Question 1

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

Accepted Answer

Vroom's decision-making model includes a tree for developing subordinates' decision-making skills, focusing on their growth and involvement in the decision process.

Question 2

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

Accepted Answer

The Tannenbaum and Schmidt continuum of leadership behaviour includes subordinate characteristics such as need for independence, understanding of goals, tolerance for ambiguity, and readiness to assume responsibility as they affect the degree of participation in decision-making by the leader. However, the problem itself is not a characteristic of the subordinate.

Question 3

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

Accepted Answer

The characteristic described, "clearly defines the leader-subordinate roles so that subordinates know what is expected of them," aligns with the definition of initiating-structure behaviour. This type of leader behaviour focuses on organizing and defining work roles and tasks, and providing clear instruction and direction to subordinates.

Question 4

In LPC theory, which factor is presumed to have the second-biggest effect on the favourableness of a situation?

Accepted Answer

Task structure is considered the second most important factor in determining the favorableness of a situation in LPC theory, after leader-member relations.

Question 5

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

Accepted Answer

Leader-member relations reflect the extent to which subordinates trust, respect, and have confidence in their leader, and vice versa. Task structure refers to the degree to which the task is structured or unstructured, while leader position power refers to the extent to which the leader has formal authority to reward or punish followers. Leader personality is not a factor in LPC theory, and organizational structure refers to the formal system of authority, communication, and roles within an organization, but it is not specifically related to leader-member relationships.

Question 6

In LPC theory, which factor is presumed to have the third-biggest effect on the favourableness of a situation?

Accepted Answer

In LPC (Least Preferred Co-worker) theory, the third-biggest factor affecting the favourableness of a situation is leader position power, after leader-member relations and task structure.

Question 7

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

Accepted Answer

The University of Michigan studies identified two types of leadership behaviors: employee-centred and job-centred. An employee-centred leader focuses on building effective workgroups and setting high performance goals, emphasizing the well-being and development of team members.

Question 8

According to LPC theory, a situation that has low position power, high task structure and good leader-member relations is

Accepted Answer

The answer of According to LPC theory, a situation that...

Question 9

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

Accepted Answer

The Leadership Grid categorizes leadership styles based on two dimensions: concern for production and concern for people. Option C (9,1) falls under the category of "task management" style, where the leader is highly concerned about production and less concerned about people. This type of manager tends to focus solely on achieving the task objective, often at the expense of the well-being and job satisfaction of their employees.

Question 10

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

Accepted Answer

A manager who does not care about people or production would score low on both dimensions of the Leadership Grid, resulting in a score of 1,1. This score indicates a lack of concern both for the task at hand and for the well-being of employees.

Question 11

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

Accepted Answer

A manager who has high concern for both people and production is typically considered a transformational leader who motivates and inspires their team to achieve their goals while also prioritizing their well-being. This aligns with the 9,9 position on the Leadership Grid, which is the ideal quadrant for effective leadership. Therefore, the best choice is B, as it represents the 9,9 position.

Question 12

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

Accepted Answer

A middle-of-the-road manager would exhibit a moderate level of concern for both people and production, placing them around the 5,5 mark on the Leadership Grid. This indicates a balanced approach and a desire to maintain harmony within the team while also achieving goals.

Question 13

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

Accepted Answer

Leader position power reflects the extent to which the leader can assign work, reward and punish employees, and recommend them for promotion. This factor is one of the three components of the LPC (Least Preferred Co-Worker) theory, which suggests that a leader's effectiveness depends on their personal characteristics, situational factors, and their relationship with their followers.

Question 14

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

Accepted Answer

The set of characteristics attributed to those who are perceived to use non-coercive influence successfully is commonly referred to as leadership. Choices A, B, C, and D do not accurately describe this property.

Question 15

Which of the following represents the ideal manager, according to the Leadership Grid?

Accepted Answer

According to the Leadership Grid, the ideal manager is one who has a high concern for both people and production, represented by a score of 9,9. This means that the manager is able to balance the needs of their team members with the needs of the organization to achieve high levels of productivity while maintaining positive relationships.

Question 16

In LPC theory, which of the following is appropriate for very favourable as well as very unfavourable situations?

Accepted Answer

Task-oriented behaviour is appropriate for both very favourable and very unfavourable situations according to LPC theory, as it focuses on achieving goals and can be effective in extreme situations.

Question 17

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.

Accepted Answer

Vroom's decision-making model identifies five levels of subordinate participation: decide, delegate, consult (individually), consult (group) and facilitate. If a manager makes the decision alone and then announces or 'sells' it to the group, it means that the manager has not consulted with the subordinates individually or as a group, or facilitated a decision-making process. Hence, the manager is using the decide style of subordinate participation.

Question 18

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

Accepted Answer

The answer of According to the continuum of leadership behaviour...

Question 19

In LPC theory, which factor reflects the extent to which a task is routine, simple, easily understood and unambiguous?

Accepted Answer

Task structure reflects the extent to which a task is routine, simple, easily understood, and unambiguous. It is one of the three situational factors considered in LPC theory, along with leader position power and leader-member relations. Leader personality and organizational structure are not situational factors considered in LPC theory.

Question 20

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

Accepted Answer

Vroom's decision tree approach emphasizes the importance of involving subordinates in the decision-making process, tailoring leadership style to the situation and the level of subordinate participation needed.

Quiz 11: Traditional Leadership Approaches