Deck 12: Contemporary Approaches to Leadership

Question 1

The process of influencing major changes in the attitudes and assumptions of organizational members and building commitment is referred to as which of the following?

A) Required leader behavior
B) Charismatic leadership
C) Preferred leader behavior
D) Transformational leadership
E) Transactional leadership

Answer 1

D

Question 2

The transition from transformation to equilibrium is known as which of the following?

A) Punctuated equilibrium
B) Charismatic leadership
C) Compelling vision
D) Required leader behavior
E) Transactional leadership

Answer 2

A

Question 3

The theory that suggests that the leader's behaviors need to be consistent with the style of leadership preferred by the members is referred to as which of the following?

A) Required leader behavior
B) Charismatic leadership
C) Preferred leader behavior
D) Transformational leadership
E) Transactional leadership

Answer 3

E

Question 4

Leaders of an organization must be attentive toward their employees' needs; however; they are not permitted to simply ignore any organizational problems they are having. This is an example of which of the following?

A) Required leader behavior
B) Charismatic leadership
C) Preferred leader behavior
D) Transformational leadership
E) Transactional leadership

Question 5

Which of the following behaviors should be consistent with the members' ideas of what leader should do and how they should conduct themselves?

A) Required leader behavior
B) Charismatic leadership
C) Preferred leader behavior
D) Actual leader behavior
E) Performance satisfaction

Question 6

The two requirements of which behavior are the situational requirements and the member's preferences?

A) Required leader behavior
B) Charismatic leadership
C) Preferred leader behavior
D) Actual leader behavior
E) Performance satisfaction

Question 7

Weese (1995) combined the work of Bass (1985), Bennis (1984), and Shaskin (1986) to propose a five-component model of leadership. All of the following are components of that model except:

A) Credible character
B) Contagious enthusiasm
C) Compelling vision
D) Charismatic communicator
E) Culture facilitator

Question 8

Bennis (1984) used the label visionary leadership and suggested that it calls for competency in four different areas. All of the following are visionary leadership areas except:

A) Management of understanding
B) Management of trust
C) Management of self
D) Management of meaning
E) Management of attention

Question 9

Arnold, Arad, Rhoades, and Drasgow (2000) developed a measure that focused on five dimensions of leadership. That instrument is referred to as which of the following?

A) Understanding Leadership Questionnaire
B) Preferred Leadership Questionnaire
C) Performance Leadership Questionnaire
D) Empowering Leadership Questionnaire
E) Productive Leadership Questionnaire

Question 10

Which of the following is not one of the dimensions of empowerment leadership outlined by Arnold and colleagues (2000)?

A) Showing concern
B) Coaching
C) Leading by example
D) Giving personal recognition
E) Informing

Question 11

Which of the following is not one of the states of leader behavior focused on in Chelladurai's multidimensional model of leadership?

A) Required
B) Operative
C) Preferred
D) Actual
E) All of the above

Question 12

Which of the following is not one of the factors affected by transformational leadership?

A) Emotions
B) Values/goals/needs
C) Aspirations
D) Self-esteem
E) Personal monetary rewards

Question 13

The multidimensional model does which of the following?

A) Takes into account the characteristics of the situation, the leader, and the members
B) Conceptualizes three states of leader behavior: required, preferred, and actual leader behaviors
C) Emphasizes the need for the congruence among the three states of leader behavior
D) All of the above
E) None of the above

Question 14

The multidimensional model of leadership includes several situational characteristics that influence and control leader behavior. All of the following are situational characteristics except:

A) Task of the group
B) Nature of the group
C) Structure of the group
D) Organizational goals
E) Norms of the social setting

Question 15

Yukl (2006) noted that followers are likely to attribute charisma to a leader if the leader does all of the following except:

A) Advances a mission
B) Acts conventionally
C) Makes self-sacrifices
D) Exudes confidence
E) Inspires with emotional appeal

Question 16

Transactional leadership refers to a leader who inspires employees to higher levels of performance.

Question 17

The thrust of the leader-member exchange theory is that effectiveness of leadership is a function of the extent to which the leader builds a unique relationship with each member.

Question 18

The leader-member exchange theory was originally known as the vertical dynamic linkage model.

Question 19

The leader is not likely to interact as much with those who are seen as less valuable to a group.

Question 20

The process of influencing major changes in the attitudes and assumptions of the organization's members and building commitment for major changes in the organization's objectives and strategies in referred to as transformational leadership.

Question 21

The transformational leader convinces the members of the viability of the vision, articulates the vision, and expresses confidence in members' ability to achieve the vision.

Question 22

Transformational leadership leads to the formation of an out-group whose members have low-quality exchange relationships with the leader.

Question 23

The labels of transformational leadership and visionary leadership have been used interchangeably.

Question 24

The implication of the leader-member exchange theory is that a leader is likely to bestow his or her trust and support on those individuals the leader values as contributors to group functioning.

Question 25

The leader-member exchange theory suggests that five dimensions of leadership focus on empowering subordinates.

Question 26

One of the major dimensions of transformational leadership is leading by example.

Question 27

One of the major dimensions of empowerment leadership is participative decision making.

Question 28

The main thrust of required leader behavior is how a leader behaves in any given situation.

Question 29

Situational, or macro, variables can influence and control leader behavior.

Question 30

The preferences of an organization's members for specific leader behaviors are referred to as preferred leader behaviors.

Question 31

The consequences included in the multidimensional model of leader behavior are performance and satisfaction.

Question 32

Management is concerned with routine operations whereas leadership is more attuned to creating a vision for the organization and setting its larger goals.

Question 33

Followers are likely to attribute charisma to a leader if the leader advances a mission that is radically different from the status quo.

Question 34

Bennis (1984) used the label _______________________ and suggested that it calls for competency in four different areas.

Question 35

_______________________ is garnering the attention of the followers to the vision that the leader has espoused.

Question 36

Clarifying for members what a vision means for them and for the organization and how their activities would contribute to attaining that vision is referred to as _______________________.

Question 37

Weese (1995) combined the work of Bass (1985), Bennis (1984), and Shaskin (1986) to propose a five-component model of leadership, which includes: (a) _______________, (b) ________________, and (c) __________________.

Question 38

Arnold, Arad, Rhoades & Drasgow (2000) developed a measure that focused on five dimensions of leadership called the ELQ. ELQ stands for _______________________.

Question 39

Arnold and colleagues (2000) proposed that (a) _________________, (b) _________________, and (c) ___________________ are dimensions of empowerment leadership.

Question 40

___________________ leadership could be effective in maintaining the status quo in terms of productivity and effectiveness.

Question 41

___________________ leadership is "the process of influencing major changes in the attitudes and assumptions of organization members (organizational culture) and building commitment for major changes in the organization's objectives and strategies."

Question 42

___________________ leadership refers to the follower perception that a leader possesses a divinely inspired gift and is somehow unique and larger than life.

Question 43

According to the ___________________ theory, effectiveness of leadership is a function of the extent to which the leader builds a distinctively unique relationship with each of the members.

Question 44

Chelladurai's multidimensional model of leadership focuses on three states of leader behavior: (a) _________________, (b) _________________, and (c) _________________.

Question 45

___________________ refers to what the leader needs to do as well as what the leader is not permitted to do.

Question 46

Macro variables can also be referred to as ___________________.

Question 47

The antecedent variables that determine the leader behaviors in Chelladurai's multidimensional model of leadership are classified into (a) _________________, (b) _________________, and (c) _________________ characteristics.

Question 48

How a leader behaves in any given situation is called ___________________.

Question 49

The consequences included in the multidimensional model are _________________ and _________________.

Question 50

Management of __________ is creating a sense of trust among the followers that the leader is honest and trustworthy and deserves to be followed.

Question 51

Management of __________ is understanding and accepting one's own strengths and weaknesses, acknowledging that risk and failure are part of visionary leadership.

Question 52

__________ is concerned with stability, order, and efficiency, while __________ is concerned with flexibility, innovation, and adaptation.