Deck 13: Leadership in Organizations

Question 1

In work settings where employees are inexperienced or underqualified for their jobs, or when subordinates adopt an adversarial stance, the best leadership style is:

A) permissive autocrat.
B) directive autocrat.
C) permissive democrat.
D) directive democrat.

Answer 1

B

Question 2

A supervisor whose actions seem to fall in between an autocratic style and a delegation style would be said to have a ________ leadership style.

A) directive
B) two-tiered
C) permissive
D) participative

Answer 2

D

Question 3

If Joe is more of a manager than a leader in his company, he would tend to:

A) create the organization's mission rather than implement it.
B) formulate strategy rather than create the strategic vision.
C) establish direction for the company rather than monitor its progress.
D) All of these.

Answer 3

B

Question 4

Scientist have acknowledged that leaders should demonstrate multiple domains of intelligence. Those domains include:

A) physical, mental, and emotional intelligence.
B) cognitive, emotional, and cultural intelligence.
C) transactional, emotional, and social intelligence.
D) technical, interpersonal, and cognitive intelligence.

Question 5

The desire to exercise influence over others to reach shared goals is known as:

A) social influence.
B) leadership motivation.
C) social power motivation.
D) organizational politics.

Question 6

When working with people who have a high level of technical skill and want to be left to manage their own jobs, the most effective leadership style would be:

A) permissive autocrat.
B) directive autocrat.
C) permissive democrat.
D) directive democrat.

Question 7

Karen is the kind of leader who makes decisions unilaterally and closely supervises the activities of her subordinates. Her leadership behavior is that of a:

A) directive democrat.
B) directive autocrat.
C) permissive democrat.
D) permissive autocrat.

Question 8

The two-dimensional model of subordinate participation was designed to:

A) clarify what characteristics marked the leader.
B) address the problem of oversimplification of the autocratic-delegation model.
C) show the differences between managers and leaders.
D) address the gender bias inherent in the LPC model of leadership.

Question 9

Joanne shows the ability to cooperate with others, develop networks and coalitions, and generally work with subordinates rather than try to dominate them. This is an example of:

A) personalized power motivation.
B) social influence.
C) socialized power motivation.
D) prosocial behavior.

Question 10

The idea that people possess certain characteristics that make them leaders:

A) is the contingency theory of leadership.
B) Is the great person theory.
C) describes normative theory.
D) is the basis of situational leadership theory.

Question 11

The process whereby one individual influences other group members toward the attainment of defined group or organizational goals is known as:

A) power.
B) leadership.
C) social influence.
D) motivation.

Question 12

Joe and Wit are discussing how much to let their subordinates participate in the restructuring decision. In terms of the two-dimensional model of subordinate participation, they are discussing the ________ continuum.

A) autocratic-delegation
B) permissive-directive
C) autocratic-democratic
D) autocratic-directive

Question 13

A behavioral approach to leadership focuses on:

A) what the leader does.
B) who the leader is.
C) who are the followers of the leader.
D) when the leader uses what style of leadership.

Question 14

The ________ model of leadership looks at how leaders allocate their influence to followers.

A) situational leadership
B) trait leadership
C) LPC leadership
D) autocratic-delegation continuum

Question 15

Researchers have identified which of the following characteristics of successful leaders?

A) Ambition, the desire for achievement
B) The ability to integrate and interpret large amounts of information
C) Creativity and originality
D) All of these.

Question 16

For many, a leader differs from a manager in that:

A) leadership involves the use of social influence and management does not.
B) leaders are concerned with implementation while management is concerned with formulating and planning.
C) leadership is participative in nature and management is not.
D) leaders establish and formulate the mission, managers implement it.

Question 17

By definition, leadership is primarily a process involving:

A) the use of influence.
B) the use of power.
C) participative management.
D) organizational politics.

Question 18

Which of the following is true about management and leadership?

A) Often, the differences are blurred in practice.
B) Some managers may be leaders, but leaders are never managers.
C) The distinction between the two is quite clear.
D) There is no real difference except in theory.

Question 19

The use of influence in leadership is directed toward:

A) the attainment of personal goals.
B) the practice of organizational politics.
C) the attainment of organizational goals and purposes.
D) None of the above.

Question 20

The two-dimensional model of subordinate participation shows that:

A) democratic leaders are more effective than autocratic leaders.
B) permissive leaders are less effective than directive leaders.
C) the directive permissive style is more effective than the directive autocratic style.
D) the effectiveness of each leadership style depends on the existing conditions.

Question 21

The basis of LPC contingency theory is:

A) the follower's level of maturity and enthusiasm for the task called task and relationship orientations.
B) the leader's tendency to evaluate the person, favorably or unfavorably, with whom they find it most difficult to work.
C) the degree of control or permissiveness the leader exhibits.
D) the characteristics of the leader.

Question 22

A leadership style that focuses on establishing good relations with subordinates and satisfying their needs is:

A) instrumental leadership.
B) participative leadership.
C) supportive leadership.
D) achievement oriented leadership.

Question 23

The ________ solicits opinions from subordinates before making decisions.

A) autocratic leadership style
B) introspective leadership style
C) delegation leadership style
D) participative leadership style

Question 24

Effective team leaders:

A) foresee and influence change.
B) build one-on-one relationships.
C) minimize team conflict.
D) focus on training.

Question 25

In terms of the managerial grid, a manager who is high in concern for production and low in concern for people is said to have a/an ________ management style.

A) task
B) impoverished
C) middle-of-the-road
D) country club

Question 26

To become a transformational leader, one needs to:

A) build group confidence by pointing out small accomplishments toward the goal.
B) use a more permissive and participative management style.
C) discover the shortest decision path in problem solving with the group.
D) set and delegate clear attainable goals to self-managed work teams.

Question 27

A leader with low concern for both production and people is said to have a(n) ________ management style.

A) counterproductive
B) middle-of-the-road
C) impoverished
D) apathetic

Question 28

Management grid training involves training:

A) in how to reduce group conflict.
B) to improve manager's communication and planning skills.
C) to help identify to what degree the organization is meeting its strategic goals.
D) to do all of these.

Question 29

A high concern for people and a low concern for production is a ________ management style.

A) country club
B) team
C) middle-of-the-road
D) task

Question 30

A leader who clearly communicates the company's mission and relies on symbols has:

A) inspiration.
B) environmental sensitivity.
C) vision.
D) self-confidence.

Question 31

The major benefits of high consideration leadership styles are:

A) enhanced employee performance.
B) improved group atmosphere and morale.
C) decisive leadership and clear direction.
D) All of the above.

Question 32

A tool for developing a leader's concern for production and the concern for people is:

A) leadership motivation training.
B) influence style training.
C) attribution approach training.
D) grid training.

Question 33

Kathleen is a first-line supervisor new to self-managed teams. In adapting her leadership to a team setting, Kathleen should:

A) focus on one-on-one relationships.
B) spend her time training the team.
C) concentrate on expanding the teams' capabilities.
D) direct them toward their goals.

Question 34

Which of the following can promote transformational leadership?

A) Celebrate successes and accomplishments.
B) Set an example.
C) Develop a vision that is both clear and highly appealing to others to follow.
D) All of the above.

Question 35

Bert is a manager for a small firm that was recently acquired by a larger company. In recent performance evaluations, employees from his previous firm were given higher ratings than employees from the new firm. Which leadership theory best explains why this occurred?

A) Attribution theory
B) Contingency theory
C) Leader-member exchange theory
D) Grid management theory

Question 36

The leadership dimensions of consideration and initiating structure seem to be:

A) exclusionary, high in one means low in the other.
B) complementary, in that they work in combination.
C) independent, they have little if any effect on each other.
D) dependent, a leader can't be high in one without being high in the other.

Question 37

In traditional work groups, leaders:

A) tell people what to do.
B) take all the credit.
C) relate to others individually.
D) All of the above.

Question 38

The leader-member exchange model:

A) is largely unsupported by research.
B) suggests that it is the circumstances of the task and the competency of the member that shapes leadership behavior.
C) suggests that task/production focus is most important in terms of effective leadership.
D) argues that the relationship between leaders and followers influences leadership behavior.

Question 39

One way that leaders need to adjust their leadership style when working with teams is to move to:

A) a heavy emphasis on training.
B) make the most of differences rather than just inhibit conflict.
C) provide more direction and less inspiration.
D) a more reactive mode, responding to problems rather than trying to foresee them.

Question 40

________ suggests that leaders form different kinds of relationships with various groups of subordinates.

A) Attribution theory
B) Contingency theory
C) Leader-member exchange theory
D) Grid management theory

Question 41

The central premise to path-goal theory is that:

A) subordinates react favorably to a leader who helps them progress toward desired outcomes.
B) leaders need to be able to assess where followers are and provide the necessary guidance and emotional support.
C) leaders deal with followers based on what they believe is motivating follower behavior.
D) followers should be permitted to find their own way.

Question 42

People who score low in LPC tend to:

A) perceive someone with whom they do not want to work in positive terms.
B) be relationship-oriented.
C) be primarily interested in attaining success at the task.
D) be none of the above.

Question 43

The degree to which individuals are capable of judging and accepting their positive and negative qualities in an objective fashion is:

A) unbiased processing.
B) self-awareness.
C) relational authenticity.
D) authentic behavior.

Question 44

Which leadership style will work best when followers have the requisite job skills, but they need considerable emotional support?

A) Delegating
B) Selling
C) Telling
D) Participating

Question 45

To develop self-awareness, leaders should use:

A) assessment centers.
B) 360-degree feedback.
C) coaching.
D) mentoring.

Question 46

In path-goal theory, if the leader is setting challenging goals and seeking performance improvement, he/she is using the ________ style.

A) instrumental
B) supportive
C) participative
D) achievement-oriented

Question 47

The leadership approach in which the leader sets challenging goals and looks for improvement in performance is called:

A) directive leadership.
B) supportive leadership.
C) achievement oriented leadership.
D) participative leadership.

Question 48

________ suggests that effective leaders are able to adjust their styles to accommodate their followers according to their need for direction and their need for emotional support.

A) LMX theory
B) Attribution theory
C) Situational leadership theory
D) Normative leadership theory

Question 49

A leadership development technique that involves customized one-on-one learning aimed at improving the leader's performance is:

A) mentoring.
B) executive coaching.
C) action learning.
D) regression.

Question 50

High LPC leaders tend to be most effective when situational control is:

A) negative.
B) moderate.
C) very low.
D) very high.

Question 51

The process of systematically training people to expand their capacity to function effectively in leadership roles is :

A) situational leadership.
B) leadership development.
C) grid training.
D) LMX training.

Question 52

According to situational leadership theory, leaders must be able to:

A) set appropriate goals and inspire others to attain them..
B) control valued rewards and believable punishments.
C) diagnose a situation and identify the appropriate behavioral response.
D) choose the proper strategy for decision-making.

Question 53

Assessing individual performance takes place during ________ of the executive coaching process.

A) Step 1
B) Step 2
C) Step 3
D) Step 4

Question 54

If followers are neither willing nor able to do the job, which style of leadership is needed?

A) Delegating
B) Selling
C) Telling
D) Participating

Question 55

In goal-path theory, the determinants of which leadership style is best include:

A) the strengths and skills of the leader.
B) the characteristics of subordinates.
C) the level of control present in the situation.
D) None of these.

Question 56

________ focuses on the ways of changing situational control variables when it is impractical to change leaders.

A) The LMX approach
B) Leader match
C) The multifactor Leadership Questionnaire
D) Situational leadership

Question 57

360-degree feedback may not be helpful if:

A) the information is perceived as being too complex or inconsistent.
B) people receiving the feedback feel threatened by it.
C) people are unwilling to change their behavior.
D) All of the above.

Question 58

Low LPC leaders tend to be most effective when situational control is:

A) somewhat high.
B) somewhat low.
C) moderate to neutral.
D) either very high or very low.

Question 59

When followers need little guidance or emotional support, the best situational leadership style is:

A) delegating.
B) selling.
C) telling.
D) participating.

Question 60

According to the LPC contingency theory of leadership, the type of leader that will be most effective is determined by:

A) the leader's experience with grid training.
B) the degree to which the situation is favorable to the leader.
C) whether the leader is dealing with teams or individuals.
D) All of the above.

Question 61

A technique of leadership development that involves a continuous process of learning and reflection is called:

A) job enrichment.
B) action learning.
C) mentoring.
D) executive coaching.

Question 62

Table 13.4
A professor is working with five teams in his marketing research class. He decides to experiment with path-goal theory in helping these groups accomplish their off-campus studies. Group A has done a project for him before. He gets them setting challenging goals and seeks to get them to produce an even better project this time. With Group B he provides very specific guidelines, sets deadlines, and lays out the rules of the class and project. He lets Group C manage their own task. He encourages them, works on building a strong rapport with them, and tries to meet their needs related to the project. By the time he gets to Group D, he discovers they're already lost, confused, and a week behind everyone else. He sets a work schedule for them and provides step-by-step guidelines regarding the project so they won't get confused or distracted again.
Refer to Table 13.4. With Group D, the professor is using:

A) an instrumental style.
B) a supportive style.
C) a participative style.
D) an achievement-oriented style.

Question 63

Which is not one of the four special qualities possessed by authentic leaders?

A) Self-awareness
B) Unbiased processing
C) Relational authenticity
D) Charisma

Question 64

Team leaders should focus on training and directing individuals.

Question 65

Table 13.1
Tom leads a work team on the line at his manufacturing company. Tom works well with his team because he is willing to cooperate; he doesn't try to dominate, he develops coalitions within the team, and he has extensive networks with other people in the company for getting resources needed to accomplish their job. His crew consists of highly competent, technical professionals, who program the computers that run the equipment on the manufacturing line. Because of his excellent leadership skills, Tom was given the responsibility to train a new team of technicians fresh from vo-tech school. Once he had them trained, he would return to leading his regular team.
Refer to Table 13.1. In terms of the two-dimensional model of subordinate participation, Tom's most effective leadership style with his work team would be:

A) directive autocrat.
B) permissive democrat.
C) permissive autocrat.
D) directive democrat.

Question 66

The most applicable style of leadership (usable in the most settings) in terms of the managerial grid is the high concern with people and high concern with production.

Question 67

Table 13.3
As the President of his own company, Todd has provided his employees with a vision and created a strong sense of mission. He has helped them recognize their problems and find ways to solve them while providing support, encouragement, and attention. He is developing a strong company through the development of strong employees. Within Todd's company, his marketing VP is also able to motivate his employees. He has them excited about what the marketing department can become. Employees constantly come to the VP for guidance and instructions. He invests little time or money into their development, but they love working for him. Each time a new product comes to them to market, he is able to build real enthusiasm for the process. Joan is a product manager who works for the VP of marketing. She encourages her product team to interact with customers and suppliers. She constantly tries to make things work better, even if they aren't 'broken.'
Refer to Table 13.3. Joan's behavior is an example of ________ by a team leader.

A) expanding team capabilities
B) creating a team identity
C) building trust and inspiring teamwork
D) making the most of team differences

Question 68

The primary difference between a leader and a manager is in how they function within an organization.

Question 69

When we describe leaders in terms of their desire to lead, their cognitive abilities, etc., we express a trait perspective of leadership.

Question 70

Table 13.4
A professor is working with five teams in his marketing research class. He decides to experiment with path-goal theory in helping these groups accomplish their off-campus studies. Group A has done a project for him before. He gets them setting challenging goals and seeks to get them to produce an even better project this time. With Group B he provides very specific guidelines, sets deadlines, and lays out the rules of the class and project. He lets Group C manage their own task. He encourages them, works on building a strong rapport with them, and tries to meet their needs related to the project. By the time he gets to Group D, he discovers they're already lost, confused, and a week behind everyone else. He sets a work schedule for them and provides step-by-step guidelines regarding the project so they won't get confused or distracted again.
Refer to Table 13.4. With Group B, the professor is using:

A) an instrumental style.
B) a supportive style.
C) a participative style.
D) an achievement-oriented style.

Question 71

In China, Guanxi roughly refers to:

A) learning.
B) interpersonal relationships.
C) unacceptable negotiating tactics.
D) the underground economy.

Question 72

A manager who makes decisions without consulting subordinates and supervises their work closely is an example of a directive democrat style of leader.

Question 73

Table 13.1
Tom leads a work team on the line at his manufacturing company. Tom works well with his team because he is willing to cooperate; he doesn't try to dominate, he develops coalitions within the team, and he has extensive networks with other people in the company for getting resources needed to accomplish their job. His crew consists of highly competent, technical professionals, who program the computers that run the equipment on the manufacturing line. Because of his excellent leadership skills, Tom was given the responsibility to train a new team of technicians fresh from vo-tech school. Once he had them trained, he would return to leading his regular team.
Refer to Table 13.1. With the vo-tech group, the best leadership style would be:

A) directive autocrat.
B) permissive democrat.
C) permissive autocrat.
D) directive democrat.

Question 74

The concept of the "great person" as an example of leadership is the basis for behavioral leadership theory.

Question 75

Table 13.2
In preparation for grid training, the managers of your company are having their current styles assessed. Elizabeth seems to have a high concern for production and a high concern for people. Bill on the other hand, has a low concern for both dimensions. Recently Elizabeth noticed that one of her employees was not doing well on the job. He was listless, late to work, and his work products were degenerating in quality. Elizabeth decided he had been working too hard and gave him a couple of days off. Bill was transferred to another department. He took three of his subordinates from his old department with him. After being there six months he gave all employees performance appraisals. The subordinates who came with him to the new department all did better than the more experienced people who had been on the job. In fact, the subordinates who came with Bill were having a hard time adjusting to the new department and had not been performing all that well.
Refer to Table 13.2. Bill's behavior is best explained by which leadership theory?

A) Attribution theory
B) Management grid
C) Contingency theory
D) Leader-member exchange model

Question 76

Table 13.3
As the President of his own company, Todd has provided his employees with a vision and created a strong sense of mission. He has helped them recognize their problems and find ways to solve them while providing support, encouragement, and attention. He is developing a strong company through the development of strong employees. Within Todd's company, his marketing VP is also able to motivate his employees. He has them excited about what the marketing department can become. Employees constantly come to the VP for guidance and instructions. He invests little time or money into their development, but they love working for him. Each time a new product comes to them to market, he is able to build real enthusiasm for the process. Joan is a product manager who works for the VP of marketing. She encourages her product team to interact with customers and suppliers. She constantly tries to make things work better, even if they aren't 'broken.'
Refer to Table 13.3. Todd is an example of a:

A) dynamic leader.
B) transformational leader.
C) country club style of leader.
D) contingency style leader.

Question 77

Table 13.1
Tom leads a work team on the line at his manufacturing company. Tom works well with his team because he is willing to cooperate; he doesn't try to dominate, he develops coalitions within the team, and he has extensive networks with other people in the company for getting resources needed to accomplish their job. His crew consists of highly competent, technical professionals, who program the computers that run the equipment on the manufacturing line. Because of his excellent leadership skills, Tom was given the responsibility to train a new team of technicians fresh from vo-tech school. Once he had them trained, he would return to leading his regular team.
Refer to Table 13.1. In terms of orientation to task or people, Tom seems to be:

A) high in initiating structure.
B) high in personalized leadership motivation.
C) low in consideration.
D) high in consideration.

Question 78

Table 13.4
A professor is working with five teams in his marketing research class. He decides to experiment with path-goal theory in helping these groups accomplish their off-campus studies. Group A has done a project for him before. He gets them setting challenging goals and seeks to get them to produce an even better project this time. With Group B he provides very specific guidelines, sets deadlines, and lays out the rules of the class and project. He lets Group C manage their own task. He encourages them, works on building a strong rapport with them, and tries to meet their needs related to the project. By the time he gets to Group D, he discovers they're already lost, confused, and a week behind everyone else. He sets a work schedule for them and provides step-by-step guidelines regarding the project so they won't get confused or distracted again.
Refer to Table 13.4. With Group A, the professor is using:

A) an instrumental style.
B) a supportive style.
C) a participative style.
D) an achievement-oriented style.

Question 79

Table 13.2
In preparation for grid training, the managers of your company are having their current styles assessed. Elizabeth seems to have a high concern for production and a high concern for people. Bill on the other hand, has a low concern for both dimensions. Recently Elizabeth noticed that one of her employees was not doing well on the job. He was listless, late to work, and his work products were degenerating in quality. Elizabeth decided he had been working too hard and gave him a couple of days off. Bill was transferred to another department. He took three of his subordinates from his old department with him. After being there six months he gave all employees performance appraisals. The subordinates who came with him to the new department all did better than the more experienced people who had been on the job. In fact, the subordinates who came with Bill were having a hard time adjusting to the new department and had not been performing all that well.
Refer to Table 13.2. Elizabeth has a(n) ________ management style according to management grid theory.

A) country club
B) team
C) impoverished
D) middle-of-the-road

Question 80

In terms of participative versus autocratic leadership behaviors, a boss who asks for your input, is open to ideas, and lets you perform your job your way is more of a delegator than an autocrat.