Question 1

Moral courage is the strength to take actions that are consistent with moral beliefs despite pressures,either inside or outside of the organization,to do otherwise.

Accepted Answer

A) True 
 B)False  True

Question 2

What are the major forces in a situation that influence a manager's determination of how to make decisions? Explain briefly.

Accepted Answer

Organizational factors,including the size of working groups and their geographic distribution,are important influences on leadership style.Extremely large work groups or wide geographic separations of work groups,for example,could make a subordinate-centered leadership style impractical.
The second situational force is the effectiveness of a group.To gauge this force,managers should evaluate such issues as the experience of group members in working together and the degree of confidence they have in their ability to solve problems as a group.
The third situational force is the problem to be solved.Before deciding to act as a subordinate-centered leader,a manager should be sure the group has the expertise necessary to make a decision about the problem in question.If it does not,the manager should move toward more boss-centered leadership.
The fourth situational force is the time available to make a decision.As a general guideline,the less time available,the more impractical it is to assign decision making to a group because a group typically takes more time than an individual to reach a decision.

Question 3

Leading mainly emphasizes ________.

Accepted Answer

A) performance evaluation and control 
B) organizational performance 
C) organizational productivity 
D) behavioral issues of employees 
E) individual performances 
A) performance evaluation and control 
B) organizational performance 
C) organizational productivity 
D) behavioral issues of employees 
E) individual performances D

Question 4

Which one of the following approaches to leadership views the personal characteristics of an individual as the main determinants of how successful that individual could be as a leader?

Accepted Answer

A) behavioral approach 
B) situational approach 
C) characteristic approach 
D) trait approach 
E) follower approach 
A) behavioral approach 
B) situational approach 
C) characteristic approach 
D) trait approach 
E) follower approach

Question 5

Which one of the following approaches to leadership suggests successful leadership requires a unique combination of leaders,followers,and leadership circumstances?

Accepted Answer

A) the trait approach 
B) the situational approach to leadership 
C) transformational leadership 
D) contingency approach 
E) the behavioral approach 
A) the trait approach 
B) the situational approach to leadership 
C) transformational leadership 
D) contingency approach 
E) the behavioral approach

Question 6

Which one of the following is a valid observation of management and leadership?

Accepted Answer

A) Leading is not a part of the influencing function. 
B) Leading is synonymous to managing in most cases. 
C) Leadership is considered a subset of management. 
D) Leading is much broader in scope than managing. 
E) Leading mainly emphasizes nonbehavioral issues. 
A) Leading is not a part of the influencing function. 
B) Leading is synonymous to managing in most cases. 
C) Leadership is considered a subset of management. 
D) Leading is much broader in scope than managing. 
E) Leading mainly emphasizes nonbehavioral issues.

Question 7

According to the OSU studies,the behavior that reflects friendship,mutual trust,respect,and warmth in the relationship between leader and follower is called ________.

Accepted Answer

A) internal behavior 
B) central behavior 
C) consideration behavior 
D) structured behavior 
E) unstructured behavior 
A) internal behavior 
B) central behavior 
C) consideration behavior 
D) structured behavior 
E) unstructured behavior

Question 8

Carrie is the CEO of a leading electronics manufacturer.She bases her managerial recruitments entirely on aspects such as the prospect's intelligence quotient,emotional maturity,dependability,persistence,and the drive for continuing achievement.Which one of the following approaches to leadership does Carrie believe in?

Accepted Answer

A) behavioral 
B) transformational 
C) trait 
D) entrepreneurial 
E) employee-centered 
A) behavioral 
B) transformational 
C) trait 
D) entrepreneurial 
E) employee-centered

Question 9

The more confidence a manager has in his/her employees,the more likely it is the manager's decision making style will be ________-centered.

Accepted Answer

A) employee 
B) finance 
C) legally 
D) authority 
E) independently 
A) employee 
B) finance 
C) legally 
D) authority 
E) independently

Question 10

The move from a boss-centered style to a subordinate-centered style means some loss of certainty about how problems should be solved.

Accepted Answer

A) True 
 B)False

Question 11

Managers must assume an autocratic or boss-centered approach to making decisions when subordinates are characterized by ________.

Accepted Answer

A) high tolerance for ambiguity 
B) high need for independence 
C) moderate intellectual capabilities 
D) low levels of aggression 
E) low level of job experience 
A) high tolerance for ambiguity 
B) high need for independence 
C) moderate intellectual capabilities 
D) low levels of aggression 
E) low level of job experience

Question 12

According to Tannenbaum and Schmidt,one extreme of the continuum is boss-centered leadership where ________.

Accepted Answer

A) the manager presents tentative decisions as subject to change 
B) the manager sells decisions to subordinates 
C) the manager defines limits and asks the group to make the decision 
D) the manager presents ideas and invites questions 
E) the manager makes the decision and announces it to the subordinates 
A) the manager presents tentative decisions as subject to change 
B) the manager sells decisions to subordinates 
C) the manager defines limits and asks the group to make the decision 
D) the manager presents ideas and invites questions 
E) the manager makes the decision and announces it to the subordinates

Question 13

An organization considers its managers to have moral courage.The managers at this organization can be considered ________.

Accepted Answer

A) transformational leaders 
B) servant leaders 
C) Level 5 leaders 
D) authentic leaders 
E) coaching leaders 
A) transformational leaders 
B) servant leaders 
C) Level 5 leaders 
D) authentic leaders 
E) coaching leaders

Question 14

A manager who has the tendency to "sell" his or her decisions is most likely to ________.

Accepted Answer

A) be on the right-hand side of the Tannenbaum and Schmidt Leadership Continuum 
B) remain a follower-friendly and popular leader 
C) give up his authority to increase effectiveness 
D) identify the problem and make decisions independently 
E) seek the opinion of employees before implementing decisions 
A) be on the right-hand side of the Tannenbaum and Schmidt Leadership Continuum 
B) remain a follower-friendly and popular leader 
C) give up his authority to increase effectiveness 
D) identify the problem and make decisions independently 
E) seek the opinion of employees before implementing decisions

Question 15

According to the life cycle theory,the ability of followers to perform their jobs independently,to assume additional responsibility,and to desire to achieve success is called ________.

Accepted Answer

A) maturity 
B) authority 
C) responsibility 
D) accountability 
E) flexibility 
A) maturity 
B) authority 
C) responsibility 
D) accountability 
E) flexibility

Question 16

Explain the Vroom-Yetton-Jago model of leadership.

Accepted Answer

The Vroom-Yetton-Jago Model focuses on h

Question 17

Which one of the following is a characteristic of an effective coach?

Accepted Answer

A) hard headed 
B) does not listen 
C) acts as a dictator 
D) concern for welfare of people 
E) impatient 
A) hard headed 
B) does not listen 
C) acts as a dictator 
D) concern for welfare of people 
E) impatient

Question 18

A leader who places high value on helping others over self interests is called a(n)________.

Accepted Answer

A) emotionally intelligent leader 
B) servant leader 
C) collaborative leader 
D) high-consideration leader 
E) superleader 
A) emotionally intelligent leader 
B) servant leader 
C) collaborative leader 
D) high-consideration leader 
E) superleader

Question 19

According to the contingency theory of leadership,the degree to which the goals and other situational factors are outlined clearly is called ________.

Accepted Answer

A) organizational power 
B) task structure 
C) internal configuration 
D) independence 
E) position power 
A) organizational power 
B) task structure 
C) internal configuration 
D) independence 
E) position power

Question 20

Bryan is the production manager of a small company that manufactures printed circuit boards.Prior to making a decision,Bryan usually asks for information from his subordinates.However,his subordinates are not always informed about the problem at hand.Which of the following VYJ model decision-making styles does Bryan use?

Accepted Answer

A) AI 
B) AII 
C) GII 
D) CI 
E) CII 
A) AI 
B) AII 
C) GII 
D) CI 
E) CII

Moral courage is the strength to take actions that are consistent with moral beliefs despite pressures,either inside or outside of the organization,to do otherwise.

What are the major forces in a situation that influence a manager's determination of how to make decisions? Explain briefly.

Leading mainly emphasizes ________.

Which one of the following approaches to leadership views the personal characteristics of an individual as the main determinants of how successful that individual could be as a leader?

Which one of the following approaches to leadership suggests successful leadership requires a unique combination of leaders,followers,and leadership circumstances?

Which one of the following is a valid observation of management and leadership?

According to the OSU studies,the behavior that reflects friendship,mutual trust,respect,and warmth in the relationship between leader and follower is called ________.

The more confidence a manager has in his/her employees,the more likely it is the manager's decision making style will be ________-centered.

The move from a boss-centered style to a subordinate-centered style means some loss of certainty about how problems should be solved.

Managers must assume an autocratic or boss-centered approach to making decisions when subordinates are characterized by ________.

According to Tannenbaum and Schmidt,one extreme of the continuum is boss-centered leadership where ________.

An organization considers its managers to have moral courage.The managers at this organization can be considered ________.

A manager who has the tendency to "sell" his or her decisions is most likely to ________.

According to the life cycle theory,the ability of followers to perform their jobs independently,to assume additional responsibility,and to desire to achieve success is called ________.

Explain the Vroom-Yetton-Jago model of leadership.

Which one of the following is a characteristic of an effective coach?

A leader who places high value on helping others over self interests is called a(n)________.

According to the contingency theory of leadership,the degree to which the goals and other situational factors are outlined clearly is called ________.

Introducing Modern Management: Concepts and Skills

Management and Entrepreneurship: Handling Start-Ups and New Ventures

Managers,society,and Sustainability

Management and Diversity

Managing in the Global Arena

Encouraging Creativity and Innovation

Plans and Planning Tools

Making Decisions

Strategic Planning: Strategies, tactics, and Competitive Dynamics

Fundamentals of Organizing

Responsibility, authority, and Delegation

Human Resource Management

Changing Organizations

Influencing and Communication

Motivation

Groups and Teams

Managing Organization Culture

Controlling,information,and Technology

Production and Control

Filters

Exam 15: Leadership

Moral courage is the strength to take actions that are consistent with moral beliefs despite pressures,either inside or outside of the organization,to do otherwise.

What are the major forces in a situation that influence a manager's determination of how to make decisions? Explain briefly.

Leading mainly emphasizes ________.

Which one of the following approaches to leadership views the personal characteristics of an individual as the main determinants of how successful that individual could be as a leader?

Which one of the following approaches to leadership suggests successful leadership requires a unique combination of leaders,followers,and leadership circumstances?

Which one of the following is a valid observation of management and leadership?

According to the OSU studies,the behavior that reflects friendship,mutual trust,respect,and warmth in the relationship between leader and follower is called ________.

The more confidence a manager has in his/her employees,the more likely it is the manager's decision making style will be ________-centered.

The move from a boss-centered style to a subordinate-centered style means some loss of certainty about how problems should be solved.

Managers must assume an autocratic or boss-centered approach to making decisions when subordinates are characterized by ________.

According to Tannenbaum and Schmidt,one extreme of the continuum is boss-centered leadership where ________.

An organization considers its managers to have moral courage.The managers at this organization can be considered ________.

A manager who has the tendency to "sell" his or her decisions is most likely to ________.

According to the life cycle theory,the ability of followers to perform their jobs independently,to assume additional responsibility,and to desire to achieve success is called ________.

Explain the Vroom-Yetton-Jago model of leadership.

Which one of the following is a characteristic of an effective coach?

A leader who places high value on helping others over self interests is called a(n)________.

According to the contingency theory of leadership,the degree to which the goals and other situational factors are outlined clearly is called ________.

Introducing Modern Management: Concepts and Skills

Management and Entrepreneurship: Handling Start-Ups and New Ventures

Managers,society,and Sustainability

Management and Diversity

Managing in the Global Arena

Encouraging Creativity and Innovation

Plans and Planning Tools

Making Decisions

Strategic Planning: Strategies, tactics, and Competitive Dynamics

Fundamentals of Organizing

Responsibility, authority, and Delegation

Human Resource Management

Changing Organizations

Influencing and Communication

Motivation

Groups and Teams

Managing Organization Culture

Controlling,information,and Technology

Production and Control

Filters