Deck 3: Leadership Situation

Question 1

In the Multiple Linkage Model, long-term group effectiveness depends primarily on ________.

A) the leader's interpersonal skills
B) the leader's technical skills
C) the leader's ability to gain more power over subordinates
D) the leader's ability to make the situation more favorable

Answer 1

D

Question 2

The primary explanatory process in Path-goal Theory of leadership is the influence of leader ________.

A) expectations on subordinate behavior
B) expectations on subordinate expectations
C) behavior on subordinate expectations
D) behavior on group processes

Answer 2

C

Question 3

According to Leader Substitutes Theory ________.

A) effective leaders find capable substitutes to replace subordinates who lack appropriate skills or motivation
B) effective leaders find capable substitutes to fill in for them when they must be absent from the work unit
C) hierarchical leadership is less important when new strategies can be substituted for obsolete ones
D) hierarchical leadership is less important when many substitutes are present in the situation

Answer 3

D

Question 4

Managers in large units are MOST likely to ________.

A) use less delegation
B) use group decision making more often
C) spend more time planning and coordinating
D) provide more coaching

Question 5

Which of the following was NOT a recommendation for effective time management?

A) Determine how much time is spent on different activities.
B) Eliminate activities that require a lot of time.
C) Plan daily and weekly activities.
D) Avoid procrastination.

Question 6

According to the Multiple Linkage Model, short-term group effectiveness depends primarily on what the leader does to ________.

A) maximize the task commitment of subordinates
B) improve planning and coordination of operations
C) correct any deficiencies in intervening variables
D) remove organizational constraints

Question 7

According to Leader Substitutes Theory, leadership is least important when there are ________.

A) few substitutes and neutralizers
B) few substitutes and many neutralizers
C) many substitutes and few neutralizers
D) many substitutes and neutralizers

Question 8

In a crisis situation, effective leaders are likely to ________.

A) consult with subordinates
B) reduce their exposure
C) act more considerately
D) act more decisively

Question 9

In comparison to low-level managers, most top executives ________.

A) are more focused on solving immediate problems
B) are more autocratic in their decision making
C) have a stronger concern about efficiency
D) have a longer time perspective

Question 10

A situational variable is called a(n) ________ if it increases the effects of leader behavior on the dependent variable but does not directly influence the dependent variable.

A) mediator
B) neutralizer
C) enhancer
D) substitute for leadership

Question 11

According to Path-goal Theory, supportive leadership contributes most to subordinate satisfaction and motivation when the task is ________.

A) tedious and stressful
B) important and meaningful
C) complex and variable
D) interesting and enjoyable

Question 12

Which of the following is a suggested guideline for adaptive leadership?

A) Make contingency plans to prepare for any possible problems.
B) Hold more meetings to involve people when a crisis occurs.
C) Maintain a high level of situational awareness.
D) Rely on previously effective practices.

Question 13

A situational moderator variable is called a(n) ________ when it decreases the effect of leader behavior on the dependent variable or prevents any effect from occurring.

A) mediator
B) neutralizer
C) enhancer
D) substitute for leadership

Question 14

Which of the following is NOT a suggested guideline for adaptive leadership?

A) Use more planning to prepare for a long, complex task.
B) Provide more direction to people with independent work roles.
C) Be more supportive to people who have a stressful task.
D) Provide more direction and briefings when there is a crisis.

Question 15

According to Stewart, which of the following statements is NOT correct?

A) Demands and constraints are essentially the same for most managerial jobs.
B) Managerial behavior is strongly influenced by demands and constraints.
C) Role conflicts are caused by incompatible demands from different people.
D) Demands and constraints depend in part on a manager's perceptions.

Question 16

Which of the following was NOT found in the research on leadership situations?

A) The situation directly influences a leader's behavior.
B) The situation moderates the effects of leader behavior on outcomes.
C) The situation directly affects mediators for effects of leader behavior.
D) The situation has little effect on leader behavior.

Question 17

Heller and Yukl found that as span of control increased, upper-level managers made ________ autocratic decisions and used ________ delegation.

A) fewer; less
B) fewer; more
C) more; less
D) more; more

Question 18

When a situational variable can make a mediating variable or an outcome more favorable, it is sometimes called a(n) ________.

A) mediator
B) neutralizer
C) enhancer
D) substitute for leadership

Question 19

Which of the following is NOT one of the recommended guidelines for time management by leaders?

A) Analyze how you have been using your time.
B) Determine the important objectives to be accomplished.
C) Use multi-tasking to conduct important activities.
D) Plan daily and weekly activities in advance.

Question 20

According to Path-goal Theory, directive leadership is most effective when ________.

A) the task is simple and repetitive
B) work roles are ambiguous
C) the task is tedious and stressful
D) work roles are independent

Question 21

Which of the following is an example of a demand?

A) adhering to safety regulations
B) following environmental regulations
C) deciding which strategies to use to pursue objectives
D) conducting performance appraisals

Question 22

A substitute can indirectly influence leader behavior ________.

A) when it decreases the effect of leader behavior on the dependent variable
B) if it becomes obvious to the leader that some types of behavior are redundant
C) when it increases the effect of leader behavior on the independent variable
D) if the leader is unaware that some types of behavior are unnecessary

Question 23

Which of the following is an example of a constraint?

A) securities regulations
B) required meetings
C) delegated responsibilities
D) authorization of an expenditure

Question 24

________ are the required duties, activities, and responsibilities for someone in a managerial position.

A) Demands
B) Constraints
C) Choices
D) Patterns of relationships

Question 25

Having to establish relationships with many people for short periods of time as opposed to dealing with the same people repeatedly ________.

A) causes the manager's job to be much simpler
B) makes it impossible for the manager to impress people
C) further complicates the manager's job
D) is preferable when a manager needs to influence people

Question 26

Which of the following is an example of a choice?

A) bureaucratic procedures
B) priorities attached to different objectives
C) availability of resources
D) labor laws

Question 27

Leader instruction in how to do a task has little effect on the performance of employees who already know how to do it. This example illustrates which of the following?

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

Question 28

More time is needed for clients, customers, suppliers, and/or subcontractors when ________.

A) superiors make unpredictable demands
B) the manager is highly dependent on these outsiders and must negotiate agreements, carry out public relations activities, and create a good impression
C) it is important but difficult to monitor subordinates' performance
D) peers must be closely coordinated

Question 29

Standards, objectives, and deadlines for work that must be met are examples of ________.

A) demands
B) constraints
C) choices
D) patterns of relationships

Question 30

________ are characteristics of the organization and external environment limiting what a manager can do.

A) Demands
B) Constraints
C) Choices
D) Patterns of relationships

Question 31

________ include the opportunities available to someone in a particular type of managerial position to determine what to do and how to do it.

A) Demands
B) Constraints
C) Choices
D) Patterns of relationships

Question 32

________ include bureaucratic rules, policies, and regulations that must be observed.

A) Demands
B) Constraints
C) Choices
D) Patterns of relationships

Question 33

More time is needed to deal with ________ when new assignments must be made frequently and coordinated closely.

A) subordinates
B) superiors
C) peers
D) outsiders

Question 34

More time is needed to deal with ________ when the manager is highly dependent on them for resources or assignments.

A) subordinates
B) superiors
C) peers
D) outsiders

Question 35

Leader task expertise enables a leader to provide better coaching, and subordinates are more likely to follow advice from a leader who is perceived to be an expert. This example illustrates which of the following?

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

Question 36

More time is needed to deal with ________ when the manager is dependent on them for services, supplies, cooperation, or approval of work outputs.

A) subordinates
B) superiors
C) peers
D) outsiders

Question 37

A situational moderator variable is called a neutralizer when it ________.

A) decreases the effect of leader behavior on the dependent variable or prevents any effect from occurring
B) increases the effects of leader behavior on the dependent variable but does not directly influence the dependent variable
C) makes a mediating variable or an outcome more favorable
D) makes a mediating variable or an outcome less favorable

Question 38

Examples of major ________ include the objectives for the manager's unit and the priorities attached to different objectives

A) demands
B) constraints
C) choices
D) patterns of relationships

Question 39

Demands and constraints ________ choices in the short run; over a longer time period a leader has the opportunity to modify demands and remove constraints in order to ________ choices.

A) limit; expand
B) limit; limit
C) expand; expand
D) expand; limit

Question 40

Much of the knowledge about how the situation influences leader behavior comes from descriptive research using all of the following EXCEPT ________.

A) observation
B) interviews
C) field experiments
D) diaries

Question 41

Intrinsic motivation is likely to be higher for subordinates for all of the following reasons EXCEPT ________.

A) the work requires varied skills
B) the work is interesting
C) the work is easily accomplished
D) the work provides automatic feedback about performance

Question 42

According to Path-goal Theory, subordinates will perform better in all of the following cases EXCEPT when they ________.

A) perceive that minimal effort is required to attain task objectives
B) perceive that high performance will result in beneficial outcomes
C) are optimistic that it is possible to achieve the task objectives
D) have clear and accurate role expectations

Question 43

Which of the following is a guideline for effective time management?

A) Learn to use a wide range of relevant behaviors.
B) Provide more direction to people with interdependent roles.
C) Take advantage of reactive activities.
D) Use more planning for a long, complex task.

Question 44

More external behavior is needed when the leader is ________.

A) only mildly dependent on information from other parts of the organization
B) heavily reliant on resources from higher management
C) unaffected by governmental regulations on the work
D) not dependent on cooperation from clients

Question 45

Task-oriented behavior has a stronger effect on role clarity, self-efficacy, effort, and performance when subordinates are ________.

A) unsure about how to do their work
B) sure of how to do their work
C) assigned simple and easily achievable tasks
D) very experienced in the work they need to accomplish

Question 46

A key proposition of Path-goal Theory is that supportive leadership has a stronger effect when the task is all of the following EXCEPT ________.

A) tedious
B) dangerous
C) stressful
D) routine

Question 47

A coalition of ________ is especially important when it is necessary to make innovative changes and ensure that they will be implemented successfully.

A) internal critics
B) external allies
C) internal and external supporters
D) collaborative leaders

Question 48

Professionals who are internally motivated by their values, needs, and ethics ________ quality work.

A) do not need to be encouraged by their leader to do
B) require additional encouragement from their leader to do
C) are willing but incapable of producing
D) need extensive direction and training to produce

Question 49

The Multiple Linkage Model ________.

A) includes a smaller number of mediating variables that explain the effects of leader behaviors and situational variables
B) replaces the broadly defined behaviors used in most earlier contingency theories with specific types of leader behaviors
C) deals directly with organizational processes involving adaptive leadership by top management to threats and opportunities in the external environment
D) does not include explanatory mediating variables

Question 50

Which of the following is a substitute for supportive leadership?

A) a highly structured and repetitive task
B) extensive prior training and experience
C) an intrinsically satisfying task that is not stressful
D) extensive rules and standard procedures

Question 51

A basic proposition of ________ is that leader actions correct any deficiencies in the mediating variables that determine group performance.

A) Path-goal Theory
B) Leader Substitutes Theory
C) Situational Leadership Theory
D) Multiple Linkage Model

Question 52

The initial version of the ________ described how a leader's task-oriented behavior and relations-oriented behavior influence subordinate satisfaction and performance in different situations.

A) Leader Substitutes Theory
B) Path-goal Theory
C) Multiple Linkage Model
D) LPC Contingency Model

Question 53

The four types of variables in the Multiple Linkage Model include all of the following EXCEPT ________.

A) leader behaviors
B) explanatory mediating variables
C) subordinate behaviors
D) outcome variables

Question 54

The chaotic and demanding nature of managerial work makes ________ one of the most important administrative skills for leaders.

A) conflict resolution
B) interpersonal skills
C) analytical decision making
D) time management

Question 55

Which of the following is one of the LEAST useful of the early contingency theories?

A) Path-goal Theory
B) Leader Substitutes Theory
C) Situational Leadership Theory
D) Multiple Linkage Model

Question 56

________ describes how specific types of leader behavior and situation variables jointly influence performance by individual subordinates and by the leader's work unit.

A) Path-goal Theory
B) Leader Substitutes Theory
C) The Multiple Linkage Model
D) Situational Leadership Theory

Question 57

Which of the following is NOT a guideline for effective time management?

A) Monitor critical tasks more closely.
B) Plan and prepare for extreme events.
C) Learn the reasons for demands and constraints.
D) Determine what you want to accomplish.

Question 58

Which of the following is NOT a remedy for procrastination?

A) focus on fear of failure
B) break a complex task into smaller parts
C) set a deadline earlier than the date on which the task must absolutely be completed
D) tackle unpleasant tasks early in the day

Question 59

Setting aside some time for reflective analysis and planning ________.

A) is desirable only if not done on a regular basis
B) can make managers too preoccupied with reacting to day-to-day problems
C) may help managers avoid many of the problems that they are faced with
D) makes them less prepared to deal with unavoidable problems

Question 60

Which of the following is a substitute for instrumental leadership?

A) an unstructured and highly varied task
B) minimal prior training and experience for subordinates
C) an intrinsically satisfying task
D) extensive rules and standard procedures

Question 61

Which of the following is NOT a guideline for flexible, adaptive leadership?

A) Monitor a critical task or unreliable person more closely.
B) Be more supportive to someone with a highly stressful task.
C) Plan and prepare for extreme events.
D) Use more planning for a long, complex task.

Question 62

Low-level managers are primarily concerned with ________.

A) interpreting policies
B) implementing programs
C) making long-range plans
D) facilitating work activities

Question 63

The early contingency theories have many conceptual weaknesses that make them difficult to validate and limit their practical utility.

Question 64

According to the Cognitive Resource Theory, under periods of high stress leader intelligence is less likely to improve leadership effectiveness.

Question 65

The contingency theories of effective leadership have at least one predictor variable such as leadership behavior, at least one dependent outcome variable such as subordinate satisfaction or performance, and one or more situational variable.

Question 66

Leader Substitutes Theory suggests that in many situations no leadership is necessary.

Question 67

Which statement about leader discretion is true?

A) Demands and constraints are determined entirely by objective job conditions.
B) Research shows that for managers with similar jobs there is little variability of behavior.
C) A leader's objectives and skills play a role in determining demands and constraints.
D) Leaders have no say in which aspects of their job are emphasized.

Question 68

A variable that enhances the strength of the relationship between a predictor variable and a dependent variable is called a mediating variable.

Question 69

According to the Path-goal Theory of leadership, task characteristics have a direct effect on subordinate effort and satisfaction.

Question 70

________ tend to be more concerned with technical matters, staffing, scheduling work, and monitoring subordinate performance.

A) Top executives
B) Higher-level managers
C) Middle managers
D) Lower-level managers

Question 71

A general guideline for managers that can be derived from the contingency leadership research is that leaders need to provide more direction to subordinates with simple and repetitive tasks.

Question 72

The evidence supporting contingency theories of effective leadership is ________, and the findings are ________ to interpret.

A) limited; easy
B) limited; difficult
C) vast; easy
D) vast; difficult

Question 73

All of the following can result in more exposure for an organization EXCEPT when ________.

A) decisions do not have immediate consequences
B) actions have highly visible outcomes
C) mistakes can result in risk to human health and life
D) poor judgment can result in disruption of operations

Question 74

According to the LPC Contingency Model, a high LPC leader would be preferred in a situation where the leader-member relations are good, the task is highly structured, and the leader has high position power.

Question 75

Which of the following is NOT true regarding the fact that different people define the same job in different ways?

A) It reflects a leader's interests, skill, and values.
B) It is influenced by the role expectations others have for the leader.
C) It is due to the inherent trade-offs among different aspects of a job.
D) It is the result of some leaders failing to perform their duties in an effective manner.

Question 76

Most of the research on contingency theories used weak research methods and failed to provide strong, conclusive results.

Question 77

What is a guideline for flexible, adaptive leadership?

A) Understand your leadership situation, and try to make it more favorable.
B) Focus on using a small range of relevant behaviors.
C) Provide less direction to people with interdependent roles.
D) Give an inexperienced subordinate freedom to perform without coaching.

Question 78

All of the following are primary concerns of higher-level managers EXCEPT ________.

A) implementing work policies and programs
B) managing and leading are mutually exclusive and unrelated
C) modifying the organization structure
D) initiating new ways of doing things

Question 79

The Multiple Linkage Model describes how managerial behavior and situational variables jointly influence the performance of an individual subordinate or the leader's work unit.

Question 80

There is less exposure when ________.

A) decisions have immediate consequences
B) bad judgment can result in loss of resources
C) actions have important consequences
D) decisions are made by a group that has shared accountability for them