Question 1

Which of the following things should leaders know in order to use Fiedler's contingency theory of leadership?

Accepted Answer

A) They should conclude that they are task-oriented leaders if they are moderately well liked, have some power, and supervise jobs that contain some ambiguity. 
B) They should identify themselves as relationship-oriented leaders if they define the task structure and can establish authority over subordinates. 
C) They should assume that they are more effective as task-oriented leaders if they perform better in situations of intermediate favorability. 
D) They should diagnose the situation and determine whether leader-member relations, task structure, and position power are favorable or unfavorable. 
A) They should conclude that they are task-oriented leaders if they are moderately well liked, have some power, and supervise jobs that contain some ambiguity. 
B) They should identify themselves as relationship-oriented leaders if they define the task structure and can establish authority over subordinates. 
C) They should assume that they are more effective as task-oriented leaders if they perform better in situations of intermediate favorability. 
D) They should diagnose the situation and determine whether leader-member relations, task structure, and position power are favorable or unfavorable.

Question 2

According to the situational theory ofleadership, a leader with a(n) instructions about how tasks should be accomplished.

Accepted Answer

A) supporting style 
B) coaching style 
C) directing style 
D) entrusting style provides detailed objectives and explicit 
A) supporting style 
B) coaching style 
C) directing style 
D) entrusting style provides detailed objectives and explicit

Question 3

According to the Vroorn-Jago contingency model ofleadership, which of the following activities refers to delegation in decision making?

Accepted Answer

A) A leader permits the group to make a decision within prescribed limits. 
B) A leader presents a problem to the group in a meeting. 
C) A leader makes a decision alone and announces it to the group. 
D) A leader presents a problem to the group members, gets their suggestions, and then makes the decision. 
A) A leader permits the group to make a decision within prescribed limits. 
B) A leader presents a problem to the group in a meeting. 
C) A leader makes a decision alone and announces it to the group. 
D) A leader presents a problem to the group members, gets their suggestions, and then makes the decision.

Question 4

According to Fiedler's contingency model ofleadership, if a leader uses negative concepts to describe the least preferred coworker, he or she is considered a .

Accepted Answer

A) task-oriented leader 
B) ''high-high" leader 
C) people-oriented leader 
D) democratic leader 
A) task-oriented leader 
B) ''high-high" leader 
C) people-oriented leader 
D) democratic leader

Question 5

In the context of the path-goal theory ofleadership, which of the following statements is true of supportive leadership?

Accepted Answer

A) It involves setting clear and challenging goals for subordinates. 
B) It involves consulting with subordinates about decisions. 
C) It involves telling subordinates exactly what they are supposed to do. 
D) It involves showing concern for subordinates' wellbeing and personal needs. 
A) It involves setting clear and challenging goals for subordinates. 
B) It involves consulting with subordinates about decisions. 
C) It involves telling subordinates exactly what they are supposed to do. 
D) It involves showing concern for subordinates' wellbeing and personal needs.

Question 6

According to Fiedler's contingency theory ofleadership, which of the following statements is true of task-oriented leaders?

Accepted Answer

A) They are more effective in a situations where they have little authority over subordinates and cannot evaluate their work or reward them. 
B) They are more effective in situations of moderate favorability. 
C) They are more effective in favorable situations because the task is not clear to everybody. 
D) They are more effective when a situation is highly unfavorable because a great deal of structure and task direction is needed. 
A) They are more effective in a situations where they have little authority over subordinates and cannot evaluate their work or reward them. 
B) They are more effective in situations of moderate favorability. 
C) They are more effective in favorable situations because the task is not clear to everybody. 
D) They are more effective when a situation is highly unfavorable because a great deal of structure and task direction is needed.

Question 7

The contingencies most important to leadership are the situation and followers.

Accepted Answer

A) True 
 B)False

Question 8

According to the path-goal theory ofleadership, when an incorrect reward is given to a subordinate, directive leadership behavior is used to change this.

Accepted Answer

A) True 
 B)False

Question 9

In the context ofFiedler's contingency model ofleadership, which of the following does leader-member relations refer to?

Accepted Answer

A) It refers to the extent to which tasks given by the leaders are defmed and involve specific procedures. 
B) Itrefers to1he group a1rnosphereandmembers' attitudes towardandacceptanceof1heleader. 
C) It refers to the extent to which the leader has formal authority over subordinates. 
D) It refers to the ability to plan and direct the work of subordinates, evaluate it, and reward or punish them. 
A) It refers to the extent to which tasks given by the leaders are defmed and involve specific procedures. 
B) Itrefers to1he group a1rnosphereandmembers' attitudes towardandacceptanceof1heleader. 
C) It refers to the extent to which the leader has formal authority over subordinates. 
D) It refers to the ability to plan and direct the work of subordinates, evaluate it, and reward or punish them.

Question 10

Directive leadership behavior, as described in the path-goal theory, is similar to the coaching or supporting style of leadership in the Hersey and Blanchard model.

Accepted Answer

A) True 
 B)False

Question 11

The Vroom-Jago contingency model ofleadership starts with the idea that a leader faces a problem that requires a solution.

Accepted Answer

A) True 
 B)False

Question 12

The contingency approaches explain the relationship between leadership styles and effectiveness in specific situations.

Accepted Answer

A) True 
 B)False

Question 13

Which of the following is a difference between Fiedler's contingency theory ofleadership and the path-goal theory ofleadership?

Accepted Answer

A) The Fiedler theory discusses leader style, followers and situation, and the rewards to meet followers' needs, whereas the path-goal theory discusses leadership style and group task performance. 
B) The Fiedler theory made the assumption that new leaders could take over as situations change, whereas in the path-goal theory, leaders change their behaviors to match the situation. 
C) The Fiedler theory enables leaders to diagnose both leadership style and organizational situation, whereas the path-goal theory focuses on the characteristics of followers as the most important element of the situation. 
D) The Fiedler theory states that a leader can adopt the four leader styles of directing, coaching, supporting, and entrusting, whereas the path-goal theory measures leadership style with the least preferred coworker scale. 
A) The Fiedler theory discusses leader style, followers and situation, and the rewards to meet followers' needs, whereas the path-goal theory discusses leadership style and group task performance. 
B) The Fiedler theory made the assumption that new leaders could take over as situations change, whereas in the path-goal theory, leaders change their behaviors to match the situation. 
C) The Fiedler theory enables leaders to diagnose both leadership style and organizational situation, whereas the path-goal theory focuses on the characteristics of followers as the most important element of the situation. 
D) The Fiedler theory states that a leader can adopt the four leader styles of directing, coaching, supporting, and entrusting, whereas the path-goal theory measures leadership style with the least preferred coworker scale.

Question 14

A(n) for leadership, which is a situational variable, makes the leadership style unnecessary or redundant.

Accepted Answer

The answer of A(n) for leadership, which is a situational...

Question 15

According to the path-goal theory ofleadership, path clarification means that the leader works with subordinates to help them identify and learn the behaviors that will lead to successful task accomplishment and organizational rewards.

Accepted Answer

A) True 
 B)False

Question 16

Which of the following statements is true of the Vroorn-Jago contingency model ofleadership?

Accepted Answer

A) It made the assumption that new leaders could take over as situations change. 
B) It states that the leader's responsibility is to increase subordinates' motivation to attain personal and organizational goals. 
C) It discusses the extent to which the leader's style is relationship-oriented or task oriented. 
D) It tells the leader precisely the correct amount of participation by subordinates to use in making a particular decision. 
A) It made the assumption that new leaders could take over as situations change. 
B) It states that the leader's responsibility is to increase subordinates' motivation to attain personal and organizational goals. 
C) It discusses the extent to which the leader's style is relationship-oriented or task oriented. 
D) It tells the leader precisely the correct amount of participation by subordinates to use in making a particular decision.

Question 17

The point of Hersey and Blanchard's situational theory ofleadership is that subordinates vary in .

Accepted Answer

The answer of The point of Hersey and Blanchard's situational...

Question 18

Which of the following statements is true of the contingency approach to leadership?

Accepted Answer

A) A leadership style that works in one situation will work in all situations. 
B) These approaches seek to investigate traits that can improve performance in all situations. 
C) The needs, maturity, and cohesiveness of followers have been identified as a key contingency. 
D) These approaches hold that behavior that is effective in some circumstances is effective under all conditions. 
A) A leadership style that works in one situation will work in all situations. 
B) These approaches seek to investigate traits that can improve performance in all situations. 
C) The needs, maturity, and cohesiveness of followers have been identified as a key contingency. 
D) These approaches hold that behavior that is effective in some circumstances is effective under all conditions.

Question 19

Which of the following statements is a criticism of Fiedler's contingency theory?

Accepted Answer

A) The use of the least preferred coworker score as a measure of relationship- or task-oriented behavior is complicated. 
B) The empirical support for the model is weak because it is based on correlationalresults that fail to achieve statistical significance in the majority of cases. 
C) It does not go beyond the notion ofleadership styles to try to show how styles fit a situation. 
D) It fails to consider high least preferred coworker score leaders, who some studies indicate are more effective than medium least preferred coworker score leaders in all situations. 
A) The use of the least preferred coworker score as a measure of relationship- or task-oriented behavior is complicated. 
B) The empirical support for the model is weak because it is based on correlationalresults that fail to achieve statistical significance in the majority of cases. 
C) It does not go beyond the notion ofleadership styles to try to show how styles fit a situation. 
D) It fails to consider high least preferred coworker score leaders, who some studies indicate are more effective than medium least preferred coworker score leaders in all situations.

Question 20

According to the path-goal theory ofleadership, which of the following situational contingencies consists of the educational level of subordinates and the quality of relationships among them?

Accepted Answer

A) Human relations skills 
B) Task structures 
C) Formal authority systems 
D) Work-group characteristics 
A) Human relations skills 
B) Task structures 
C) Formal authority systems 
D) Work-group characteristics

Which of the following things should leaders know in order to use Fiedler's contingency theory of leadership?

According to the situational theory ofleadership, a leader with a(n) instructions about how tasks should be accomplished.

According to the Vroorn-Jago contingency model ofleadership, which of the following activities refers to delegation in decision making?

According to Fiedler's contingency model ofleadership, if a leader uses negative concepts to describe the least preferred coworker, he or she is considered a .

In the context of the path-goal theory ofleadership, which of the following statements is true of supportive leadership?

According to Fiedler's contingency theory ofleadership, which of the following statements is true of task-oriented leaders?

The contingencies most important to leadership are the situation and followers.

According to the path-goal theory ofleadership, when an incorrect reward is given to a subordinate, directive leadership behavior is used to change this.

In the context ofFiedler's contingency model ofleadership, which of the following does leader-member relations refer to?

Directive leadership behavior, as described in the path-goal theory, is similar to the coaching or supporting style of leadership in the Hersey and Blanchard model.

The Vroom-Jago contingency model ofleadership starts with the idea that a leader faces a problem that requires a solution.

The contingency approaches explain the relationship between leadership styles and effectiveness in specific situations.

Which of the following is a difference between Fiedler's contingency theory ofleadership and the path-goal theory ofleadership?

A(n) for leadership, which is a situational variable, makes the leadership style unnecessary or redundant.

According to the path-goal theory ofleadership, path clarification means that the leader works with subordinates to help them identify and learn the behaviors that will lead to successful task accomplishment and organizational rewards.

Which of the following statements is true of the Vroorn-Jago contingency model ofleadership?

The point of Hersey and Blanchard's situational theory ofleadership is that subordinates vary in .

Which of the following statements is true of the contingency approach to leadership?

Which of the following statements is a criticism of Fiedler's contingency theory?

According to the path-goal theory ofleadership, which of the following situational contingencies consists of the educational level of subordinates and the quality of relationships among them?

What Does It Mean to Be a Leader

Traits, Behaviors, and Relationships

The Leader As an Individual

Leadership Mind and Heart

Courage and Moral Leadership

Followership

Motivation and Empowerment

Leadership Communication

Leading Teams

Developing Leadership Diversity

Leadership Power and Influence

Creating Vision and Strategic Direction

Shaping Culture and Values

Leading Change

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Exam 3: Contingency Approaches to Leadership

Which of the following things should leaders know in order to use Fiedler's contingency theory of leadership?

According to the situational theory ofleadership, a leader with a(n) instructions about how tasks should be accomplished.

According to the Vroorn-Jago contingency model ofleadership, which of the following activities refers to delegation in decision making?

According to Fiedler's contingency model ofleadership, if a leader uses negative concepts to describe the least preferred coworker, he or she is considered a .

In the context of the path-goal theory ofleadership, which of the following statements is true of supportive leadership?

According to Fiedler's contingency theory ofleadership, which of the following statements is true of task-oriented leaders?

The contingencies most important to leadership are the situation and followers.

According to the path-goal theory ofleadership, when an incorrect reward is given to a subordinate, directive leadership behavior is used to change this.

In the context ofFiedler's contingency model ofleadership, which of the following does leader-member relations refer to?

Directive leadership behavior, as described in the path-goal theory, is similar to the coaching or supporting style of leadership in the Hersey and Blanchard model.

The Vroom-Jago contingency model ofleadership starts with the idea that a leader faces a problem that requires a solution.

The contingency approaches explain the relationship between leadership styles and effectiveness in specific situations.

Which of the following is a difference between Fiedler's contingency theory ofleadership and the path-goal theory ofleadership?

A(n) for leadership, which is a situational variable, makes the leadership style unnecessary or redundant.

According to the path-goal theory ofleadership, path clarification means that the leader works with subordinates to help them identify and learn the behaviors that will lead to successful task accomplishment and organizational rewards.

Which of the following statements is true of the Vroorn-Jago contingency model ofleadership?

The point of Hersey and Blanchard's situational theory ofleadership is that subordinates vary in .

Which of the following statements is true of the contingency approach to leadership?

Which of the following statements is a criticism of Fiedler's contingency theory?

According to the path-goal theory ofleadership, which of the following situational contingencies consists of the educational level of subordinates and the quality of relationships among them?

What Does It Mean to Be a Leader

Traits, Behaviors, and Relationships

The Leader As an Individual

Leadership Mind and Heart

Courage and Moral Leadership

Followership

Motivation and Empowerment

Leadership Communication

Leading Teams

Developing Leadership Diversity

Leadership Power and Influence

Creating Vision and Strategic Direction

Shaping Culture and Values

Leading Change

Filters