Question 1

A path-goal theory is a contingency model of leadership proposing that leaders can motivate subordinates by:

Accepted Answer

A) Clarifying for them the path leading to the attainment of work goals 
B) Identifying their desired outcomes 
C) Rewarding them for high performance 
D) None of these choices are correct 
E) All of these choices are correct 
A) Clarifying for them the path leading to the attainment of work goals 
B) Identifying their desired outcomes 
C) Rewarding them for high performance 
D) None of these choices are correct 
E) All of these choices are correct

Question 2

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, what leadership style would be appropriate to use with George?

Accepted Answer

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

Question 3

When leaders are effective, the influence they exert over others help a group or organization to achieve its performance goals.

Accepted Answer

A) True 
 B)False

Question 4

When task structure is high, situations are favourable for leading, according to Fiedler.

Accepted Answer

A) True 
 B)False

Question 5

Discuss the concepts of follower readiness and the four specific leader behaviours that managers can use in each of the follower readiness contingencies in the SLT model.

Accepted Answer

Follower readiness is the degree of abil

Question 6

According to Fiedler, when conditions are either very favourable or very unfavourable, a relationship-oriented leadership is best suited.

Accepted Answer

A) True 
 B)False

Question 7

Discuss how emotional intelligence affects leadership.

Accepted Answer

Emotional intelligence is the ability to

Question 8

The ability of a manager to give or withhold tangible and intangible rewards 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 9

Define the five different types of power that are available to a manager.Give one example of how a manager might use each source.

Accepted Answer

The various types of power available to

Question 10

Characteristics of subordinates or characteristics of a situation or context that act in place of the influence of a leader and make leadership unnecessary.

Accepted Answer

A) True 
 B)False

Question 11

Like the trait approach, Fiedler hypothesized that personal characteristics do not influence leader effectiveness.

Accepted Answer

A) True 
 B)False

Question 12

behaviours can be particularly effective when subordinates' support of a decision is required.

Accepted Answer

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

Question 13

The situational leadership theory (SL)suggests that the appropriate leader style depends on the follower's ability and willingness to perform the tasks.

Accepted Answer

A) True 
 B)False

Question 14

According to Fiedler, leadership style is an enduring characteristic which managers cannot change.

Accepted Answer

A) True 
 B)False

Question 15

According to Fiedler, when task structure is , the situation is favourable for leading and when task structure is , the situation is unfavourable for leading.

Accepted Answer

A) high; low 
B) high; high 
C) low; high 
D) low; low 
E) all of these choices are incorrect 
A) high; low 
B) high; high 
C) low; high 
D) low; low 
E) all of these choices are incorrect

Question 16

When a manager has the power to monitor the work of his or her subordinates and to tell them how to do a given task, we say that this manager has:

Accepted Answer

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

Question 17

When organizations are in need of an extreme overhaul, they often look for leadership to turn the company's fortunes around.

Accepted Answer

A) True 
 B)False

Question 18

behaviours are often advisable when subordinates are experiencing high levels of stress.

Accepted Answer

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

A path-goal theory is a contingency model of leadership proposing that leaders can motivate subordinates by:

When leaders are effective, the influence they exert over others help a group or organization to achieve its performance goals.

When task structure is high, situations are favourable for leading, according to Fiedler.

Discuss the concepts of follower readiness and the four specific leader behaviours that managers can use in each of the follower readiness contingencies in the SLT model.

According to Fiedler, when conditions are either very favourable or very unfavourable, a relationship-oriented leadership is best suited.

Discuss how emotional intelligence affects leadership.

The ability of a manager to give or withhold tangible and intangible rewards is known as:

Define the five different types of power that are available to a manager.Give one example of how a manager might use each source.

Characteristics of subordinates or characteristics of a situation or context that act in place of the influence of a leader and make leadership unnecessary.

Like the trait approach, Fiedler hypothesized that personal characteristics do not influence leader effectiveness.

behaviours can be particularly effective when subordinates' support of a decision is required.

The situational leadership theory (SL)suggests that the appropriate leader style depends on the follower's ability and willingness to perform the tasks.

According to Fiedler, leadership style is an enduring characteristic which managers cannot change.

According to Fiedler, when task structure is , the situation is favourable for leading and when task structure is , the situation is unfavourable for leading.

When a manager has the power to monitor the work of his or her subordinates and to tell them how to do a given task, we say that this manager has:

When organizations are in need of an extreme overhaul, they often look for leadership to turn the company's fortunes around.

behaviours are often advisable when subordinates are experiencing high levels of stress.

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

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Exam 9: Managing Leadership

A path-goal theory is a contingency model of leadership proposing that leaders can motivate subordinates by:

When leaders are effective, the influence they exert over others help a group or organization to achieve its performance goals.

When task structure is high, situations are favourable for leading, according to Fiedler.

Discuss the concepts of follower readiness and the four specific leader behaviours that managers can use in each of the follower readiness contingencies in the SLT model.

According to Fiedler, when conditions are either very favourable or very unfavourable, a relationship-oriented leadership is best suited.

Discuss how emotional intelligence affects leadership.

The ability of a manager to give or withhold tangible and intangible rewards is known as:

Define the five different types of power that are available to a manager.Give one example of how a manager might use each source.

Characteristics of subordinates or characteristics of a situation or context that act in place of the influence of a leader and make leadership unnecessary.

Like the trait approach, Fiedler hypothesized that personal characteristics do not influence leader effectiveness.

behaviours can be particularly effective when subordinates' support of a decision is required.

The situational leadership theory (SL)suggests that the appropriate leader style depends on the follower's ability and willingness to perform the tasks.

According to Fiedler, leadership style is an enduring characteristic which managers cannot change.

According to Fiedler, when task structure is , the situation is favourable for leading and when task structure is , the situation is unfavourable for leading.

When a manager has the power to monitor the work of his or her subordinates and to tell them how to do a given task, we say that this manager has:

When organizations are in need of an extreme overhaul, they often look for leadership to turn the company's fortunes around.

behaviours are often advisable when subordinates are experiencing high levels of stress.

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