Deck 13: Leadership

Question 1

The rationale behind the least preferred coworker (LPC) scoring system is that

A) low scores indicate a poor leader.
B) low scores indicate an effective leader.
C) leaders who score high are task-oriented and, therefore, rate very harshly.
D) leaders who score low are task-oriented and, therefore, rate very harshly.

Answer 1

leaders who score low are task-oriented and, therefore, rate very harshly.

Question 2

According to the Ohio State studies, initiating structure and consideration are

A) independent.
B) interdependent.
C) unrelated to subordinate satisfaction.
D) very unlikely to coexist.

Answer 2

interdependent.

Question 3

The major problem with original trait approaches to leadership was

A) traits do not exist.
B) they were too general.
C) it was difficult to measure traits.
D) only a few traits characterize effective leaders.

Answer 3

they were too general.

Question 4

Modern research

A) refuses to consider the older trait theories.
B) focuses on simple but elusive traits.
C) focuses on sets of abilities rather than single traits.
D) has found no support at all for any leadership "traits."

Question 5

By definition, a leader is

A) any individual who has leadership traits and skills.
B) an individual who is formally elected or appointed to a position of power or authority.
C) any individual who has the ability to direct a group toward the attainment of goals.
D) All of the above

Question 6

"I will vote for that man for any office because his father was the President." This statement indicates a belief in which theory of leadership?

A) great man-great woman theory
B) trait theory
C) charismatic theory
D) contingency theory

Question 7

Based on the Leadership Grid, a leader with a high concern for people and for production would be appropriate for

A) country club management.
B) team management.
C) compliance management.
D) manufacturing management.

Question 8

According to Fiedler's contingency model, the key to effective leadership is

A) the control and influence of the leader in a specific situation.
B) the relationship between subordinates and the situation.
C) the reinforcement structure of the organization.
D) All of the above

Question 9

The universalist theories of leadership are

A) recognized by psychologists in all countries throughout the world.
B) theories that search for key characteristics of effective leaders.
C) more complex than the contingency theories of leadership.
D) theories that have been shown to be effective in predicting leader emergence and success.

Question 10

Which of the following is NOT one of the complex leader characteristics being examined in more recent trait investigations of leadership?

A) flexibility
B) height
C) social intelligence
D) charisma

Question 11

Behavioral theories of leadership

A) focus on the particular behaviors related to effective leadership.
B) focus on learning of leadership and leadership behaviors.
C) focus on the interaction between leader behaviors and the situation.
D) All of the above

Question 12

"I will vote for that man for any office because he is a born leader." This statement indicates a belief in which theory of leadership?

A) great man-great woman theory
B) trait theory
C) charismatic theory
D) contingency theory

Question 13

Leader concern about employees' attitudes, well-being, and feelings represents which of the following categories of leader behavior?

A) task-oriented
B) consideration
C) attitude-oriented
D) behavioral-oriented

Question 14

The least preferred coworker (LPC) measure requires

A) leaders to rate coworkers.
B) subordinates to rate leaders.
C) leaders to rate leadership behaviors.
D) ratings from all supervisors.

Question 15

The Ohio State leadership studies discovered two categories of leader behavior which were labeled

A) task- and relationship-oriented.
B) initiating structure and consideration.
C) behavioral and task-oriented.
D) directive and supportive.

Question 16

One major shortcoming of behavioral theories of leadership is that

A) there are more than two major dimensions of leader behavior.
B) none of the theories have been linked to effective management.
C) the two major dimensions are different and yet both are linked to effective management.
D) they failed to consider the effectiveness of leadership orientations.

Question 17

Which of the following is NOT one of the three characteristics of the work situation outlined in Fiedler's contingency model?

A) Leader-member relations
B) Task structure
C) Task difficulty
D) Position power
E) All of the above are characteristics of Fiedler's model.

Question 18

Contingency theories of leadership

A) examine the interaction of leader characteristics and the situation.
B) argue that there is usually one best leadership style.
C) are not based on behavioral theories of leadership.
D) All of the above

Question 19

The Ohio State studies

A) did not consider communication and job satisfaction.
B) showed that effective leadership was associated with both initiating structure and consideration.
C) defined consideration as showing mutual respect and encouraging communication but ignored encouraging communication.
D) indicated that effective leaders could be high or low on initiating structure, but must be high on consideration.

Question 20

The University of Michigan leadership studies

A) supported the findings from Ohio State.
B) led to findings that were completely inconsistent with the Ohio State findings.
C) did not consider the effectiveness of leader behaviors.
D) found the same relationship between leadership orientation and subordinate job satisfaction as Ohio State.

Question 21

According to the path-goal theory of leadership, leader behavior that encourages members to take an active role in group planning is

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

Question 22

Zach is the manager of a group of clerical workers. He is considering implementing a new computer system. Before he decides what to do, he carefully asks a series of questions concerning his decision. In all likelihood, Zach is following which theory of leadership?

A) the path-goal theory
B) the decision-making model
C) Fiedler's contingency model
D) Leader Match

Question 23

In the path-goal theory of leadership, leader behavior that is concentrated on particular work outcomes is labeled

A) directive.
B) achievement-oriented.
C) authoritative.
D) supportive.

Question 24

Which of the following is NOT one of the four categories of leader behavior outlined in path-goal theory?

A) Directive
B) Achievement-oriented
C) Authoritative
D) Participative

Question 25

Directive and achievement-oriented leader behaviors

A) are dimensions used in the leader-member exchange model.
B) represent a more detailed breakdown of the category of initiating structure leader behaviors.
C) are conceptually unrelated.
D) represent a more detailed breakdown of the category of consideration exchange behaviors.

Question 26

The Fiedler contingency model is important because

A) its predictions hold up well in actual work settings.
B) it makes clear what situations are favorable for a leader.
C) it emphasizes the importance of both the situation and leader characteristics.
D) the LPC measures feelings as well as task and relationship orientation.

Question 27

In the decision-making model, the difference between a group decision and other decision making strategies is that the group decision requires

A) input from the workers.
B) a consensus decision.
C) that the leader share the problem with all subordinates.
D) that the leader share the problem with relevant subordinates.

Question 28

When Sam, a manufacturing manager, realized that an important shipment might be late, he asked the assistant manager for her ideas and input. Sam decided alone what changes to make to the shipping schedule. According to the decision-making model, Sam used the __________ decision making style.

A) autocratic I
B) autocratic II
C) consultative I
D) consultative II

Question 29

Terry, who owns a printing business, must decide whether or not to expand business hours from 12 to 24 hours a day. According to the decision-making model, Terry should answer a series of questions

A) in response to the concerns of subordinates.
B) at each step of the decision making process.
C) before adopting a decision making strategy.
D) after getting input from customers and workers.

Question 30

The Leader Match program teaches managers to

A) succeed in all types of situations.
B) identify effective leadership skills in others.
C) select a leadership style that is compatible with all situations.
D) recognize their own leadership orientation.

Question 31

Critics of Fiedler's contingency model have focused primarily on

A) use of the LPC measure.
B) problems distinguishing between position power and task structure.
C) the focus on leadership situations.
D) All of the above

Question 32

According to Fiedler's contingency model, relationship-oriented leaders are more effective than task-oriented leaders in situations that are

A) very favorable.
B) very unfavorable.
C) neither very favorable nor very unfavorable.
D) either very favorable or very unfavorable.

Question 33

The Leader Match program has been shown to

A) consistently follow the predictions made by Fiedler's contingency theory.
B) be effective in changing leadership styles.
C) be ineffective and rarely used.
D) increase managers' leadership effectiveness.

Question 34

According to the leader-member exchange theory, the individual worker is __________, and therefore, each dyadic relationship will be somewhat __________.

A) unimportant...limited
B) the situation...different
C) most important...meaningful
D) lazy...punitive

Question 35

The strategy for applying the leader-member exchange model of leadership

A) is too complicated for most organizations.
B) is a complex program of altering the work situation.
C) involves improving the quality of the relationships between the leader and workers.
D) involves improving the quality of the relationships between workers and customers.

Question 36

According to Fiedler's contingency model, position power is usually

A) based on the relationship between the leader and individual workers.
B) based on task structure.
C) difficult to define in specific terms.
D) easily determined.

Question 37

According to the path-goal theory, a leader is

A) focused primarily on work outcomes.
B) a guide.
C) focused primarily on interpersonal relationships.
D) a decision maker.

Question 38

Research indicates that charismatic leaders are

A) effective in all situations.
B) effective only concerning spiritual matters.
C) most effective in situations where goals are clear.
D) most effective in situations where goals are unclear.

Question 39

According to Fiedler, in situations that are very unfavorable for the leader, it would be wise to choose someone who

A) is task oriented.
B) is likely to engage in behaviors that are classified as initiating structure behaviors.
C) has a low LPC score.
D) has a high LPC score.

Question 40

Which model predicts that some workers will have low levels of satisfaction because they do not have close relationships with their leaders?

A) the leader-member exchange model
B) contingency models of leadership
C) the decision-making model
D) the Ohio State model

Question 41

The least preferred coworker is the one with whom the leader has the least contact.

Question 42

Research indicates that both task-oriented and relationship-oriented leader behaviors are positively related to work group performance.

Question 43

The decision-making model holds that leaders make the most effective decisions using one specific strategy.

Question 44

The primary difference between the Ohio State and the University of Michigan leadership studies was that Michigan considered one type of leadership to be most effective overall.

Question 45

Charismatic leaders are likely to be most effective in situations where environmental conditions are very stable.

Question 46

Researchers speculate that charismatic leaders may possess exceptionally high

A) social skills.
B) intelligence.
C) chances of being President.
D) analytical abilities.

Question 47

After a leadership training program has been completed, there is no way to determine success.

Question 48

One obvious difference among the contingency theories of leadership is

A) how they view the leader's primary task.
B) how much influence they attribute to the situation.
C) how they conceptualize the leader's behavior.
D) how they conceptualize leader traits.

Question 49

Research indicates that more charismatic United States presidents were

A) more effective in dealing with the economy.
B) least effective in dealing with the economy.
C) more effective in dealing with international affairs.
D) least effective in dealing with international affairs.

Question 50

The transformational and charismatic leadership theories consider whether or not a leader can __________ followers.

A) inspire
B) attract
C) reward
D) communicate with

Question 51

The path-goal theory of leadership breaks down initiating structure and consideration behaviors into more narrowly defined categories.

Question 52

According to the Ohio State leadership study, to be an effective leader consideration and initiating-structure behaviors must coexist.

Question 53

Which of the following is NOT one of the six behaviors associated with transformational leaders?

A) Fostering the acceptance of group goals
B) Maintaining high performance expectations
C) Providing intellectual stimulation
D) Communication of shared group goals

Question 54

The strategy for applying the leader-member exchange model to improving leader effectiveness is simply to improve the quality of relationships between a leader and each of his or her followers.

Question 55

The great man/great woman theory is a universalist theory of leadership.

Question 56

According to Fiedler's contingency model, task-oriented leaders are likely to be successful in most situations.

Question 57

Contingency models of leadership consider the interaction of leader characteristics and characteristics of the situation.

Question 58

The two general approaches followed in most leadership training programs involve

A) teaching diagnostic skills or teaching specific new skills or behaviors.
B) matching leaders to jobs or jobs to leaders.
C) teaching task-oriented or relationship-oriented leader behaviors.
D) teaching participative decision making or democratic decision making.

Question 59

According to Fiedler's contingency model, position power is the leader's ability to hire, fire, discipline, and reward.

Question 60

A factor that must be considered to maximize the effectiveness of leadership training is

A) the number of people to be trained.
B) whether new behaviors will be accepted in the organization.
C) which leadership theory to follow.
D) the time involved with the training program.

Question 61

Describe the five decision making strategies offered by the decision-making model.

Question 62

Research on redesigning jobs indicates that in certain situations leaders may be unnecessary.

Question 63

Describe universalist theories of leadership, including their limitations.

Question 64

Discuss leadership training and factors that must be considered in implementing such programs.

Question 65

Describe the path-goal theory of leadership.

Question 66

Explain the leader-member exchange model, and applications based on it.

Question 67

Explain why Fiedler's contingency model of leadership is important to the study of leadership.

Question 68

If leadership training is to be effective, the organization must support new behaviors.

Question 69

Compare and contrast the findings and conclusions of the University of Michigan and the Ohio State leadership studies.

Question 70

Describe Fiedler's contingency model of leadership.

Question 71

Explain why relationship- and task-oriented leaders are most effective in specific situations.