Question 1

The Hersey-Blanchard situational leadership model suggests that successful leaders never change their styles.

Accepted Answer

A) True 
 B)False

Question 2

Which of the following kinds of management traits would a human relations leader have?

Accepted Answer

A)  Low concern for production; low concern for people 
B)  Low concern for people; high concern for production 
C)  High concern for production; high concern for people 
D)  High concern for people; low concern for production 
E)  Constantly changing concern for both people and production 
A)  Low concern for production; low concern for people 
B)  Low concern for people; high concern for production 
C)  High concern for production; high concern for people 
D)  High concern for people; low concern for production 
E)  Constantly changing concern for both people and production

Question 3

Leaders show integrity by acting with honesty, credibility, and consistency in putting values into action.

Accepted Answer

A) True 
 B)False

Question 4

Bill, a store manager, asked Robert, a store clerk, to stack cereal boxes at the back of the store. Robert told Bill that doing so would result in a drop in the sale of cereal boxes. Bill asked Robert to refrain from questioning his judgment and instead follow his orders because he was in charge of the store's operations. What power did Bill exert over Robert?

Accepted Answer

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

Question 5

Which of the following is true of achievement-oriented leadership?

Accepted Answer

A)  When performance incentives are poor, achievement-oriented leadership helps to clarify individual needs and identify appropriate rewards. 
B)  When a leader is short of ideas, achievement-oriented leadership encourages workers to give their suggestions. 
C)  When job assignments are unclear, achievement-oriented leadership helps to clarify task objectives and expected rewards. 
D)  When task challenge is insufficient in a job, achievement-oriented leadership helps to set goals and raise performance aspirations. 
E)  When worker self-confidence is low, achievement-oriented leadership can increase confidence by emphasizing individual abilities and offering needed assistance. 
A)  When performance incentives are poor, achievement-oriented leadership helps to clarify individual needs and identify appropriate rewards. 
B)  When a leader is short of ideas, achievement-oriented leadership encourages workers to give their suggestions. 
C)  When job assignments are unclear, achievement-oriented leadership helps to clarify task objectives and expected rewards. 
D)  When task challenge is insufficient in a job, achievement-oriented leadership helps to set goals and raise performance aspirations. 
E)  When worker self-confidence is low, achievement-oriented leadership can increase confidence by emphasizing individual abilities and offering needed assistance.

Question 6

According to the Vroom-Jago leader-participation model, authority decisions differ from consultative decisions in that in authority decisions:

Accepted Answer

A)  leaders lack the expertise or information to solve problems. 
B)  leaders have the information needed to solve problems. 
C)  leaders only have a supportive contribution in the decision-making process. 
D)  followers need to accept and commit to the decision. 
E)  followers make the decisions and leaders follow. 
A)  leaders lack the expertise or information to solve problems. 
B)  leaders have the information needed to solve problems. 
C)  leaders only have a supportive contribution in the decision-making process. 
D)  followers need to accept and commit to the decision. 
E)  followers make the decisions and leaders follow.

Question 7

According to Peter Drucker, effective leadership is primarily based on being clever and not on being consistent.

Accepted Answer

A) True 
 B)False

Question 8

A(n) ____ leader has a "do the best you can and don't bother me" attitude.

Accepted Answer

laissez-fa

Question 9

According to the path-goal leadership theory, which of the following is a function highlighted in the directive leadership style?

Accepted Answer

A)  Clarifying the leader's role in a group 
B)  Showing concern for the well-being of subordinates 
C)  Emphasizing continuous improvement in performance 
D)  Involving team members in decision making 
E)  Displaying confidence in meeting high standards 
A)  Clarifying the leader's role in a group 
B)  Showing concern for the well-being of subordinates 
C)  Emphasizing continuous improvement in performance 
D)  Involving team members in decision making 
E)  Displaying confidence in meeting high standards

Question 10

Social ____ is the ability to get things done because of who you know.

Accepted Answer

The answer of Social ____ is the ability to get...

Question 11

A democratic leader differs from an autocratic leader in that a democratic leader:

Accepted Answer

A)  emphasizes tasks over people. 
B)  acts in a unilateral fashion. 
C)  shows little concern for a task. 
D)  helps others develop their skills and capabilities. 
E)  displays a command-and-control type of leadership. 
A)  emphasizes tasks over people. 
B)  acts in a unilateral fashion. 
C)  shows little concern for a task. 
D)  helps others develop their skills and capabilities. 
E)  displays a command-and-control type of leadership.

Question 12

Richard, a manager of a transport company, discovered that one of his employees, Kevin, was habitually late on his deliveries. Richard threatened to fire Kevin if he didn't perform better. What power has Richard exerted over Kevin?

Accepted Answer

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

Question 13

Daniel Goleman's work on leadership development emphasized the influence of a leader using his or her _____.

Accepted Answer

A)  educational quotient 
B)  emotional intelligence 
C)  cultural intelligence 
D)  curiosity quotient 
E)  intelligence quotient 
A)  educational quotient 
B)  emotional intelligence 
C)  cultural intelligence 
D)  curiosity quotient 
E)  intelligence quotient

Question 14

In the leadership double bind, women get criticized for displaying stereotypical male leadership characteristics and also for displaying stereotypical female leadership characteristics.

Accepted Answer

A) True 
 B)False

Question 15

A manager who follows a democratic style of leadership is known as a team manager.

Accepted Answer

A) True 
 B)False

Question 16

According to the Vroom-Jago leader-participation model, consultative decisions differ from authority decisions in that in consultative decisions:

Accepted Answer

A)  leaders lack the expertise or information to solve problems. 
B)  leaders have the information needed to solve problems. 
C)  leaders only have a supportive contribution in the decision-making process. 
D)  followers are likely to accept and implement a leader's decision. 
E)  followers make the decisions and leaders follow. 
A)  leaders lack the expertise or information to solve problems. 
B)  leaders have the information needed to solve problems. 
C)  leaders only have a supportive contribution in the decision-making process. 
D)  followers are likely to accept and implement a leader's decision. 
E)  followers make the decisions and leaders follow.

Question 17

A(n) ____ decision is made by a leader after receiving information, advice, or opinions from group members.

Accepted Answer

The answer of A(n) ____ decision is made by a...

The Hersey-Blanchard situational leadership model suggests that successful leaders never change their styles.

Which of the following kinds of management traits would a human relations leader have?

Leaders show integrity by acting with honesty, credibility, and consistency in putting values into action.

Which of the following is true of achievement-oriented leadership?

According to the Vroom-Jago leader-participation model, authority decisions differ from consultative decisions in that in authority decisions:

According to Peter Drucker, effective leadership is primarily based on being clever and not on being consistent.

A(n) ____ leader has a "do the best you can and don't bother me" attitude.

According to the path-goal leadership theory, which of the following is a function highlighted in the directive leadership style?

Social ____ is the ability to get things done because of who you know.

A democratic leader differs from an autocratic leader in that a democratic leader:

Richard, a manager of a transport company, discovered that one of his employees, Kevin, was habitually late on his deliveries. Richard threatened to fire Kevin if he didn't perform better. What power has Richard exerted over Kevin?

Daniel Goleman's work on leadership development emphasized the influence of a leader using his or her _____.

In the leadership double bind, women get criticized for displaying stereotypical male leadership characteristics and also for displaying stereotypical female leadership characteristics.

A manager who follows a democratic style of leadership is known as a team manager.

According to the Vroom-Jago leader-participation model, consultative decisions differ from authority decisions in that in consultative decisions:

A(n) ____ decision is made by a leader after receiving information, advice, or opinions from group members.

Management, Managers, and Careers

Management Learning Past to Present

Ethics and Social Responsibility

Environment, Technology, and Sustainability

Global Management and Cultural Diversity

Entrepreneurship and New Ventures

Data and Decision Making

Planning Processes and Techniques

Control Processes and Systems

Strategy and Strategic Management

Organization Structures

Organizational Culture and Change

Human Resource Management

Individual Behavior

Motivation Theory and Practice

Teams and Teamwork

Communication and Collaboration

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Exam 14: Leading and Leadership Development

The Hersey-Blanchard situational leadership model suggests that successful leaders never change their styles.

Which of the following kinds of management traits would a human relations leader have?

Leaders show integrity by acting with honesty, credibility, and consistency in putting values into action.

Which of the following is true of achievement-oriented leadership?

According to the Vroom-Jago leader-participation model, authority decisions differ from consultative decisions in that in authority decisions:

According to Peter Drucker, effective leadership is primarily based on being clever and not on being consistent.

A(n) ____ leader has a "do the best you can and don't bother me" attitude.

According to the path-goal leadership theory, which of the following is a function highlighted in the directive leadership style?

Social ____ is the ability to get things done because of who you know.

A democratic leader differs from an autocratic leader in that a democratic leader:

Richard, a manager of a transport company, discovered that one of his employees, Kevin, was habitually late on his deliveries. Richard threatened to fire Kevin if he didn't perform better. What power has Richard exerted over Kevin?

Daniel Goleman's work on leadership development emphasized the influence of a leader using his or her _____.

In the leadership double bind, women get criticized for displaying stereotypical male leadership characteristics and also for displaying stereotypical female leadership characteristics.

A manager who follows a democratic style of leadership is known as a team manager.

According to the Vroom-Jago leader-participation model, consultative decisions differ from authority decisions in that in consultative decisions:

A(n) ____ decision is made by a leader after receiving information, advice, or opinions from group members.

Management, Managers, and Careers

Management Learning Past to Present

Ethics and Social Responsibility

Environment, Technology, and Sustainability

Global Management and Cultural Diversity

Entrepreneurship and New Ventures

Data and Decision Making

Planning Processes and Techniques

Control Processes and Systems

Strategy and Strategic Management

Organization Structures

Organizational Culture and Change

Human Resource Management

Individual Behavior

Motivation Theory and Practice

Teams and Teamwork

Communication and Collaboration

Filters