Question 1

There is little convergence in the findings about effective leadership provided by research on traits, behavior, power and influence, and situational variables.

Accepted Answer

A) True 
 B)False

Question 2

Processes such as developing dyadic relationships, building effective teams, and leading change often require ________ of study.

Accepted Answer

A)  hours or days 
B)  days or weeks 
C)  months or years 
D)  years or decades 
A)  hours or days 
B)  days or weeks 
C)  months or years 
D)  years or decades

Question 3

Which is NOT true for the integrating conceptual model presented in this chapter?

Accepted Answer

A)  The model includes the influence leader traits, power, and behavior. 
B)  The model allows for reciprocal influence processes between variables. 
C)  The model is supported by many studies that examine all the linkages. 
D)  The model applies to dyadic, group, and organizational levels of analysis. 
A)  The model includes the influence leader traits, power, and behavior. 
B)  The model allows for reciprocal influence processes between variables. 
C)  The model is supported by many studies that examine all the linkages. 
D)  The model applies to dyadic, group, and organizational levels of analysis.

Question 4

Effective leaders ________.

Accepted Answer

A)  never try to solve more than one problem at a time 
B)  relate problems to each other and informal objectives to solve more than one problem at a time 
C)  never solve fewer than three problems at a time 
D)  untangle related problems and consult informal objectives to solve them one at a time, in order of priority 
A)  never try to solve more than one problem at a time 
B)  relate problems to each other and informal objectives to solve more than one problem at a time 
C)  never solve fewer than three problems at a time 
D)  untangle related problems and consult informal objectives to solve them one at a time, in order of priority

Question 5

The descriptive research found that effective leaders develop a ________ objectives and strategies.

Accepted Answer

A)  written agenda of short-term 
B)  mental agenda of short- and long-term 
C)  written agenda of short- and long-term 
D)  mental agenda of long-term 
A)  written agenda of short-term 
B)  mental agenda of short- and long-term 
C)  written agenda of short- and long-term 
D)  mental agenda of long-term

Question 6

Until recently, most leadership studies have been guided by theories of ________ influence processes involving the effects of ________.

Accepted Answer

A)  dyadic; individual leaders on individual followers 
B)  group; individual leaders on individual followers 
C)  dyadic; teams of leaders on groups of subordinates 
D)  group; teams of leaders on groups of subordinates 
A)  dyadic; individual leaders on individual followers 
B)  group; individual leaders on individual followers 
C)  dyadic; teams of leaders on groups of subordinates 
D)  group; teams of leaders on groups of subordinates

Question 7

Strong identification with a team or subunit ________.

Accepted Answer

A)  provides the leader with potential referent power over subordinates 
B)  can result in greater cohesiveness 
C)  often causes a spike in the turnover rate 
D)  has no potential risks 
A)  provides the leader with potential referent power over subordinates 
B)  can result in greater cohesiveness 
C)  often causes a spike in the turnover rate 
D)  has no potential risks

Question 8

Strong optimism usually ________.

Accepted Answer

A)  increases commitment to achieve task objectives 
B)  has negative consequences 
C)  triggers risky decision making 
D)  results in the failure to recognize serious threats that require immediate action by the team or organization in order to avoid a disaster 
A)  increases commitment to achieve task objectives 
B)  has negative consequences 
C)  triggers risky decision making 
D)  results in the failure to recognize serious threats that require immediate action by the team or organization in order to avoid a disaster

Question 9

Which of the following was NOT mentioned as a weakness in most leadership theory and research?

Accepted Answer

A)  use of multiple methods to verify findings 
B)  overemphasis on dyadic processes 
C)  insufficient attention to explanatory processes 
D)  insufficient attention to the leadership context 
A)  use of multiple methods to verify findings 
B)  overemphasis on dyadic processes 
C)  insufficient attention to explanatory processes 
D)  insufficient attention to the leadership context

Question 10

A mediating process at one level ________ at other levels.

Accepted Answer

A)  can have no effect 
B)  may have beneficial or adverse consequences 
C)  may have only beneficial consequences 
D)  may have only adverse consequences 
A)  can have no effect 
B)  may have beneficial or adverse consequences 
C)  may have only beneficial consequences 
D)  may have only adverse consequences

Question 11

Which statement is true?

Accepted Answer

A)  Dyadic behaviors cannot improve the performance of a leader's group. 
B)  Dyadic behaviors cannot improve the performance of a leader's work unit. 
C)  Dyadic behaviors are sufficient in and of themselves. 
D)  Dyadic behaviors can improve the performance of a leader's group or work unit, but other behaviors are also necessary. 
A)  Dyadic behaviors cannot improve the performance of a leader's group. 
B)  Dyadic behaviors cannot improve the performance of a leader's work unit. 
C)  Dyadic behaviors are sufficient in and of themselves. 
D)  Dyadic behaviors can improve the performance of a leader's group or work unit, but other behaviors are also necessary.

Question 12

Which traits and skills are most relevant for relations-oriented leadership?

Accepted Answer

Student answers may vary. Some traits an

Question 13

Influence derived from position power is especially important when it is necessary to control rebels who try to disrupt the activities of the organization or criminals who want to steal its resources.

Accepted Answer

A) True 
 B)False

Question 14

________ power is derived from aspects of the situation such as the amount of formal authority, control over distribution of rewards and punishments, control over information, and access to important people.

Accepted Answer

A)  Expert 
B)  Social 
C)  Position 
D)  Referent 
A)  Expert 
B)  Social 
C)  Position 
D)  Referent

Question 15

How leaders can influence a subordinate's task commitment is the primary focus of most ________ theories of leadership, and in many cases these theories are merely extensions of motivation theories.

Accepted Answer

A)  dyadic 
B)  group 
C)  organizational 
D)  industry 
A)  dyadic 
B)  group 
C)  organizational 
D)  industry

Question 16

________ power is acquired by successfully handling internal problems and external threats.

Accepted Answer

A)  Expert 
B)  Social 
C)  Position 
D)  Referent 
A)  Expert 
B)  Social 
C)  Position 
D)  Referent

Question 17

________ is an important determinant of efficiency for an organization, and it involves not only the design of individual jobs but also the design of subunits and managerial positions with responsibility for planning and coordinating subunit activities.

Accepted Answer

A)  Social identification 
B)  Specialization 
C)  Corporate culture 
D)  Collective learning 
A)  Social identification 
B)  Specialization 
C)  Corporate culture 
D)  Collective learning

Question 18

________ skills are needed to influence people, develop cooperative relationships, establish and maintain social networks, understand individuals, facilitate teamwork, and resolve conflicts constructively.

Accepted Answer

A)  Tactical 
B)  Conceptual 
C)  Technical 
D)  Interpersonal 
A)  Tactical 
B)  Conceptual 
C)  Technical 
D)  Interpersonal

Question 19

Which is an example of a quantitative method?

Accepted Answer

A)  questionnaires 
B)  open-ended survey questions 
C)  diaries 
D)  critical incidents 
A)  questionnaires 
B)  open-ended survey questions 
C)  diaries 
D)  critical incidents

Question 20

Which of the following is NOT a common feature of leadership research?

Accepted Answer

A)  studies that involve field experiments 
B)  surveys conducted in real organizations 
C)  studies conducted to test leadership theories 
D)  studies with subordinate ratings of leader behavior 
A)  studies that involve field experiments 
B)  surveys conducted in real organizations 
C)  studies conducted to test leadership theories 
D)  studies with subordinate ratings of leader behavior

There is little convergence in the findings about effective leadership provided by research on traits, behavior, power and influence, and situational variables.

Processes such as developing dyadic relationships, building effective teams, and leading change often require ________ of study.

Which is NOT true for the integrating conceptual model presented in this chapter?

Effective leaders ________.

The descriptive research found that effective leaders develop a ________ objectives and strategies.

Until recently, most leadership studies have been guided by theories of influence processes involving the effects of .

Strong identification with a team or subunit ________.

Strong optimism usually ________.

Which of the following was NOT mentioned as a weakness in most leadership theory and research?

A mediating process at one level ________ at other levels.

Which statement is true?

Which traits and skills are most relevant for relations-oriented leadership?

Influence derived from position power is especially important when it is necessary to control rebels who try to disrupt the activities of the organization or criminals who want to steal its resources.

________ power is derived from aspects of the situation such as the amount of formal authority, control over distribution of rewards and punishments, control over information, and access to important people.

How leaders can influence a subordinate's task commitment is the primary focus of most ________ theories of leadership, and in many cases these theories are merely extensions of motivation theories.

________ power is acquired by successfully handling internal problems and external threats.

________ is an important determinant of efficiency for an organization, and it involves not only the design of individual jobs but also the design of subunits and managerial positions with responsibility for planning and coordinating subunit activities.

________ skills are needed to influence people, develop cooperative relationships, establish and maintain social networks, understand individuals, facilitate teamwork, and resolve conflicts constructively.

Which is an example of a quantitative method?

Which of the following is NOT a common feature of leadership research?

The Nature of Leadership

Leadership Behavior

Leadership Situation

Decision Making and Empowerment by Leaders

Leading Change and Innovation

Power and Influence Tactics

Leader Traits and Skills

Charismatic and Transformational Leadership

Value-Based and Ethical Leadership

Dyadic Relations and Followers

Leadership in Teams and Decision Groups

Strategic Leadership

Cross-Cultural Leadership and Diversity

Developing Leadership Skills

Filters

Exam 15: Overview and Integration

There is little convergence in the findings about effective leadership provided by research on traits, behavior, power and influence, and situational variables.

Processes such as developing dyadic relationships, building effective teams, and leading change often require ________ of study.

Which is NOT true for the integrating conceptual model presented in this chapter?

Effective leaders ________.

The descriptive research found that effective leaders develop a ________ objectives and strategies.

Until recently, most leadership studies have been guided by theories of ________ influence processes involving the effects of ________.

Strong identification with a team or subunit ________.

Strong optimism usually ________.

Which of the following was NOT mentioned as a weakness in most leadership theory and research?

A mediating process at one level ________ at other levels.

Which statement is true?

Which traits and skills are most relevant for relations-oriented leadership?

Influence derived from position power is especially important when it is necessary to control rebels who try to disrupt the activities of the organization or criminals who want to steal its resources.

________ power is derived from aspects of the situation such as the amount of formal authority, control over distribution of rewards and punishments, control over information, and access to important people.

How leaders can influence a subordinate's task commitment is the primary focus of most ________ theories of leadership, and in many cases these theories are merely extensions of motivation theories.

________ power is acquired by successfully handling internal problems and external threats.

________ is an important determinant of efficiency for an organization, and it involves not only the design of individual jobs but also the design of subunits and managerial positions with responsibility for planning and coordinating subunit activities.

________ skills are needed to influence people, develop cooperative relationships, establish and maintain social networks, understand individuals, facilitate teamwork, and resolve conflicts constructively.

Which is an example of a quantitative method?

Which of the following is NOT a common feature of leadership research?

The Nature of Leadership

Leadership Behavior

Leadership Situation

Decision Making and Empowerment by Leaders

Leading Change and Innovation

Power and Influence Tactics

Leader Traits and Skills

Charismatic and Transformational Leadership

Value-Based and Ethical Leadership

Dyadic Relations and Followers

Leadership in Teams and Decision Groups

Strategic Leadership

Cross-Cultural Leadership and Diversity

Developing Leadership Skills

Filters

Until recently, most leadership studies have been guided by theories of influence processes involving the effects of .