Question 1

Leaders engage in initiating structure when they show their subordinates that they trust, respect, and care about them.

Accepted Answer

A) True 
 B)False

Question 2

All of the following are examples of an intangible reward, which can be given by a manager to a subordinate except:

Accepted Answer

A) Respect 
B) A choice job assignment 
C) "A pat on the back" 
D) Verbal praise 
E) All of these choices are incorrect 
A) Respect 
B) A choice job assignment 
C) "A pat on the back" 
D) Verbal praise 
E) All of these choices are incorrect

Question 3

People who work for charismatic leaders:

Accepted Answer

A) Show stronger bonds of loyalty 
B) Are motivated to do extra work 
C) Express greater satisfaction 
D) Generate more ideas 
E) All of these choices are correct 
A) Show stronger bonds of loyalty 
B) Are motivated to do extra work 
C) Express greater satisfaction 
D) Generate more ideas 
E) All of these choices are correct

Question 4

Charismatic leaders stimulate subordinates intellectually and show developmental consideration towards them.

Accepted Answer

A) True 
 B)False

Question 5

Do leadership styles vary across cultures? Discuss with reference to the degree of humanism, individualism and the focus on time horizons for profit making.

Accepted Answer

Leadership styles vary across cultures o

Question 6

Condi and George both work for the same employer.Condi just started and isn't quite sure how she should complete the tasks that are being asked of her, but she is very motivated to do a good job.George, on the other hand, knows the ropes but is unenthusiastic about doing the work.According to Hersey and Blanchard's situational leadership theory, the follower readiness of Condi is:

Accepted Answer

A) Unable and unwilling 
B) Able and willing 
C) Able and unwilling 
D) Unable and willing 
E) None of these choices are correct 
A) Unable and unwilling 
B) Able and willing 
C) Able and unwilling 
D) Unable and willing 
E) None of these choices are correct

Question 7

According to the path-goal theory, the following is NOT one of the behaviours that leaders can engage in to motivate subordinates:

Accepted Answer

A) Task-oriented behaviours 
B) Directive behaviours 
C) Supportive behaviours 
D) Achievement-oriented behaviours 
E) Participative behaviours SHORT ANSWER.Write the word or phrase that best completes each statement or answers the question. 
A) Task-oriented behaviours 
B) Directive behaviours 
C) Supportive behaviours 
D) Achievement-oriented behaviours 
E) Participative behaviours SHORT ANSWER.Write the word or phrase that best completes each statement or answers the question.

Question 8

Leadership is the process by which a person exerts influence over other people and inspires, motivates, and directs their activities to help achieve group or organizational goals.

Accepted Answer

A) True 
 B)False

Question 9

The authority that a manager has by virtue of his or her position in an organization's hierarchy is known as:

Accepted Answer

A) Reward power 
B) Coercive power 
C) Legitimate power 
D) Expert power 
E) Referent power 
A) Reward power 
B) Coercive power 
C) Legitimate power 
D) Expert power 
E) Referent power

Question 10

Hersey and Blanchard's situational leadership theory (SL)suggests that the leader-follower relationship is like that of a parent and a child.

Accepted Answer

A) True 
 B)False

Question 11

The power that comes from a manager's admiration and loyalty from subordinates and coworkers is known as referent power.

Accepted Answer

A) True 
 B)False

Question 12

Leadership theories developed after the 1980s tend to focus on the supervisory nature of leadership.

Accepted Answer

A) True 
 B)False

Question 13

According to French and Raven, there are six types of social power the leader has to affect other people's behaviour and get them to act in certain ways.

Accepted Answer

A) True 
 B)False

Question 14

A manager who has the trust and commitment of coworkers and subordinates has referent power.

Accepted Answer

A) True 
 B)False

Question 15

According to Fiedler, position power is the amount of legitimate, reward, and coercive power a leader has by virtue of his or her position in an organization.

Accepted Answer

A) True 
 B)False

Question 16

Transformational leaders motivate their subordinates to work solely for their own personal gain and benefit.

Accepted Answer

A) True 
 B)False

Question 17

behaviours may be beneficial when subordinates are having difficulty completing assigned tasks.

Accepted Answer

A) Task-oriented 
B) Directive 
C) Supportive 
D) Participative 
E) Achievement-oriented 
A) Task-oriented 
B) Directive 
C) Supportive 
D) Participative 
E) Achievement-oriented

Question 18

A leader substitute is something that acts in place of the influence of a leader and makes leadership unnecessary.

Accepted Answer

A) True 
 B)False

Question 19

According to Fiedler, the extent to which subordinates trust and are loyal to their leader is known as:

Accepted Answer

A) Initiating structure relations 
B) Task-oriented relations 
C) Leader-member relations 
D) Position power relations 
E) Empowerment relations 
A) Initiating structure relations 
B) Task-oriented relations 
C) Leader-member relations 
D) Position power relations 
E) Empowerment relations

Question 20

Some typical stereotypes about gender and management include all but one of the following:

Accepted Answer

A) Men are more directive managers 
B) Men engage in more initiating structure 
C) Women are more nurturing than men 
D) Women are more concerned with interpersonal relations 
E) All these choices are correct 
A) Men are more directive managers 
B) Men engage in more initiating structure 
C) Women are more nurturing than men 
D) Women are more concerned with interpersonal relations 
E) All these choices are correct

Leaders engage in initiating structure when they show their subordinates that they trust, respect, and care about them.

All of the following are examples of an intangible reward, which can be given by a manager to a subordinate except:

People who work for charismatic leaders:

Charismatic leaders stimulate subordinates intellectually and show developmental consideration towards them.

Do leadership styles vary across cultures? Discuss with reference to the degree of humanism, individualism and the focus on time horizons for profit making.

According to the path-goal theory, the following is NOT one of the behaviours that leaders can engage in to motivate subordinates:

Leadership is the process by which a person exerts influence over other people and inspires, motivates, and directs their activities to help achieve group or organizational goals.

The authority that a manager has by virtue of his or her position in an organization's hierarchy is known as:

Hersey and Blanchard's situational leadership theory (SL)suggests that the leader-follower relationship is like that of a parent and a child.

The power that comes from a manager's admiration and loyalty from subordinates and coworkers is known as referent power.

Leadership theories developed after the 1980s tend to focus on the supervisory nature of leadership.

According to French and Raven, there are six types of social power the leader has to affect other people's behaviour and get them to act in certain ways.

A manager who has the trust and commitment of coworkers and subordinates has referent power.

According to Fiedler, position power is the amount of legitimate, reward, and coercive power a leader has by virtue of his or her position in an organization.

Transformational leaders motivate their subordinates to work solely for their own personal gain and benefit.

behaviours may be beneficial when subordinates are having difficulty completing assigned tasks.

A leader substitute is something that acts in place of the influence of a leader and makes leadership unnecessary.

According to Fiedler, the extent to which subordinates trust and are loyal to their leader is known as:

Some typical stereotypes about gender and management include all but one of the following:

Managers and Managing

Managing the Organizational Environment

Managing Decision Making

Managing Planning and Strategy

Managing Organizational Structure

Managing Communication and Information Technology It

Managing Human Resources

Managing Motivation

Managing Teams

Managing Control and Operations

Managing Change

Filters

Exam 9: Managing Leadership

Leaders engage in initiating structure when they show their subordinates that they trust, respect, and care about them.

All of the following are examples of an intangible reward, which can be given by a manager to a subordinate except:

People who work for charismatic leaders:

Charismatic leaders stimulate subordinates intellectually and show developmental consideration towards them.

Do leadership styles vary across cultures? Discuss with reference to the degree of humanism, individualism and the focus on time horizons for profit making.

According to the path-goal theory, the following is NOT one of the behaviours that leaders can engage in to motivate subordinates:

Leadership is the process by which a person exerts influence over other people and inspires, motivates, and directs their activities to help achieve group or organizational goals.

The authority that a manager has by virtue of his or her position in an organization's hierarchy is known as:

Hersey and Blanchard's situational leadership theory (SL)suggests that the leader-follower relationship is like that of a parent and a child.

The power that comes from a manager's admiration and loyalty from subordinates and coworkers is known as referent power.

Leadership theories developed after the 1980s tend to focus on the supervisory nature of leadership.

According to French and Raven, there are six types of social power the leader has to affect other people's behaviour and get them to act in certain ways.

A manager who has the trust and commitment of coworkers and subordinates has referent power.

According to Fiedler, position power is the amount of legitimate, reward, and coercive power a leader has by virtue of his or her position in an organization.

Transformational leaders motivate their subordinates to work solely for their own personal gain and benefit.

behaviours may be beneficial when subordinates are having difficulty completing assigned tasks.

A leader substitute is something that acts in place of the influence of a leader and makes leadership unnecessary.

According to Fiedler, the extent to which subordinates trust and are loyal to their leader is known as:

Some typical stereotypes about gender and management include all but one of the following:

Managers and Managing

Managing the Organizational Environment

Managing Decision Making

Managing Planning and Strategy

Managing Organizational Structure

Managing Communication and Information Technology It

Managing Human Resources

Managing Motivation

Managing Teams

Managing Control and Operations

Managing Change

Filters