model, you explain to Fran that her LPC score makes sense within the model because ________.

A) Fran tends to become very dominating when given ambiguous tasks
B) Fran is usually much more focused on productivity than on developing relationships
C) Fran tends in general to focus on building good relationships with the other employees
D) Fran has a spotty work history and has tended to switch jobs every couple of years
E) Fran is usually chosen for positions of high responsibility within your organization

Question 47

According to evidence, what is the first step a charismatic leader takes to influence followers?

A) developing a formal vision statement
B) engaging in emotion-inducing and often unconventional behavior
C) setting an example for followers through actions and words
D) articulating an appealing vision
E) communicating high performance expectations

Question 48

Who was the first researcher to consider charismatic leadership in terms of OB?

A) Max Weber
B) Robert House
C) Fred Fiedler
D) John Kotter
E) Douglas Surber

Question 49

In Fiedler's approach, if a respondent uses unfavorable terms to describe the co-worker in question, the respondent can be said to be primarily task-oriented.

Question 50

Which theory of leadership proposes that followers attribute heroic or extraordinary leadership abilities when they observe certain behaviors?

A) transformational leadership theory
B) authentic leadership theory
C) transactional leadership theory
D) attributional leadership theory
E) charismatic leadership theory

Question 51

If a survey respondent sees his or her least preferred co-worker in unfavorable terms, Fiedler would categorize the respondent as ________.

A) high in consideration
B) task-oriented
C) low in initiating structure
D) employee-oriented
E) relationship oriented

Question 52

Which of the following is true regarding whether charismatic leaders are born or made?

A) Charismatic individuals are not born with traits that make them charismatic.
B) Charismatic leaders are usually not achievement oriented.
C) Charisma cannot be learned.
D) Most experts believe individuals can be trained to exhibit charismatic behaviors.
E) Personality has shown no link to charismatic leadership.

Question 53

According to the Fiedler model of leadership, how can leader effectiveness be improved?

Question 54

The Fiedler contingency model proposes that effective group performance depends upon the proper match between a leader's style and the degree to which a situation gives control to the leader.

Question 55

According to the Fiedler contingency model of leadership, task-oriented leaders perform best in situations of ________, while relationship-oriented leaders perform best in ________ situations.

A) moderate control; high and low control
B) high control; low and moderate control
C) high and moderate control; low control
D) high and low control; moderate control
E) moderate and low control; high control

Question 56

Which of the following is true about the effectiveness of charismatic leadership?

A) Research shows scant correlations between charismatic leadership and high performance.
B) Charisma may not always be generalizable.
C) Charisma appears most successful when the environment is stress-free.
D) Charismatic leaders usually surface when the organization is stable and successful.
E) Charismatic leadership qualities are best utilized in lower-level management jobs.

Question 57

Fiedler labels the degree of confidence, trust, and respect that subordinates have in their leader as ________.

A) leader-member relations
B) task structure
C) position power
D) leader-member exchange
E) leader-member orientation

Question 58

If you were using the Fiedler contingency model of leadership to establish a scenario in your company which gives managers maximum control, which of the following combinations of situational dimensions would you seek to achieve?

A) high task structure, good leader-member relations, and strong position power
B) limited position power, good leader-member relations, and low task structure
C) less structured jobs, strong position power, and moderate leader-member relations
D) broad employee responsibilities, low position power, and moderate leader-member relations
E) good leader-member relations, low position power, and unstructured jobs

Question 59

In the context of Fiedler's model, the situational dimension termed ________ relates to the degree of influence a leader has over power variables such as hiring, firing, discipline, promotions, and salary increases.

A) task structure
B) leader-member exchange
C) position power
D) initiating structure
E) leader-member relations

Question 60

Fiedler's contingency leadership model assumes that ________.

A) an individual's leadership style is essentially fixed
B) an individual can use the LPC to change his/her style to a more productive style
C) there is no ideal way to match leadership styles with situations
D) all leaders can learn to adapt to different contingencies
E) each person's style will change in accordance with the situation at hand

Question 61

________ is a psychological state that exists when you agree to make yourself vulnerable to another because you have positive expectations about how things are going to turn out.

A) Consideration
B) Trust
C) Empowerment
D) Empathy
E) Respect

Question 62

According to the GLOBE study, which of the following elements is not universal in transformational leadership?

A) encouragement
B) trustworthiness
C) vision
D) hindsight
E) dynamism

Question 63

Two companies, Roland Media and Go! Corp., are both headed by transformational leaders. However, Roland Media showed much greater profitability over a 5-year time period than did Go! Corp. Which of the following best explains why Roland Media performed better than Go! Corp. under transformational leadership?

A) Roland Media's leader goes through a complex bureaucratic structure, whereas Go! Corp.'s leader regularly interacts with the company's workforce to make decisions.
B) Unlike Go! Corp.'s employees, Roland Media's employees don't readily give up decision-making authority.
C) Roland Media is a small, privately held firm, whereas Go! Corp. is a large, complex public company.
D) Roland Media is headquartered in a low power distance region, whereas Go! Corp. is headquartered in a country that is high in power distance.
E) Roland Media's employees tend to be more highly individualistic than do Go! Corp.'s employees.

Question 64

How do charismatic leaders reduce stress for their employees?

A) They show their ability to leverage higher salaries even with mediocre performance.
B) They advise a larger-than-life attitude that does not act in the best interest of the organization.
C) They convince their followers to pursue a vision that can be ruinous.
D) They help make work seem more meaningful and interesting.
E) They encourage those who follow them to be more creative.

Question 65

Most experts believe that individuals may be trained to exhibit charismatic behavior.

Question 66

________ leaders inspire followers to transcend their self-interests for the good of the organization and can have an extraordinary effect on their followers.

A) Transformational
B) Transactional
C) Task-oriented
D) Laissez-faire
E) Transcendental

Question 67

Individuals who are narcissistic are higher in some behaviors associated with ________.

A) charismatic leadership
B) transactional leadership
C) transformational leadership
D) authentic leadership
E) servant leadership

Question 68

In light of the findings of the GLOBE project, what elements of transformational leadership appear universal?

Question 69

The concept of socialized charismatic leadership seeks to integrate charismatic leadership with ________ leadership.

A) transformational
B) production-oriented
C) relational
D) ethical
E) transactional

Question 70

Why are management by exception leaders considered ineffective?

A) They are not team oriented, participative, or humane.
B) They tend to be available only when there is a problem.
C) They describe their least preferred co-worker in favorable terms.
D) They provide considerable freedom to their employees.
E) They fail to build followers' self-esteem and confidence.

Question 71

According to the full range of leadership model, which of the following leader behaviors will enable leaders to motivate followers to perform above expectations and transcend their self-interest for the sake of the organization?

A) management by exception (active)
B) contingent reward
C) individualized consideration
D) management by exception (passive)
E) laissez-faire

Question 72

Research indicates that charismatic leadership strategies work as followers "________" the emotions and values their leader is conveying.

A) manipulate
B) catch
C) influence
D) discourage
E) mimic

Question 73

Describe the full range of leadership model.

Question 74

In terms of the full range of leadership model, which leader behavior is the least effective?

A) management by exception (active)
B) contingent reward
C) management by exception (passive)
D) individualized consideration
E) laissez-faire

Question 75

In companies with transformational leaders, there is greater decentralization of responsibility.

Question 76

Transactional and transformational leadership are opposing approaches to getting things done.

Question 77

Are charismatic leaders born or made?

Question 78

Which of the following factors contributes to team-focused transformational leadership being effective?

A) behavior that empowers individual followers to develop, enhance their abilities, and increase self-efficacy
B) the extent to which a person's job relationships are characterized by mutual trust, respect for employees' ideas, and regard for their feelings
C) behavior that emphasizes group goals, shared values and beliefs, and unified efforts
D) the extent to which a leader is likely to define the roles of employees in the search for goal attainment
E) behavior that attempts to organize work, work relationships, and goals in a friendly and approachable manner

Question 79

Which of the following would best serve as evidence to support the conclusion that an individual is an authentic leader?

A) The leader is cautious about information sharing and tends to provide updates only to top management.
B) In business exchanges, the leader puts the company's bottom line before his or her ideals.
C) The leader acts in the company's best interest as long as those interests don't conflict with his personal ambitions.
D) The leader constantly questions his or her values.
E) The leader inspires a great deal of trust in his or her followers.

Question 80

Martin Luther King, Ronald Reagan, Mary Kay Ash, and Steve Jobs are often considered as examples of ________ leaders.

A) transactional
B) transformational
C) sanctioned
D) nonsanctioned
E) charismatic