Deck 11: Leadership

Question 1

Job transitions provide a situation whereby the manager is a "fish out of water" and must learn to manage in an environment in which he or she may not be the resident expert.

Answer 1

True

Question 2

Research shows that providing individualized support can actually serve as a major buffer to employee stress and burnout.

Answer 2

True

Question 3

Building a strong LMX relationship is central to managerial effectiveness.

Answer 3

True

Question 4

What do scientific reviews of the Great Man theory of leadership indicate?

A)Charisma remains the most important contributor to effective leadership.
B)Personal traits are not relevant to leadership.
C)Traits alone will not guarantee effective leadership.
D)There is a strong association between traits and leadership effectiveness.
E)Traits are good predictors of leadership effectiveness, rather than leadership emergence.

Question 5

Leader behaviors that demonstrate high-performance expectations are transactional.

Question 6

"Organizational citizenship behavior" is a term used to describe the behaviors required to perform one's job.

Question 7

Management-by-exception is generally consistent with the idea of contingent reward.

Question 8

The empirical evidence for the effectiveness of the new forms of positive leadership has been moderate to strong.

Question 9

A lack of inspired leadership has probably contributed to

A)sustained competitive advantage.
B)failed careers.
C)lower employee turnover.
D)moderate production rates.
E)hierarchical disintegration.

Question 10

When a manager wants to increase his/her ability in articulating a vision, hr/she should preferably avoid the use of metaphors.

Question 11

Leadership experiences that also aid in development stem from assuming a high-level of productivity.

Question 12

Intelligence and dominance are two of the personal traits that predict who will rise to the assigned position of leader.

Question 13

Great managers know that if they expect a lot out of people, they are likely to get it.

Question 14

Research has shown that management-by-exception consistently results in positive consequences in both employee attitudes and employee behaviors.

Question 15

Management-by-exception implies rewarding employees when they have done a good job.

Question 16

Personal traits are good predictors of leadership effectiveness.

Question 17

Strong leader-employee relationships have been linked to increased employee citizenship behavior.

Question 18

The Pygmalion effect is also called a self-fulfilling prophecy.

Question 19

Employees who have positive relationships with their leader are referred to as members of an elite group.

Question 20

Transformational leader behavior represents an exchange between the leader and follower.

Question 21

Chef John Vang is the owner of Chef Vang's. Vang gives his servers and cooks $50 each to dine at any restaurant with cuisine similar to that of Chef Vang's. Employees return with a short written and oral report on what they have learned. This illustrates the transformational leadership behavior of

A)articulating a vision.
B)providing intellectual stimulation.
C)providing individualized support.
D)high-performance expectations.
E)providing an appropriate model.

Question 22

Who developed the theory of Servant Leadership?

A)Robert Greenleaf
B)William Bommer
C)Craig Tuckman
D)E)W. Deming
E)Paul Levy

Question 23

Superordinate goals

A)are always top-down.
B)provide excellent backup plans and fallback positions.
C)are achievable only when all group members exert effort.
D)require extraordinary efforts from star performers.
E)are always bottom-up.

Question 24

In the context of transactional leader behaviors, which of the following refers to putting out fires and taking correct action when problems occur?

A)Contingent reward behavior
B)Contingent punishment
C)Fundamental attribution error
D)Management-by-exception
E)Ad hominem fallacy

Question 25

The success of the ________ theory of leadership led it and newer versions to be conceptualized under the umbrella of "new forms of positive leadership."

A)trait
B)leader-member exchange
C)theory x
D)transformational
E)transactional

Question 26

Robert supervised five construction workers on a renovation project. He returned from a break to find two of them swinging a third worker out of the 85th floor window area on a pulley and rope. Robert yelled, "Get back to work!" Evaluate Robert's transactional leadership behavior.

A)There are no leadership behaviors in this example.
B)Robert did a good job of supplying contingent rewards when he did not fire the workers for the rope swinging.
C)Robert did a poor job of supplying contingent rewards when he did not let the workers continue with their fun.
D)Robert did a good job of providing management-by-exception when he simply told the workers to get back to work.
E)Robert did a poor job of providing management-by-exception when his reaction failed to convey the inherent danger in the situation.

Question 27

Which of the following statements compares transactional and transformational leadership best?

A)Transformational leadership remains too elusive for most leaders. Transactional leadership has emerged as the only reliable model for the contemporary leader.
B)Research findings are too contradictory at this point to make any assessment of the relative effectiveness of transactional or transformational leadership.
C)Transactional leadership is needed first to put a good foundation in place, while transformational leadership is needed to satisfy the higher-level needs of employees.
D)Results in differing situations seem to suggest that the older situational leadership model may replace both transactional and transformational leadership.
E)Transformational leader behaviors work better than transactional leader behaviors by rousing employees to higher levels of performance and expectation.

Question 28

According to a study by Professor Phil Podsakoff and his colleagues at Indiana University, positive correlations exist between transformational leadership behaviors and

A)performance, quality, and attendance.
B)ambition, trust, and communication.
C)satisfaction, turnover, and integrity.
D)trust, satisfaction, and performance.
E)satisfaction, workgroup cohesion, and attendance.

Question 29

Which type of leadership has been defined as "the demonstration of normatively appropriate conduct through personal actions and interpersonal relationships"?

A)theory x
B)leader-member exchange
C)transformational
D)transactional
E)ethical

Question 30

Which transformational leadership behavior has been shown to be associated with increased employee citizenship behavior, increased employee job satisfaction, enhanced organizational commitment, increased employee organizational citizenship behavior, and improved performance?

A)providing individualized support
B)intellectual stimulation
C)providing a role model
D)delegating major decisions
E)articulating a vision

Question 31

Transactional leadership

A)damages the trust relationship in an organization.
B)provides a solid foundation for the employee-manager relationship.
C)is only appropriate for seasoned, professional employees.
D)grows on the foundation of transformational leadership.
E)engages the full person of the leader and the follower.

Question 32

How can a leader know if he has successfully communicated high-performance expectations?

A)Subordinates are happy with comfortable goals.
B)The organization recognizes and acknowledges a series of the leader's quick wins.
C)The leader sets high performance expectations for his workers and communicates those expectations clearly and often.
D)As a result of the leader's actions, people around him set high performance expectations.
E)Peers are jealous and seem ill at ease around him.

Question 33

________ is an important way to build leader-member exchange (LMX).

A)Coaching
B)Contingent reward behavior
C)Punishment
D)Management-by-exception
E)Negative reinforcement

Question 34

According to Bernard Bass, which of the following is an effective transactional leader behavior?

A)contingent reward
B)coaching
C)telling
D)inspirational appeal
E)coercion

Question 35

Steve frequently hears remarks from his direct reportees like, "That is the way we've always done it," or "I'm not sure. That isnot my job." Which transformational leadership behavior will help Steve address this issue?

A)providing individualized support
B)providing intellectual stimulation
C)providing a role model
D)delegating major decisions
E)articulating a vision

Question 36

________, a transactional leadership behavior, consistently results in positive consequences in employee attitudes, such as job satisfaction, and employee behaviors, such as job performance.

A)Coaching
B)Listening
C)Punishment
D)Management-by-exception
E)Contingent reward

Question 37

According to leadership authors Jim Kouzes and Barry Posner, the key elements of transformational leadership behavior of "providing an appropriate model" are

A)search and speak.
B)try and explain.
C)idolize and realize.
D)say and do.
E)demand and command.

Question 38

According to Bernard Bass, the major contributor to the transactional leadership approach, which of the following is one of the two most effective transactional leader behaviors?

A)Management-by-exception
B)Contingent punishment
C)Coercion
D)Inspirational appeal
E)Coaching

Question 39

In a study, Professor Phil Podsakoff and his colleagues at Indiana University found that the strongest positive correlation existed between transformational leader behaviors and

A)satisfaction.
B)trust.
C)performance.
D)honesty.
E)quality.

Question 40

Which of the following transformational leader behaviors challenges followers to reexamine assumptions about their work and rethink how it can be performed?

A)communicating high-performance expectations
B)articulating a vision
C)providing intellectual stimulation
D)providing an appropriate model
E)fostering the acceptance of group goals

Question 41

The Nut House, a local retail store in a suburban mall, sold fresh roasted nuts, homemade potato chips, candies from all over the world and donuts. Elinor Smith, the owner, hired Lee, a new high school graduate, as summer help. Monday morning, the first day on the job, Lee said, "Oh Mrs. Smith, thank you so much for giving me a chance to work! And I love this store! My mom has used your chips and nuts for her women's group parties for years! I love those green ones. What are they called?" Mrs. Smith smiled, "Pistachios, Lee. Welcome to The Nut House. I am glad you are here. There is plenty of work to keep you busy. Let's start with cleaning the glass cases." The day went quickly as Mrs. Smith showed Lee how to clean glass display cases, how to sweep and mop the floors, how to care for the fryers and warming trays. Lee followed Mrs. Smith around and did what Mrs. Smith showed her to do, repeating her actions. If Lee did not do a task correctly, Mrs. Smith repeated the action until Lee got it right. They worked side by side, doing the same cleaning tasks, all day. When a customer came in, Mrs. Smith took care of the customer. Then Mrs. Smith and Lee resumed their cleaning. Tuesday, Mrs. Smith watched Lee clean the store. She commented as needed about a missed detail. She reminded Lee of the procedures, twice demonstrating part of the art of glass cleaning. She frequently complimented Lee for doing a task correctly, especially when Lee seemed bored and said, "This is way easy." Wednesday, Mrs. Smith announced, "Would you like to learn the cash register?" Lee gave her a grateful grin, and Mrs. Smith said, "Wash your hands, and stand right here next to me." Lee was much quicker at learning this task than she had been at glass cleaning. Mrs. Smith commented, "You certainly are good with numbers!" Lee grinned, "I am going to major in math in college." The day went easily. At closing time, Mrs. Smith asked, "Do you still have that nice big brown dog?" Lee nodded, "Danny! My finest friend." Mrs. Smith said, "Right. Danny. Stop next door at the butcher shop and pick up some good meat scraps for him. I already called Mr. Peralta to set some aside for you." On Friday, Mrs. Smith said to Lee, "I have seen you watching while I waited on customers. Are you ready to take care of a customer? Do you have any questions?" Lee had a few, and then Mrs. Smith said, "Good. Remember that each customer is THE most important customer. They deserve our respect, our attention, our service. We want them to come back because we took great care of them. So, do what you have seen me doing, and you will be fine. OK, the next person through the door is your first customer." Lee smiled in anticipation and fidgeted nervously. Soon the door jingled, and in walked Lee's customer. "Hi, Elinor, how are you today?" Mrs. Smith replied, "Just fine, Edna. Here is my new assistant, Lee, all ready to serve you." She nudged Lee toward the center of the display area. Lee looked at her shoes and mumbled, "Hi, Mom. What are you doing here?" Mrs. Winters, Lee's mom, replied in a friendly but business-like manner, "Buying nuts for the card party tonight. I ordered chips ahead. Are they ready? I'd also like a pound of cashews and a pound of mixed nuts." Lee scowled, "Huh? No pistachios?" Mrs. Smith elbowed Lee toward the shelf of ready orders, "Find the tin for Mrs. Winters." The two women chatted as Lee sullenly got her mother's order together. Lee rang up the sale, letting out a big annoyed sigh. Mrs. Winters said, "Thank you," and left the store. Mrs. Smith locked the front door and turned the sign to "BE BACK IN 15 MINUTES" before she gestured Lee to follow her to the back room. She handed Lee a soda, gestured to a seat, and said, "So, how did that go, your first customer?" Lee sulked, "That was MOM, not a customer." Mrs. Smith responded, "That was Mrs. Winters, one of my best customers. Lee, you will know a lot of people who come in this store. What if it's Mr. Legget, the neighbor you don't like? Or a friend of yours from school, Susan, or someone else you do like? Each customer deserves your respect, your attention, and your service. Answer my question, please. How did you do with your first customer?" Lee crumpled into a little pile and whined, "I did just awful. I wasn't glad to see her and she knew it. I forgot to ask her if she wanted anything else, or if she had noticed your new display, or, oh, I just treated her like Mom, I didn't even see a customer. I am just awful. Are you firing me? Maybe I should just quit. I didn't do anything right except ring up the sale. I am just hopeless." Lee buried her face in her hands and sobbed. Please refer to this scenario for the following question. What should Mrs. Smith do next? Use situational leadership, transactional behaviors, and transformational answers in your discussion. Be specific and provide examples.

Question 42

Which is not a suggestion for how to provide contingent punishment?

A)Explain the consequences if the behavior doesn't change.
B)Document your disciplinary acts in public.
C)Describe the undesirable behavior.
D)Provide examples of desired behaviors.
E)Explain the problems the undesirable behavior is causing.

Question 43

Which is not a suggestion to increase your ability to articulate a vision?

A)use emotional appeals
B)avoid metaphor or analogy
C)speak in positive terms
D)use the word "we" instead of "I"
E)explain the significance of the vision

Question 44

A leader who fosters the acceptance of group goals promotes cooperation among employees and gets them to work together toward a common goal. The most common example of this behavior is the setting of a ________ goal.

A)forward-facing
B)distal
C)proximal
D)subordinate
E)superordinate

Question 45

The combination of both the transactional and transformational approaches to leadership is known as the

A)full range of leadership.
B)dynamic model of leadership.
C)dichotomous model of leadership.
D)new forms of positive leadership.
E)new forms of servant leadership.

Question 46

Leader behavior that sets an example for employees to follow that is consistent with values the leader and the organization espouse is known is a(n)________ model.

A)proper
B)ethical
C)transactional
D)appropriate
E)servant

Question 47

The effects of transformational leadership on organizational outcomes can be direct upon the outcome and indirect, operating through the ________ theory of leadership.

A)theory x
B)theory y
C)leader-member exchange
D)transactional
E)transformational

Question 48

Which type of leaders are deeply aware of how they think and behave and are perceived by others as being aware of their own and other's values, knowledge, and strength?

A)theoryy
B)transactional
C)authentic
D)transformational
E)servant

Question 49

Leadership failure is most closely related to

A)lack of competence.
B)failure to communicate a mission.
C)failure to communicate vision.
D)having undesirable qualities.
E)lacking desirable qualities.

Question 50

Which is not one of the five types of on-the-job experiences?

A)job transitions
B)creating change
C)exposure to diversity
D)managing boundaries
E)balancing demands

Question 51

The mere perception that one would likely be a leader is most closely linked to the idea of

A)servant leadership.
B)transactional leadership.
C)transformative leadership.
D)leadership dominance.
E)leadership emergence.

Question 52

The Nut House, a local retail store in a suburban mall, sold fresh roasted nuts, homemade potato chips, candies from all over the world and donuts. Elinor Smith, the owner, hired Lee, a new high school graduate, as summer help. Monday morning, the first day on the job, Lee said, "Oh Mrs. Smith, thank you so much for giving me a chance to work! And I love this store! My mom has used your chips and nuts for her women's group parties for years! I love those green ones. What are they called?" Mrs. Smith smiled, "Pistachios, Lee. Welcome to The Nut House. I am glad you are here. There is plenty of work to keep you busy. Let's start with cleaning the glass cases." The day went quickly as Mrs. Smith showed Lee how to clean glass display cases, how to sweep and mop the floors, how to care for the fryers and warming trays. Lee followed Mrs. Smith around and did what Mrs. Smith showed her to do, repeating her actions. If Lee did not do a task correctly, Mrs. Smith repeated the action until Lee got it right. They worked side by side, doing the same cleaning tasks, all day. When a customer came in, Mrs. Smith took care of the customer. Then Mrs. Smith and Lee resumed their cleaning. Tuesday, Mrs. Smith watched Lee clean the store. She commented as needed about a missed detail. She reminded Lee of the procedures, twice demonstrating part of the art of glass cleaning. She frequently complimented Lee for doing a task correctly, especially when Lee seemed bored and said, "This is way easy." Wednesday, Mrs. Smith announced, "Would you like to learn the cash register?" Lee gave her a grateful grin, and Mrs. Smith said, "Wash your hands, and stand right here next to me." Lee was much quicker at learning this task than she had been at glass cleaning. Mrs. Smith commented, "You certainly are good with numbers!" Lee grinned, "I am going to major in math in college." The day went easily. At closing time, Mrs. Smith asked, "Do you still have that nice big brown dog?" Lee nodded, "Danny! My finest friend." Mrs. Smith said, "Right. Danny. Stop next door at the butcher shop and pick up some good meat scraps for him. I already called Mr. Peralta to set some aside for you." On Friday, Mrs. Smith said to Lee, "I have seen you watching while I waited on customers. Are you ready to take care of a customer? Do you have any questions?" Lee had a few, and then Mrs. Smith said, "Good. Remember that each customer is THE most important customer. They deserve our respect, our attention, our service. We want them to come back because we took great care of them. So, do what you have seen me doing, and you will be fine. OK, the next person through the door is your first customer." Lee smiled in anticipation and fidgeted nervously. Soon the door jingled, and in walked Lee's customer. "Hi, Elinor, how are you today?" Mrs. Smith replied, "Just fine, Edna. Here is my new assistant, Lee, all ready to serve you." She nudged Lee toward the center of the display area. Lee looked at her shoes and mumbled, "Hi, Mom. What are you doing here?" Mrs. Winters, Lee's mom, replied in a friendly but business-like manner, "Buying nuts for the card party tonight. I ordered chips ahead. Are they ready? I'd also like a pound of cashews and a pound of mixed nuts." Lee scowled, "Huh? No pistachios?" Mrs. Smith elbowed Lee toward the shelf of ready orders, "Find the tin for Mrs. Winters." The two women chatted as Lee sullenly got her mother's order together. Lee rang up the sale, letting out a big annoyed sigh. Mrs. Winters said, "Thank you," and left the store. Mrs. Smith locked the front door and turned the sign to "BE BACK IN 15 MINUTES" before she gestured Lee to follow her to the back room. She handed Lee a soda, gestured to a seat, and said, "So, how did that go, your first customer?" Lee sulked, "That was MOM, not a customer." Mrs. Smith responded, "That was Mrs. Winters, one of my best customers. Lee, you will know a lot of people who come in this store. What if it's Mr. Legget, the neighbor you don't like? Or a friend of yours from school, Susan, or someone else you do like? Each customer deserves your respect, your attention, and your service. Answer my question, please. How did you do with your first customer?" Lee crumpled into a little pile and whined, "I did just awful. I wasn't glad to see her and she knew it. I forgot to ask her if she wanted anything else, or if she had noticed your new display, or, oh, I just treated her like Mom, I didn't even see a customer. I am just awful. Are you firing me? Maybe I should just quit. I didn't do anything right except ring up the sale. I am just hopeless." Lee buried her face in her hands and sobbed. Please refer to this scenario for the following question. How well did Mrs. Smith utilize transformational leadership behaviors? Be specific and provide examples.

Question 53

The construct of ________ challenges followers to reexamine assumptions about their work.

A)empathetic leadership
B)mindfulness
C)intellectual stimulation
D)positive leadership
E)boundless rationality

Question 54

Behaviors that demonstrate the leader's expectations for excellence, quality, and performance on the part of the followers are known as ________ expectations.

A)high-performance
B)high-achievement
C)transactional-leader
D)transformational-leader
E)servant-leader

Question 55

The new positive leadership approaches have intuitive appeal, and the empirical evidence for them has been

A)strong.
B)weak.
C)moderate.
D)somewhat ambiguous.
E)somewhat contradictory.

Question 56

Which is not a trait that has been found to contribute to leadership emergence?

A)self-confidence
B)dominance
C)extraversion
D)intelligence
E)sociability

Question 57

Which is not one of the "universal" transformational behaviors?

A)promoting loyalty
B)articulating a vision
C)fostering the acceptance of group goals
D)communicating high-performance expectations
E)providing intellectual stimulation

Question 58

Your friend Chris believes that leaders are more capable and possess a different set of traits than followers. Do you agree with him? Explain.

Question 59

Which theory of leadership focuses on putting the needs of followers and stakeholders first?

A)ethical
B)servant
C)transformational
D)transactional
E)leader-member exchange

Question 60

The construct of ________ shows that you respect followers and care about their personal feelings and needs.

A)group support
B)individualized support
C)empathic leadership
D)servant leadership
E)Boundless empathy

Question 61

Bernard Bass suggests two of the most effective transactional leader behaviors. What are they?

Question 62

What is an in-group and out-group?

Question 63

Identify and discuss the new forms of positive leadership. What does the research evidence say with regard to their validity?

Question 64

According to Phil Podsakoff and his colleagues at Indiana University, what are the six transformational leader behaviors?

Question 65

According to experts in the area of leadership development, what are the five types of on-the-job experiences that are important for developing leadership capabilities? Give one example of each.

Question 66

What's the difference between a leader and a manager?

Question 67

What are the three ways in which transactional behaviors play an important role in effective leadership?

Question 68

Describe Leader-member Exchange. What important organizational outcomes are linked to strong leader-employee relationships?

Question 69

Paul is a mid-level manager in a car manufacturing plant. Normally, Paul receives two separate budget allocations for rewarding his employees and for standard yearly bonus payments. However, due to the recession-hit markets this year, he has got only one budget allocation. He has to decide whether to use it for rewarding his top-performing employees or for giving similar bonuses to everyone. Help him decide based on the transactional leader behaviors.

Question 70

What are the traits that are good predictors of leadership emergence? What are the characteristics that people admire in leaders? Are they similar to each other? Explain.

Question 71

In keeping with its corporate social responsibility goals, this year your company asks employees to work an extra hour without pay every day for the next two months. No one in your group seems very enthusiastic about this although the proceeds are meant for a children's charity. As a manager, what kind of leadership behavior will you need to motivate the employees-transactional or transformational? Explain.