Question 1

Research testing of LMX theory has been generally supportive.

Accepted Answer

A) True 
 B)False

Question 2

Which of the following is not an example of a prediction based on path-goal theory?

Accepted Answer

A)  Subordinates with an internal locus of control will be more satisfied with a directive style. 
B)  Directive leadership leads to greater satisfaction when tasks are ambiguous or stressful. 
C)  Supportive leadership results in high employee performance when performing structured tasks. 
D)  Directive leadership is likely to be perceived as redundant by employees with a lot of experience. 
E)  All of the above are examples of predictions based on path-goal theory. 
A)  Subordinates with an internal locus of control will be more satisfied with a directive style. 
B)  Directive leadership leads to greater satisfaction when tasks are ambiguous or stressful. 
C)  Supportive leadership results in high employee performance when performing structured tasks. 
D)  Directive leadership is likely to be perceived as redundant by employees with a lot of experience. 
E)  All of the above are examples of predictions based on path-goal theory.

Question 3

According to Fiedler, task structure is the degree to which the job assignments are procedurized.

Accepted Answer

A) True 
 B)False

Question 4

Explain Fiedler's contingency model. In your discussion, describe the role of the LPC (least preferred co-worker) questionnaire and identify the key situational factors that determine leadership effectiveness, according to this model.

Accepted Answer

Fred Fiedler developed the first compreh

Question 5

The Ohio State Studies involved research on only two dimensions - initiating structure and consideration.

Accepted Answer

A) True 
 B)False

Question 6

Which of the following would best serve as evidence to support the conclusion that an individual is an authentic leader?

Accepted Answer

A)  The leader is cautious about information sharing and tends to provide updates only to top management. 
B)  In business exchanges, the leader puts the company's bottom line before his or her ideals. 
C)  The leader acts in the company's best interest as long as those interests don't conflict with his personal ambitions. 
D)  The leader continually questions his or her values. 
E)  The leader inspires a great deal of trust in his or her followers. 
A)  The leader is cautious about information sharing and tends to provide updates only to top management. 
B)  In business exchanges, the leader puts the company's bottom line before his or her ideals. 
C)  The leader acts in the company's best interest as long as those interests don't conflict with his personal ambitions. 
D)  The leader continually questions his or her values. 
E)  The leader inspires a great deal of trust in his or her followers.

Question 7

According to Kotter, management focuses on coping with change; leadership focuses on coping with complexity.

Accepted Answer

A) True 
 B)False

Question 8

What theory was developed by Robert House?

Accepted Answer

A)  cognitive resource model 
B)  decision theory 
C)  leader-member exchange theory 
D)  path-goal theory 
E)  situational leadership theory 
A)  cognitive resource model 
B)  decision theory 
C)  leader-member exchange theory 
D)  path-goal theory 
E)  situational leadership theory

Question 9

Which theory differentiates leaders from nonleaders by focusing on personal qualities and characteristics?

Accepted Answer

A)  Fiedler's perspective 
B)  characteristic theory 
C)  LPC 
D)  contingency theory 
E)  trait theory 
A)  Fiedler's perspective 
B)  characteristic theory 
C)  LPC 
D)  contingency theory 
E)  trait theory

Question 10

You have decided to use Fiedler's LPC questionnaire to help your employees learn more about their leadership styles. Each of your employees has filled out and scored the instrument. It is your job to try to explain to them how to use the survey information.
-In utilizing Fiedler's contingency model, which of the following contingency dimensions should your employees pay attention to?

Accepted Answer

A)  leader-member relations 
B)  task structure 
C)  position power 
D)  All of the above are important dimensions in this model. 
E)  None of the above are important dimensions in this model. 
A)  leader-member relations 
B)  task structure 
C)  position power 
D)  All of the above are important dimensions in this model. 
E)  None of the above are important dimensions in this model.

Question 11

Describe LMX theory and identify its main beliefs.

Accepted Answer

This theory argues that because of time

Question 12

Most experts believe that individuals may be trained to exhibit charismatic behavior.

Accepted Answer

A) True 
 B)False

Question 13

All contingency theories are based on the idea that effective leadership performance depends on ________.

Accepted Answer

A)  the proper match between the leader's style and the control the situation gives the leader 
B)  selecting the right leadership style based on the level of the followers' readiness 
C)  using a leadership style that is appropriate to the situational conditions 
D)  making use of the best path for the goal that is identified 
E)  none of the above 
A)  the proper match between the leader's style and the control the situation gives the leader 
B)  selecting the right leadership style based on the level of the followers' readiness 
C)  using a leadership style that is appropriate to the situational conditions 
D)  making use of the best path for the goal that is identified 
E)  none of the above

Question 14

The Big Five personality framework revealed that traits are most useful as predictors of leadership emergence.

Accepted Answer

A) True 
 B)False

Question 15

Team A is preparing for a large project that will involve aggressive competition against other teams in the company. Several members argue that the team should have a male leader since the project will require aggressive competition. Which of the following pieces of evidence, if true, would best support the team members' conclusion?

Accepted Answer

A)  Female leaders perform more strongly than do male leaders when the competition involves improving positive relationships within the team. 
B)  Male leaders tend to exhibit stronger performances than women in situations that involve competing teams. 
C)  Female leaders outperform male leaders when competition occurs within a team. 
D)  Many women leaders in the company are comfortable with competitive situations. 
E)  Women leaders in the company have often served as team leaders. 
A)  Female leaders perform more strongly than do male leaders when the competition involves improving positive relationships within the team. 
B)  Male leaders tend to exhibit stronger performances than women in situations that involve competing teams. 
C)  Female leaders outperform male leaders when competition occurs within a team. 
D)  Many women leaders in the company are comfortable with competitive situations. 
E)  Women leaders in the company have often served as team leaders.

Question 16

What is the main difference between trait and behavioral leadership theories on the one hand, and contingency theories of leadership on the other?

Accepted Answer

Trait and behavioral theories center aro

Question 17

Leo supervises a global team of project members based in multiple countries. Marta is Brazilian; Jean-Paul is French, Amit is Egyptian, and Xiang is Chinese. Leo is American and is based in the United States.
-Two of the team members seem to respond most effectively when Leo exhibits high levels of initiating structure. These are most likely which of the following?

Accepted Answer

A)  Jean-Paul and Xiang 
B)  Amit and Xiang 
C)  Maria and Jean-Paul 
D)  Amit and Maria 
E)  Xiang and Amit 
A)  Jean-Paul and Xiang 
B)  Amit and Xiang 
C)  Maria and Jean-Paul 
D)  Amit and Maria 
E)  Xiang and Amit

Question 18

Trait research would provide a basis for selecting the "right" persons to assume formal positions requiring leadership.

Accepted Answer

A) True 
 B)False

Question 19

You have decided to use Fiedler's LPC questionnaire to help your employees learn more about their leadership styles. Each of your employees has filled out and scored the instrument. It is your job to try to explain to them how to use the survey information.
-Fran completes the LPC questionnaire and finds that she described her least preferred co-worker in relatively positive terms. She is surprised by this finding because she recalls being particularly annoyed by this difficult co-worker. Based on your understanding of Fiedler's model, you explain to Fran that her LPC score makes sense within the model because ________.

Accepted Answer

A)  Fran tends to become very dominating when given ambiguous tasks 
B)  Fran is usually much more focused on productivity than on developing relationships 
C)  Fran tends in general to focus on building good relationships with the other employees at your company 
D)  Fran has a spotty work history and has tended to switch jobs every couple of years 
E)  Fran is usually chosen for positions of high responsibility within your organization 
A)  Fran tends to become very dominating when given ambiguous tasks 
B)  Fran is usually much more focused on productivity than on developing relationships 
C)  Fran tends in general to focus on building good relationships with the other employees at your company 
D)  Fran has a spotty work history and has tended to switch jobs every couple of years 
E)  Fran is usually chosen for positions of high responsibility within your organization

Question 20

Leo supervises a global team of project members based in multiple countries. Marta is Brazilian; Jean-Paul is French, Amit is Egyptian, and Xiang is Chinese. Leo is American and is based in the United States.
-The team agrees that a large component of the project will be carried out at the Chinese headquarters, with Xiang responsible for leading that support team. Based on what Leo knows about Chinese culture, he expects that Xiang will be most effective if he implements which of the following decision-making styles?

Accepted Answer

A)  infrequent decision-making 
B)  highly participatory decision-making 
C)  autocratic decision-making 
D)  decision-making without initiating structure 
E)  moderately participatory decision-making 
A)  infrequent decision-making 
B)  highly participatory decision-making 
C)  autocratic decision-making 
D)  decision-making without initiating structure 
E)  moderately participatory decision-making

Research testing of LMX theory has been generally supportive.

Which of the following is not an example of a prediction based on path-goal theory?

According to Fiedler, task structure is the degree to which the job assignments are procedurized.

Explain Fiedler's contingency model. In your discussion, describe the role of the LPC (least preferred co-worker) questionnaire and identify the key situational factors that determine leadership effectiveness, according to this model.

The Ohio State Studies involved research on only two dimensions - initiating structure and consideration.

Which of the following would best serve as evidence to support the conclusion that an individual is an authentic leader?

According to Kotter, management focuses on coping with change; leadership focuses on coping with complexity.

What theory was developed by Robert House?

Which theory differentiates leaders from nonleaders by focusing on personal qualities and characteristics?

Describe LMX theory and identify its main beliefs.

Most experts believe that individuals may be trained to exhibit charismatic behavior.

All contingency theories are based on the idea that effective leadership performance depends on ________.

The Big Five personality framework revealed that traits are most useful as predictors of leadership emergence.

What is the main difference between trait and behavioral leadership theories on the one hand, and contingency theories of leadership on the other?

Trait research would provide a basis for selecting the "right" persons to assume formal positions requiring leadership.

What Is Organizational Behavior

Foundations of Individual Behavior

Attitudes and Job Satisfaction

Emotions and Moods

Personality and Values

Perception and Individual Decision Making

Basic Motivation Concepts

Motivation: From Concept to Applications

Foundations of Group Behavior

Understanding Work Teams

Communication

Power and Politics

Conflict and Negotiation

Foundations of Organization Structure

Organizational Culture

Human Resource Policies and Practices

Organizational Change and Stress Management

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Exam 12: Basic Approaches to Leadership

Research testing of LMX theory has been generally supportive.

Which of the following is not an example of a prediction based on path-goal theory?

According to Fiedler, task structure is the degree to which the job assignments are procedurized.

Explain Fiedler's contingency model. In your discussion, describe the role of the LPC (least preferred co-worker) questionnaire and identify the key situational factors that determine leadership effectiveness, according to this model.

The Ohio State Studies involved research on only two dimensions - initiating structure and consideration.

Which of the following would best serve as evidence to support the conclusion that an individual is an authentic leader?

According to Kotter, management focuses on coping with change; leadership focuses on coping with complexity.

What theory was developed by Robert House?

Which theory differentiates leaders from nonleaders by focusing on personal qualities and characteristics?

Describe LMX theory and identify its main beliefs.

Most experts believe that individuals may be trained to exhibit charismatic behavior.

All contingency theories are based on the idea that effective leadership performance depends on ________.

The Big Five personality framework revealed that traits are most useful as predictors of leadership emergence.

What is the main difference between trait and behavioral leadership theories on the one hand, and contingency theories of leadership on the other?

Trait research would provide a basis for selecting the "right" persons to assume formal positions requiring leadership.

What Is Organizational Behavior

Foundations of Individual Behavior

Attitudes and Job Satisfaction

Emotions and Moods

Personality and Values

Perception and Individual Decision Making

Basic Motivation Concepts

Motivation: From Concept to Applications

Foundations of Group Behavior

Understanding Work Teams

Communication

Power and Politics

Conflict and Negotiation

Foundations of Organization Structure

Organizational Culture

Human Resource Policies and Practices

Organizational Change and Stress Management

Filters