Deck 12: Leadership in Organizational Settings

Question 1

One of the reasons why transformational leaders are so successful at communicating their vision is because they use plain language and avoid symbols, and other vehicles that transcend language.

Answer 1

False

Question 2

Shared leadership calls for a collaborative rather than internally competitive culture.

Answer 2

True

Question 3

Walking the talk assists organizational change by building trust in the leader.

Answer 3

True

Question 4

Transformational leaders are reluctant to encourage experimentation, because it could lead the organization astray.

Question 5

Shared leadership is the view that leadership is a role. Therefore, anyone in the organization may be a leader in various ways and at various times.

Question 6

Effective transformational leaders "walk the talk" by making meeting agendas, work schedules and other executive symbols, patterns and settings more consistent with the strategic vision.

Question 7

Some experts believe charisma is an element of transformational leadership.

Question 8

Transformational leadership views leaders as change agents.

Question 9

The most popular leadership perspective today-and arguably the most important in the domain of leadership-is transactional leadership.

Question 10

Transformational leaders communicate their vision through symbols, metaphors, stories, and other vehicles that transcend plain language.

Question 11

One of the ways that transformational leaders build commitment is by using subtle coercion to encourage employees.

Question 12

In order to be a leader in an organization one must possess coercive authority.

Question 13

Effective transformational leaders build commitment towards the strategic vision by using words, symbols, and stories that inspire and energize employees to adopt the vision as their own.

Question 14

Transformational leaders encourage employees to continuously question the way things are currently done.

Question 15

Leadership is about influencing, motivating, and enabling others to contribute towards organizational effectiveness and success of the organizations of which they are members.

Question 16

Transformational leaders support a learning orientation. However, they are reluctant to accept mistakes made by their employees.

Question 17

Unlike the traditional view of leadership, shared leadership lacks formal authority.

Question 18

Transformational leaders shape a strategic vision of the future that focuses employees on a superordinate organizational goal.

Question 19

Shared leadership roles are formally assigned by the team.

Question 20

Transformational leaders frame their vision by setting it aside until the time is right to introduce it again.

Question 21

Managerial leadership depends on transformational leadership to set the right direction

Question 22

The managerial leadership perspective assumes the organization's objectives are stable and aligned with the external environment.

Question 23

Leadership experts agree the distinction between transformational and managerial leadership remains somewhat fuzzy.

Question 24

Employees tend to form negative attitudes towards bosses who are mostly task-oriented which in turn results in lower job performance.

Question 25

According to the textbook, charismatic leadership differs from transformational leadership.

Question 26

Servant leaders do not view leadership as a position of power.

Question 27

Research indicates university students value task-oriented instructors

Question 28

Managerial leadership is more macro-focused, whereas transformational leadership is more micro-focused.

Question 29

The concept of servant leadership was first introduced about four decades ago.

Question 30

One concern with the transformational leadership perspective is that it is usually described as a universal concept that should be applied in all situations.

Question 31

Together with transformational leadership, managerial leadership is also required to translate an abstract vision into more specific operational behaviours and practices.

Question 32

Charismatic leadership is a characteristic only found among transformational leaders.

Question 33

The two clusters of leadership behaviour are people-oriented and organization-oriented.

Question 34

Transformational leadership behaviours are enough to achieve organizational success

Question 35

Several research studies have concluded that charismatic leaders can produce negative consequences.

Question 36

When leaders have more task-oriented leadership, their employees tend to have higher job performance.

Question 37

The managerial leadership perspective states that effective leaders help employees improve their performance and well-being towards current objectives and practices.

Question 38

There may be elements of transformational leadership that are more appropriate in North America than in other cultures.

Question 39

Servant leadership is an extension or variation of the people-oriented leadership style.

Question 40

Senior executives require more transformational leadership behaviour than do managers further down the hierarchy.

Question 41

Fiedler's contingency model remains a relatively robust theory with strong support based on research.

Question 42

The situational leadership theory states that a person's leadership style does not change, so we must put leaders in situations that match their natural style.

Question 43

One limitation of path-goal theory of leadership is that it ignores the possibility that the best leadership style depends on the situation.

Question 44

According to Fiedler's contingency model, rather than changing the leader's style to fit the situation, it may be necessary to change the situation to fit the leader's dominant style.

Question 45

The situational leadership theory is a commercially popular but poorly supported leadership model.

Question 46

Servant leadership research suffers from ambiguous and conflicting definitions

Question 47

Fiedler's contingency model of leadership suggests that the best leadership style depends on the degree of power and influence the leader possesses in the situation.

Question 48

It is generally agreed that servant leadership is better suited for religious leaders than corporate leaders.

Question 49

The leadership substitutes theory identifies ways to neutralize or replace transformational leaders in specific conditions.

Question 50

The Hersey-Blanchard situational leadership theory identifies the following four leadership styles:

Question 51

Path-goal theory states that effective leaders have high emotional intelligence, integrity and motivation to become a leader.

Question 52

According to path-goal leadership theory, directive leadership should never be applied to either experienced or inexperienced employees.

Question 53

According to path-goal theory, supportive leadership is desirable for employees who work in teams with low cohesiveness.

Question 54

Path-goal theory recognizes that leadership is an important influence in the expectancy theory of motivation.

Question 55

One problem with path-goal theory is that it is an extremely simple model of leadership relative to other leadership theories.

Question 56

According to the leadership substitutes theory, characteristics of the employee, task, or organization limit the leader's influence or make it unnecessary.

Question 57

Path-goal leadership theory includes directive, supervisory, and integrity leadership styles.

Question 58

One economics-based study concluded that companies have lower return on assets, when their chief executive officer exhibits servant leadership behaviours.

Question 59

According to path-goal theory, directive leadership should be applied where the task is complex and the employee has an external locus of control.

Question 60

The achievement-oriented leadership style applies the goal-setting and self-fulfilling prophecy concepts.

Question 61

According to the implicit leadership perspective, we are more likely to believe that a leader is effective if the leader looks and acts consistently with our prototype.

Question 62

Self-concept, integrity, knowledge of the business, and emotional intelligence are important leadership competencies.

Question 63

The implicit leadership perspective explains how perceptual processes cause people to inflate the importance of leadership in explaining organizational events.

Question 64

Recent studies have identified socio-economic factors as one of the most important leadership competencies.

Question 65

Several large-scale studies have identified integrity and honesty as the most important leadership characteristics of effective leaders.

Question 66

Self-confidence is one of the eight competencies of effective leaders.

Question 67

There is a strong tendency in Western cultures to believe that life events are generated more from people than from uncontrollable natural forces.

Question 68

A major review in the late 1940s concluded that a consistent list of traits could not be distilled to identify effective leaders.

Question 69

Effective leaders have "leadership motivation." In other words, they are motivated to be leaders.

Question 70

The implicit leadership perspective encourages potential leaders to act differently than what employees expect.

Question 71

Reward systems and employees' skills may substitute for task-oriented leadership

Question 72

The implicit leadership theory states that everyone has beliefs about leadership prototypes.

Question 73

Expectancy theory is the main influence supporting our notions of leadership prototypes.

Question 74

Leadership prototypes are preconceived beliefs about our own abilities to lead

Question 75

Effective leaders are good at perceiving and expressing emotions, as well as regulating emotions in themselves and others.

Question 76

Leadership competencies or traits have only been discussed and studied since the 1960s.

Question 77

According to the romance of leadership, followers rely on leadership as a useful way to simplify life events.

Question 78

The two components of implicit leadership theory are leader prototypes and the romance of leadership.

Question 79

Research on the competency perspective of leadership has concluded that four traits are consistently strong predictors of effective leadership across most situations and industries.

Question 80

According to the leadership substitute theory, coworkers substitute for leadership in high involvement team structures.