Question 1

There are relatively few leadership approaches.

Accepted Answer

There are numerous leadership approaches, each with its own theories, models, and styles, reflecting the complexity and diversity of leadership in various contexts.

Question 2

The earliest studies of leadership tended to focus on leader behaviours.

Accepted Answer

The earliest studies of leadership focused on traits, attempting to identify the characteristics that made leaders different from non-leaders.

Question 3

The use of leadership traits assumes that the individual leader has a major impact on leadership outputs.

Accepted Answer

The use of leadership traits theory assumes that certain inherent traits or characteristics contribute significantly to leadership effectiveness, implying that the individual leader's qualities have a major impact on the outcomes of leadership.

Question 4

Researchers from the University of Michigan concluded that employee-centred leaders tended to have more productive work groups.

Accepted Answer

Studies and theories in organizational behavior and leadership, including research from institutions like the University of Michigan, have shown that leadership styles focusing on the well-being and empowerment of employees—often referred to as employee-centered leadership—tend to result in higher productivity levels within work groups. This approach emphasizes the importance of considering employees' needs, motivations, and development, which in turn can enhance team cohesion, motivation, and overall performance.

Question 5

The situational contingency approaches to leadership presume that leadership traits or leader behaviours act in conjunction with situational contingencies to determine outputs.

Accepted Answer

Situational contingency approaches to leadership, such as Fiedler's Contingency Theory or the Hersey-Blanchard Situational Leadership Theory, suggest that there is no one best way to lead. Instead, the effectiveness of leadership styles or traits depends on the context or situation at hand, including the nature of the task, the leader's relationship with followers, and other environmental factors.

Question 6

Fiedler's contingency theory is based on the amount of situational control the leader has over a group.

Accepted Answer

Fiedler's contingency theory posits that the effectiveness of a leader is contingent upon how well the leader's leadership style matches the current context or situation, which includes the amount of control the leader has over the group.

Question 7

In the terminology of Fiedler's leadership theory, a high LPC person is task-motivated or task-oriented.

Accepted Answer

In Fiedler's leadership theory, a high LPC (Least Preferred Coworker) person is relationship-oriented, not task-oriented. High LPC leaders prioritize interpersonal relationships and the well-being of their team members.

Question 8

Hersey and Blanchard's situational leadership model does not focus on the readiness of followers.

Accepted Answer

Hersey and Blanchard's situational leadership model emphasizes the readiness level of followers as a key factor in determining the appropriate leadership style.

Question 9

The substitute for leadership perspective argues that sometimes hierarchical leadership makes essentially no difference.

Accepted Answer

The substitute for leadership perspective suggests that certain factors in the work environment can reduce or negate the need for leadership, implying that in some situations, hierarchical leadership may not significantly impact outcomes.

Question 10

Charismatic leaders have low feelings of self-efficacy.

Accepted Answer

Charismatic leaders typically have high feelings of self-efficacy, as their confidence and belief in their own abilities are key factors in inspiring and motivating others.

Question 11

Transactional leadership is necessary for achieving routine performance on which leaders and followers agree.

Accepted Answer

Transactional leadership focuses on the exchange between leaders and followers, setting clear goals and rewarding or punishing based on performance, which is effective for achieving agreed-upon routine outcomes.

Question 12

Transformational leadership is more inspiring to employees than transactional leadership.

Accepted Answer

Transformational leadership focuses on inspiring and motivating employees to exceed their own interests for the good of the group or organization, often leading to higher levels of employee engagement and morale compared to transactional leadership, which is based on a system of rewards and punishments.

Question 13

Foresight is not required by a servant leader.

Accepted Answer

A servant leader must have foresight, which is the ability to foresee the likely outcome of a situation. It's essential for anticipating the future needs of those they serve and making informed decisions that guide their actions towards the most beneficial outcomes for their team or community.

Question 14

Servant leaders seek to identify means for building community among those who work within any given institution.

Accepted Answer

Servant leadership emphasizes the growth and well-being of people and communities. A key principle is the desire to build a strong sense of community within an organization or institution, fostering an environment where individuals feel valued and connected.

Question 15

The average age of leaders in large corporations is probably over fifty-five.

Accepted Answer

Many large corporations tend to have leaders with extensive experience, which often correlates with an older age group. While there is variation, the average age of CEOs and top executives in large corporations often exceeds fifty-five, reflecting the years of experience typically required to reach such positions.

Question 16

As leaders, senior managers are expected to:

Accepted Answer

Senior managers are expected to foster work environments conducive to learning and self-renewal to promote growth and adaptability within their organizations.

Question 17

Understanding leadership as a process:

Accepted Answer

Understanding leadership as a process inherently involves an understanding of followers, as leadership is about influencing others towards achieving common goals, which requires an understanding of those being led.

Question 18

One way of looking at leaders and managers is:

Accepted Answer

Leaders are often seen as visionaries who inspire change and innovation, while managers are typically viewed as those who ensure stability, maintain order, and make sure that day-to-day operations run smoothly.

Question 19

The managerial grid perspective:

Accepted Answer

The managerial grid perspective is similar to the Ohio State studies in that both focus on identifying dimensions of leadership behaviors. The Ohio State studies identified two dimensions, consideration and initiating structure, which are conceptually similar to the concern for people and concern for production dimensions in the managerial grid model.

Question 20

Leader trait and behavioural approaches assume that traits and behaviours:

Accepted Answer

Leader trait and behavioural approaches emphasize that traits and behaviours are more crucial in determining leadership effectiveness than other variables.

Quiz 9: Leadership