Question 1

According to House's path-goal leadership model,directive leadership involves letting subordinates know what is expected,giving direction on what to do and how,scheduling work to be done,maintaining definite standards of performance,and clarifying the leader's role in the group.

Accepted Answer

This statement accurately describes the characteristics of directive leadership according to House's path-goal leadership model.

Question 2

One guiding proposition of Fiedler's contingency theory of leadership is that a relationship-oriented style works best in low-control situations and a task-oriented style works best in high-control situations.

Accepted Answer

Fiedler's contingency theory actually suggests that a relationship-oriented style works best in situations of moderate control, while a task-oriented style is more effective in both high and low-control situations.

Question 3

The quality of leader-member relations refers to the degree to which the group supports the leader.

Accepted Answer

The quality of leader-member relations specifically refers to the degree to which the group supports the leader, which can have a significant impact on the effectiveness of the leader and group outcomes.

Question 4

According to House's path-goal leadership model,supportive leadership is needed to increase confidence by emphasizing individual abilities and offering needed task assistance when worker self-confidence is low.

Accepted Answer

According to House's path-goal leadership model, supportive leadership is one of the four leadership styles and is recommended when worker self-confidence is low. This style emphasizes the leader's role in increasing employees' confidence by showing concern for their well-being, demonstrating trust in their abilities, and offering support and assistance as needed.

Question 5

The extent to which task goals,procedures,and guidelines are clearly spelled out is called amount of position power.

Accepted Answer

The extent to which task goals, procedures, and guidelines are clearly spelled out is actually referred to as "clarity of objectives" or "clarity of tasks," not "amount of position power." Amount of position power refers to the level of authority and influence a person has in an organization or team.

Question 6

Aspects of the work setting and the people involved that can reduce the need for a leader's personal involvement are referred to as substitutes for leadership.

Accepted Answer

When the work setting and the people involved have certain characteristics that make a leader's personal involvement unnecessary, they are considered substitutes for leadership. These substitutes can include factors such as well-designed tasks, a cohesive and experienced team, and clear and specific goals.

Question 7

The ability,experience,and independence of subordinates;the clarity of organizational plans and formalization of rules;and routineness and availability of performance feedback can serve as effective substitutes for leadership.

Accepted Answer

When subordinates are able, experienced and independent, they do not require much direction from the leader. If the organizational plans are clear and rules are formalized, subordinates can work towards the goals without much guidance. Utilization of routine work and performance feedback can also reduce the need for constant direction and guidance from a leader. Therefore, these factors can serve as effective substitutes for leadership.

Question 8

Fred Fiedler,the developer of the contingency theory of leadership,asserts that leadership style is relatively enduring and difficult to change and therefore leadership style must be fit to the situation

Accepted Answer

According to Fred Fiedler's contingency theory of leadership, the leadership style is relatively enduring and difficult to change. Therefore, it is important to match the leadership style with the situation at hand.

Question 9

In Hersey and Blanchard's situational leadership model,a manager who gives specific task directions and closely supervises work progress is using the selling style.

Accepted Answer

In Hersey and Blanchard's situational leadership model, a manager who gives specific task directions and closely supervises work progress is using the "telling" style, not the "selling" style.

Question 10

Follower characteristics include task structure,authority system,and work group.

Accepted Answer

Follower characteristics typically refer to the attributes of the individuals being led, such as their skills, motivations, experiences, and personalities, rather than organizational elements like task structure, authority system, and work group, which are considered situational or environmental factors.

Question 11

According to House's path-goal model,achievement-oriented leadership involves doing things to make work more pleasant,treating group members as equals,being friendly and approachable,and showing concern for the well-being of subordinates.

Accepted Answer

Achievement-oriented leadership in House's path-goal model involves setting challenging goals, expecting high performance, and providing support and resources to help group members achieve those goals. It does not necessarily involve making work more pleasant, treating group members as equals, or being friendly and approachable, although those behaviors can also be important in effective leadership. Showing concern for the well-being of subordinates is more closely associated with supportive leadership in House's model.

Question 12

Fiedler's contingency theory of leadership maintains that the amount of situational control is crucial in determining the correct style-situation fit.

Accepted Answer

Fiedler's contingency theory proposes that the leader's effectiveness depends on the amount of situational control they have in a particular situation. The theory suggests that different leadership styles are more effective in different situations, and situational control plays a crucial role in determining the appropriate style-situation fit.

Question 13

In the Hersey and Blanchard situational leadership model,telling is a high-task,high-relationship style,and selling is a high-task,low-relationship style.

Accepted Answer

In the Hersey and Blanchard situational leadership model, telling is a high-task, low-relationship style, and selling is a high-task, high-relationship style.

Question 14

The basic premise of the Hersey-Blanchard situational leadership model is that managers should adjust their leadership styles depending on the readiness of the followers to perform in a given situation.

Accepted Answer

The basic premise of the Hersey-Blanchard situational leadership model is that managers should adjust their leadership styles depending on the readiness of the followers to perform in a given situation.

Question 15

The basic premise of House's path-goal contingency leadership theory is that effective leaders clarify the path through which followers can achieve both task-related and personal goals.

Accepted Answer

House's path-goal contingency theory posits that effective leaders clarify the path to achieving task-related and personal goals.

Question 16

In Hersey and Blanchard's situational leadership model,a manager who explains task directions persuasively and with much support is using the telling style.

Accepted Answer

The telling style involves giving specific instructions and closely supervising tasks, while the style described is more aligned with the selling style, which involves explaining and persuading with support.

Question 17

According to House's path-goal leadership theory,managers use supportive leadership when they involve subordinates in decision making,consult with them,ask questions of subordinates,and use subordinates' suggestions when making a decision.

Accepted Answer

House's path-goal leadership theory describes supportive leadership as focusing on the well-being and human needs of subordinates, creating a friendly and supportive environment, rather than specifically involving them in decision-making or consulting with them on decisions.

Question 18

The important contingencies for making good path-goal leadership choices include follower characteristics and work environment characteristics.

Accepted Answer

Path-goal leadership theory states that effective leadership depends on adapting to the needs of followers and the context of the work environment. Therefore, considering follower characteristics and work environment characteristics are important contingencies for making good path-goal leadership choices.

Question 19

According to the path-goal leadership theory,a manager is showing a participative leadership style when he/she sets challenging goals,expects the highest level of performance,emphasizes continuous improvement in performance,and displays confidence in meeting high standards.

Accepted Answer

According to the path-goal leadership theory, a manager is showing a participative leadership style when he/she involves employees in decision-making, listens to their ideas and suggestions, and takes their input into account when making decisions. Setting challenging goals and expecting high performance are elements of a directive leadership style.

Question 20

According to Hersey and Blanchard's situational leadership model,employee readiness is determined by the followers' ability,willingness,and confidence in performing required tasks.

Accepted Answer

Hersey and Blanchard's situational leadership model is based on the premise that effective leadership is determined by the ability of a leader to adapt their leadership style to match the readiness level of their followers. Employee readiness is determined by the followers' ability, willingness, and confidence in performing required tasks, which is used to determine which leadership style is most appropriate for the situation.

Quiz 11: Leadership and Communication

According to House's path-goal leadership model,directive leadership involves letting subordinates know what is expected,giving direction on what to do and how,scheduling work to be done,maintaining definite standards of performance,and clarifying the leader's role in the group.

One guiding proposition of Fiedler's contingency theory of leadership is that a relationship-oriented style works best in low-control situations and a task-oriented style works best in high-control situations.

The quality of leader-member relations refers to the degree to which the group supports the leader.

According to House's path-goal leadership model,supportive leadership is needed to increase confidence by emphasizing individual abilities and offering needed task assistance when worker self-confidence is low.

The extent to which task goals,procedures,and guidelines are clearly spelled out is called amount of position power.

Aspects of the work setting and the people involved that can reduce the need for a leader's personal involvement are referred to as substitutes for leadership.

The ability,experience,and independence of subordinates;the clarity of organizational plans and formalization of rules;and routineness and availability of performance feedback can serve as effective substitutes for leadership.

Fred Fiedler,the developer of the contingency theory of leadership,asserts that leadership style is relatively enduring and difficult to change and therefore leadership style must be fit to the situation

In Hersey and Blanchard's situational leadership model,a manager who gives specific task directions and closely supervises work progress is using the selling style.

Follower characteristics include task structure,authority system,and work group.

According to House's path-goal model,achievement-oriented leadership involves doing things to make work more pleasant,treating group members as equals,being friendly and approachable,and showing concern for the well-being of subordinates.

Fiedler's contingency theory of leadership maintains that the amount of situational control is crucial in determining the correct style-situation fit.

In the Hersey and Blanchard situational leadership model,telling is a high-task,high-relationship style,and selling is a high-task,low-relationship style.

The basic premise of the Hersey-Blanchard situational leadership model is that managers should adjust their leadership styles depending on the readiness of the followers to perform in a given situation.

The basic premise of House's path-goal contingency leadership theory is that effective leaders clarify the path through which followers can achieve both task-related and personal goals.

In Hersey and Blanchard's situational leadership model,a manager who explains task directions persuasively and with much support is using the telling style.

According to House's path-goal leadership theory,managers use supportive leadership when they involve subordinates in decision making,consult with them,ask questions of subordinates,and use subordinates' suggestions when making a decision.

The important contingencies for making good path-goal leadership choices include follower characteristics and work environment characteristics.

According to the path-goal leadership theory,a manager is showing a participative leadership style when he/she sets challenging goals,expects the highest level of performance,emphasizes continuous improvement in performance,and displays confidence in meeting high standards.

According to Hersey and Blanchard's situational leadership model,employee readiness is determined by the followers' ability,willingness,and confidence in performing required tasks.