Question 1

Teams prefer ________ leaders when aggressively competing against other teams,but they prefer ________ leaders when the competition is within teams and calls for improving positive relationships within the group.

Accepted Answer

Research indicates that teams prefer leaders who display stereotypically masculine traits (such as assertiveness, competitiveness) when competing against other teams. However, when the competition is within the team and calls for improving positive relationships within the group, teams prefer leaders who display stereotypically feminine traits (such as empathy, a collaborative approach), which are often associated with female leaders. Therefore, the best choice is D, male leaders for inter-team competition and female leaders for intra-team competition.

Question 2

Jerry is known to be a department head who doesn't like to "rock the boat." This is reflective of a good leader.

Accepted Answer

A good leader should be willing to challenge the status quo and make changes for the betterment of their team or organization. Not wanting to "rock the boat" can lead to stagnation and missed opportunities for growth and improvement.

Question 3

Trait theories of leadership suggest personality,social,physical,or intellectual traits that leaders have to some greater degree than non-leaders.

Accepted Answer

Trait theories propose that certain traits are inherent in individuals who possess leadership qualities. These traits could be related to personality, social skills, physical characteristics, or intellectual capabilities.

Question 4

Everyone was in tears when David decided to leave the organization because he was a leader who had a profound effect on the lives of his staff members.Thus,David can be called a transactional leader.

Accepted Answer

The description of David suggests he had a transformational effect on his staff members, therefore he would be considered a transformational leader, not a transactional leader.

Question 5

Traits of leaders are better at predicting leadership emergence than effective leadership.

Accepted Answer

Studies have shown that traits of leaders, such as extraversion, conscientiousness, and openness, are better predictors of who will emerge as a leader in a group than measures of effective leadership. However, it is important to note that traits alone do not guarantee effective leadership and that situational factors and skills can also play a significant role in leadership effectiveness.

Question 6

Transactional leaders are charismatic leaders.

Accepted Answer

Transactional leaders are not necessarily charismatic. Charismatic leaders have a natural ability to inspire and motivate their followers, and their influence comes from their personal charisma and charm. Transactional leaders, on the other hand, use a system of rewards and punishments to motivate their followers and achieve specific goals. While some transactional leaders may also possess charismatic qualities, the two leadership styles are distinct and separate.

Question 7

Situational Leadership can be visualized as a matrix depicting organizational outcomes resulting from various leadership styles.

Accepted Answer

Situational Leadership is typically visualized as a model or framework that matches leadership styles to the maturity or development level of followers, not as a matrix of organizational outcomes.

Question 8

Which of the following is NOT true about the research on perceptions of leaders?

Accepted Answer

The research on perceptions of leaders has not consistently found that perceptions of CEO charisma are a direct predictor of objectively better company performance. While there may be some correlation between these factors, it is not a clear causal relationship.

Question 9

Managers ask "how" and "when"; whereas leaders ask "why" and "what."

Accepted Answer

This statement highlights the difference in focus between managers (who are concerned with timelines and execution) and leaders (who are more focused on vision and purpose).

Question 10

Intrinsically satisfying work

Accepted Answer

Intrinsically satisfying work substitutes for relationship-oriented leadership because it provides the same benefits as relationship-oriented leadership, such as motivation and job satisfaction.

Question 11

Indifference to rewards

Accepted Answer

Indifference to rewards can neutralize relationship-oriented leadership because a leader who focuses on building positive relationships with followers may struggle to motivate someone who is indifferent to rewards or recognition. Without the ability to use rewards and recognition as a motivator, the leader may need to find alternative ways to engage and motivate the follower.

Question 12

Jordan does an excellent job of supporting his staff; he ensures that their individual goals are compatible with the goals of the corporation.This is known as the path-goal approach.

Accepted Answer

The answer of Jordan does an excellent job of supporting...

Question 13

The path-goal theory proposes two classes of situational or contingency variables that moderate leadership behaviour.One variable is the environment,which is outside the control of the subordinate,and the other is the personal characteristics of the leader.

Accepted Answer

The path-goal theory actually proposes that the two classes of situational or contingency variables that moderate leadership behavior are the environment, which is outside the control of the subordinate, and the personal characteristics of the subordinate, not the leader.

Question 14

Sometimes leadership may not be important.________ make(s)it impossible for leader behaviour to make any difference to subordinate outcomes.

Accepted Answer

Neutralizers are factors that make it impossible for leader behavior to have any impact on subordinates' outcomes. Therefore, in situations where neutralizers exist, leadership may not be important.

Question 15

According to the path-goal theory,a leader's behaviour is motivational when it not only makes subordinate need satisfaction contingent on effective performance,but also provides the coaching,support and rewards necessary for achievement of that performance.

Accepted Answer

According to the path-goal theory, a leader's behaviour is motivational when it makes subordinate need satisfaction contingent on effective performance and when it provides the coaching, support, and rewards necessary for achieving that performance. Thus, the statement is true.

Question 16

A leader designated as high on initiating structure tends to structure the role of subordinates more clearly.

Accepted Answer

A leader who is high on initiating structure tends to clearly define the roles and responsibilities of subordinates, establish clear goals and objectives, and create a formalized communication system within the organization.

Question 17

If a leader exhibits respect for employee's ideas and regard for their feelings,he or she can be said to have a high degree of consideration.

Accepted Answer

Consideration in leadership refers to the extent to which a leader demonstrates concern for the needs and feelings of their employees, and it includes exhibiting respect for their ideas and perspectives. Therefore, if a leader displays respect for employee's ideas and regard for their feelings, it can be said that they have a high degree of consideration.

Question 18

The path-goal model recognizes that a leader's success depends on adjusting his or her style to the environment within which the leader is placed and to the individual characteristics of followers.

Accepted Answer

The path-goal model emphasizes that a leader should adapt his or her style to the situation and to the needs of followers in order to be successful. Therefore, the statement is true.

Question 19

A hypothesis of path-goal theory is that directive leadership leads to greater satisfaction for the employee when tasks are ambiguous or stressful; when tasks are highly structured and well laid out,directive leadership leads to less satisfaction.

Accepted Answer

According to the path-goal theory, directive leadership is most effective when tasks are ambiguous or stressful because it provides clarity and direction for the employee. However, when tasks are highly structured and well laid out, directive leadership may be seen as unnecessary and controlling, which can lead to less satisfaction for the employee.

Question 20

Managers create vision while leaders act within the established culture.

Accepted Answer

Leaders are often the ones who create and communicate a vision to inspire and guide change, while managers work within the established culture to implement the vision, organize, and direct resources to achieve specific goals.

Quiz 11: Leadership

Teams prefer leaders when aggressively competing against other teams,but they prefer leaders when the competition is within teams and calls for improving positive relationships within the group.