Deck 11: Traditional Leadership Approaches

Question 1

Research indicates that individuals who attribute outcomes to their own behavior may be more satisfied with a participative leader.

Answer 1

True

Question 2

The LPC theory indicates that a relationship-oriented leader is appropriate for very favorable and very unfavorable situations.

Answer 2

False

Question 3

The path-goal theory has its roots in the expectancy theory of motivation.

Answer 3

True

Question 4

Leader task structure is the power inherent in the leader's role itself.

Question 5

Leadership is a set of characteristics an individual actually possesses or is perceived to possess.

Question 6

Subordinates' locus of control and perceived ability are part of the path-goal theory of leadership.

Question 7

Current study of leadership focuses almost exclusively on the traits, or personal characteristics, of leaders.

Question 8

Task structure is the most important factor when assessing situational favorableness.

Question 9

Careful scientific research of leadership began in the late sixteenth century, so the existing literature is vast and comprehensive.

Question 10

The highest numbers on the LPC scale are associated with a positive evaluation of the least-preferred coworker.

Question 11

According to the LPC, relationship motivation closely parallels employee-centered and consideration leader behavior.

Question 12

The degree of task or relationship motivation is measured by the Least Preferred Coworker (LPC) scale.

Question 13

The LPC theory assumes that a leader can change his or her style to fit the situation.

Question 14

A manager who uses a team management style of leadership is concerned about people and production.

Question 15

According to path-goal theory, when task structure is low, directive leadership tends to be more effective.

Question 16

Situational theories demonstrate that there are a number of leadership styles that can have a positive impact on an organization's effectiveness.

Question 17

A person is usually both a manager and a leader.

Question 18

A manager who exhibits employee-centered leader behaviors paysattention to the human aspects of the group.

Question 19

Position power refers to the personal relationship that exists between subordinates and their leader.

Question 20

Leadership usually involves some form of force and coercion.

Question 21

Recent renewed interest in the trait approach to leadership has suggested all of the following are characteristics of leaders EXCEPT

A) emotional intelligence.
B) cognitive ability.
C) motivation.
D) honesty and integrity.
E) All of these are characteristics.

Question 22

The goal of the behavioral approach to the study of leadership was to

A) categorize a set of behaviors as effective or ineffective in terms of making decisions.
B) match a set of behaviors with corresponding situations.
C) study the behavior patterns of several well-known historical leaders.
D) define a standard list of leader characteristics.
E) determine what behaviors were associated with effective leadership.

Question 23

Which statement best describes the current state of leadership research?

A) The exploration of leadership is in its infancy.
B) Research in the field was completed recently.
C) Research in the field was completed many years ago.
D) Many questions remain unanswered.
E) Researching leadership has proved nearly impossible.

Question 24

The textbook makes several distinctions between management and leadership.These distinctions include all of the following EXCEPT

A) leadership is more involved in motivating and inspiring individuals.
B) management is more important in regards to creating and directing change.
C) leadership is more concerned with establishing direction.
D) management is more concerned with planning and budgeting.
E) management more often focuses on controlling and problem solving.

Question 25

Susan did not vote for a candidate because she thought none of them would be a job-centered leader.Based on this information, to what view of leadership does Susan most relate?

A) The LPC theory
B) The behavioral approach
C) Vroom's decision tree
D) The trait approach
E) The focus approach

Question 26

The definition of leadership includes all of the following EXCEPT

A) the ability to affect the perceptions, believes and attitudes of others.
B) the effective use of force and/or coercion.
C) a set of characteristics attributed to certain people.
D) both a process and a property.
E) the use of noncoercive influence.

Question 27

One conclusion of the University of Michigan studies was that a leader who focuses on work procedures and performance is exhibiting

A) task-oriented leader behavior.
B) consideration behavior.
C) initiating-structure behavior.
D) employee-centered leader behavior.
E) job-centered leader behavior.

Question 28

Unlike the Ohio State studies, the University of Michigan studies on leadership

A) placed the defined dimensions of leadership behavior on opposite ends of a single continuum.
B) identified only two categories of leadership behavior.
C) placed the defined dimensions of leadership behavior in a grid.
D) placed all defined dimensions of leadership behavior on the same side of a single continuum.
E) saw the various defined dimensions as independent of one another.

Question 29

Early studies of leadership focused on the traits, or personal characteristics, of leaders.Later research shifted to examine actual ____.

A) member behavior.
B) focus behavior.
C) leader behavior.
D) charismatic behavior.
E) follower behavior.

Question 30

Vroom's current formulation of the decision-tree model includes two types of decision trees.

Question 31

The basic premise of the early trait approach to leadership was that

A) leadership traits depended on the situation.
B) unique leadership traits could be identified, and used to select leaders.
C) traits could be used to predict appropriate management styles.
D) traits were far less important than activities.
E) traits were relatively volatile characteristics of individuals.

Question 32

In Vroom's decision tree approach, there are five basic decision styles that correspond to five levels of subordinate participation in decision making.

Question 33

The end result of using Vroom's decision tree is a recommended decision style based on the situation.

Question 34

____ is the ability to affect the perceptions, beliefs, attitudes, motivation, and/or behaviors of others.

A) Force
B) Influence
C) Coercion
D) Authority
E) Power

Question 35

Leadership is

A) a process only.
B) neither a process nor a property.
C) a property only.
D) a universally understood characteristic.
E) both a process and a property.

Question 36

The Ohio State studies and the Leadership Grid are associated with the ____ approach to leadership.

A) interactive
B) contemporary
C) trait
D) contingency
E) behavioral

Question 37

Unlike LPC theory, path-goal theory assumes that leaders can change their behaviors and exhibit a variety of leadership styles.

Question 38

Which of the following statements applies more to leadership than to management?

A) Producing a degree of predictability and order leading to expected results by various stakeholders.
B) Establishing some structure for accomplishing plan requirements.
C) Developing a vision of the future.
D) Establishing detailed steps and timetables for achieving results.
E) Monitoring results and identifying deviations.

Question 39

Vroom's decision-tree model has been fully scientifically tested.

Question 40

The goal of the Michigan leadership studies was to determine the pattern of leadership behaviors that results in effective ____.

A) individual performance
B) leader performance
C) group performance
D) supervisor behavior
E) time management

Question 41

Paul, a new hire in the traffic department of an advertising agency, has little confidence in his ability and believes he only got the job because his uncle is the owner of the firm.According to the path-goal theory of leadership, what type of leadership style is Paul most likely to prefer?

A) Achievement-oriented
B) Cooperative
C) Supportive
D) Directive
E) Participative

Question 42

Unlike LPC theory, path-goal theory assumes that

A) leaders can change their behaviors.
B) task motivation is the primary determinant of a leader's style.
C) decisions as to appropriate leader style should be made at the top of the organization.
D) the primary goal of leadership is employee satisfaction.
E) leaders operate best in one type of situation.

Question 43

In LPC theory, what factor is presumed to have the biggest effect on the favorableness of a situation?

A) Task structure
B) Leader-member relations
C) Leader position power
D) Leader personality
E) Organizational structure

Question 44

Which of the following is NOT a part of initiating-structure behavior, as identified in the Ohio State leadership studies?

A) Subordinates are aware of what is expected of them in their positions.
B) The leader clearly defines leader-subordinate roles.
C) There is mutual trust and respect between the leader and subordinate.
D) Methods for accomplishing the task are determined.
E) Channels of communication are established.

Question 45

The LPC theory of leadership was developed by

A) Charles Greene.
B) Fred Fiedler.
C) Arthur Jago.
D) George Graen.
E) Victor Vroom.

Question 46

One conclusion of the Ohio State studies was that a leader who focuses on subordinates' feelings and ideas is exhibiting

A) task-oriented leader behavior.
B) consideration behavior.
C) initiating-structure behavior.
D) employee-centered leader behavior.
E) job-centered leader behavior.

Question 47

Path-goal theory has its roots in the ____ theory of motivation.

A) expectancy
B) behavioral
C) valence
D) contingency
E) leadership

Question 48

Researchers at Ohio State investigating the issue of stability of leader behaviors over time found that

A) an individual's leadership pattern did not change much in similar situations.
B) the situational context was not an important determinant of leader effectiveness.
C) employees whose supervisors ranked high on consideration had higher performance ratings.
D) leaders who exhibited high levels of consideration and structure- initiating behaviors were most effective.
E) employees whose supervisors ranked high in initiating structure had fewer absences from work.

Question 49

According to path-goal theory, a leader who is friendly and shows concern for subordinates' status and needs is exhibiting ____ leadership.

A) participative
B) achievement-oriented
C) supportive
D) directive
E) cooperative

Question 50

A major difference between the behavioral approach and the LPC theory of leadership is that

A) the behavioral approach allows for the complex nature of a leader's personality.
B) the behavioral approach views the task-oriented and relationship-oriented traits of a given individual as constant.
C) the LPC theory contends a leader's effectiveness depends on the situation.
D) the LPC theory views the task-oriented and relationship-oriented traits of a given individual as variable.
E) the behavioral approach presumes that a task-oriented leader will usually outperform a relationship-oriented leader.

Question 51

Tasks that are complex, nonroutine, and ambiguous are considered to be

A) easily understood.
B) favorable.
C) unstructured.
D) the most ideal for decision-making.
E) structured.

Question 52

According to your text, what was the failure of the behavioral approach to studying leadership?

A) It did not move the field beyond the traditional trait theory approach.
B) It was too complicated for practical use.
C) The results of related studies were inconsistent.
D) It tended to specify a set of leader behaviors that would lead to effectiveness in all situations.
E) It only identified important leader behaviors.

Question 53

According to the Leadership Grid, a manager who is not concerned about production but exhibits high concern for people would be a ____ manager on the grid.

A) 1,9
B) 9,9
C) 9,1
D) 1,1
E) 5,5

Question 54

According to the continuum of leadership behavior proposed by Tannenbaum and Schmidt, managerial characteristics include all of the following EXCEPT

A) the manager's value system.
B) confidence in subordinates.
C) personal inclinations.
D) interest in the problem.
E) feelings of security.

Question 55

Fiedler contends that when a leader's style and the situation are mismatched, the only available course of action is to change the situation through

A) transferring the subordinates.
B) job engineering.
C) transferring the leader.
D) a "laissez-faire" approach.
E) hiring a consultant.

Question 56

The path-goal theory and the LPC model are illustrative of the perspective in which

A) leadership is viewed as a set of behaviors displayed by effective leaders.
B) nearly all situations benefit from strong task-oriented leadership.
C) leadership effectiveness depends on characteristics of the situation.
D) leadership is viewed as a set of traits possessed by effective leaders.
E) leadership traits are seen to vary according to the situation.

Question 57

Position power is considered to be low when

A) the subordinate is a member of the out-group.
B) the subordinate is a member of the in-group.
C) the subordinate's position is more powerful than the leader's position.
D) the leader must get job assignments approved by someone else.
E) the leader can assign work and recommend promotions.

Question 58

According to the Leadership Grid, who would be the most effective leader?

A) The manager who always takes time to chat with employees
B) The manager who rarely takes time to get to know employees
C) The manager who is always trying to improve worker production
D) The manager who always chats with employees and constantly strives to improve worker production
E) The Leadership Grid does not identify a most effective style.

Question 59

In the LPC theory, the degree of task or relationship motivation is measured by the

A) Managerial Grid.
B) Lowest Performance Cycle scale.
C) Least Preferred Coworker scale.
D) Task-Relationship model.
E) Least Productive Coworker scale.

Question 60

According to the path-goal theory, leaders can affect subordinates' performance by

A) clarifying what behaviors will lead to desired rewards.
B) identifying important traits of the leader and his or her subordinate.
C) establishing fixed responses to environmental situations.
D) allowing subordinates to set their own goals.
E) evaluating performance and communicating this to the employee.

Question 61

A manager who has high concern for both people and production would be a ____ manager on the Leadership Grid.

A) 1,9
B) 9,9
C) 9,1
D) 1,1
E) 5,5

Question 62

In LPC theory, which factor reflectsthe extent to which subordinates trust, respect, and have confidence in their leader, and vice versa?

A) Task structure
B) Leader-member relations
C) Leader position power
D) Leader personality
E) Organizational structure

Question 63

As a property, _________ is the set of characteristics attributed to those who are perceived to use noncoercisve influence successfully.

A) affect
B) behavior
C) personality
D) management
E) leadership

Question 64

According to the path-goal theory of leadership, the two types of situational factors that influence how leaders should behave are

A) locus of control and perceived ability.
B) personal characteristics of the leader and environmental characteristics.
C) personal characteristics of the subordinates and locus of control.
D) personal characteristics of the leader and personal characteristics of the subordinates.
E) personal characteristics of the subordinates and environmental characteristics.

Question 65

A manager who cares neither about people nor about production would be a ____ manager on the Leadership Grid.

A) 1,9
B) 9,9
C) 9,1
D) 1,1
E) 5,5

Question 66

In LPC theory, what factor is presumed to have the second biggest effect on the favorableness of a situation?

A) Task structure
B) Leader-member relations
C) Leader position power
D) Leader personality
E) Organizational structure

Question 67

What is the ideal manager according to the Leadership Grid?

A) 1,1
B) 9,9
C) 5,5
D) 9,1
E) there is no single "ideal" manager according to the Leadership Grid; the ideal depends upon the nature of the situation

Question 68

According to Vroom, a manager who makes the decision alone and then announces or "sells" it to the group is using a ____ style of subordinate participation.

A) delegate
B) consult (group)
C) consult (individually)
D) facilitate
E) decide

Question 69

In LPC theory, which factor reflectsthe extent to whichthe leader can assign work, reward and punish employees, and recommend them for promotion?

A) Task structure
B) Leader-member relations
C) Leader position power
D) Leader personality
E) Organizational structure

Question 70

Which of the following is NOT a characteristic of the Vroom's decision tree approach?

A) It focuses on the degree to which the leader allows subordinates to participate in decision making.
B) It is presented in the form of decision trees.
C) It assumes that one leader may display various leadership styles.
D) It assumes a high level of participation in decision making is best for all situations.
E) It attempts to prescribe an appropriate leadership style for any given situation.

Question 71

In LPC theory, what factor is presumed to have the third biggest effect on the favorableness of a situation?

A) Task structure
B) Leader-member relations
C) Leader position power
D) Leader personality
E) Organizational structure

Question 72

Vroom's current formulation includes two different decision trees.One tree is to be used when the manager is primarily interested in making a timely decision.The other tree is to be used when the manager is interested in

A) balancing task and relationship behaviors.
B) clarifying the path to desired rewards.
C) increasing subordinate motivation and performance.
D) helping subordinates develop their decision-making skills.
E) eliminating resistance to a chosen alternative.

Question 73

One conclusion of the Ohio State studies was that a leader who clearly defines the leader-subordinate roles so that subordinates know what is expected of them is exhibiting

A) task-oriented leader behavior.
B) consideration behavior.
C) initiating-structure behavior.
D) employee-centered leader behavior.
E) job-centered leader behavior.

Question 74

According to the continuum of leadership behavior proposed by Tannenbaum and Schmidt, situational characteristics include all of the following EXCEPT

A) group effectiveness
B) the type of organization
C) time pressures
D) all of these
E) none of these

Question 75

In LPC theory, which factor reflectsthe extent to which atask is routine, simple, easily understood, and unambiguous?

A) Task structure
B) Leader-member relations
C) Leader position power
D) Leader personality
E) Organizational structure

Question 76

Vroom's decision tree approach to leadership focuses on which aspect of leader behavior?

A) Clarification of lines of authority
B) Streamlining communication patterns
C) Meeting subordinates personal needs
D) Balancing task and relationship activities
E) Subordinate participation in decision making

Question 77

A manager who is not concerned about people but exhibits high concern for production would be a ____ manager on the Leadership Grid.

A) 1,9
B) 9,9
C) 9,1
D) 1,1
E) 5,5

Question 78

One conclusion of the University of Michigan studies was that a leader who attempts to build effective work groups with high performance goals is exhibiting

A) task-oriented leader behavior.
B) consideration behavior.
C) initiating-structure behavior.
D) employee-centered leader behavior.
E) job-centered leader behavior.

Question 79

A middle of the road manager would be a ____ manager on the Leadership Grid.

A) 1,9
B) 9,9
C) 9,1
D) 1,1
E) 5,5

Question 80

According to the continuum of leadership behavior proposed by Tannenbaum and Schmidt, subordinate characteristics include all of the following EXCEPT

A) need for independence
B) understanding of goals
C) tolerance for ambiguity
D) readiness to assume responsibility
E) the problem itself