Deck 12: Leadership and Followership

Question 1

What type of theory identifies leadership behaviours that are most effective in specific situations?

A) contingency
B) behavioural
C) trait
D) transformational

Answer 1

A

Question 2

What do contingency theories of leadership focus on?

A) characteristics of the leader
B) characteristics of the task
C) characteristics of the follower
D) characteristics of the situation

Answer 2

D

Question 3

What is a characteristic of a democratic leader?

A) strongly controls work relationships
B) prefers highly structured work situations and close supervision
C) prefers to be collaborative
D) prefers explicit work orders and minimal follower flexibility

Answer 3

C

Question 4

According to the Michigan studies on leadership,which statement is an example of the emotional climate of the work situation?

A) The emotional climate of the work situation is not really affected by leadership style.
B) Anxiety may be the result of either autocratic or democratic leadership styles.
C) The emotional climate of the work situation is often affected by leadership style.
D) Anxiety is associated with autocratic forms of leadership but not democratic styles.

Question 5

What does Zaleznik propose?

A) Leaders have a high level of commitment while managers avoid conflicts.
B) Leaders are charismatic while managers are more impersonal.
C) Leaders agitate for change while managers advocate stability.
D) Leaders try new approaches while managers agitate for change.

Question 6

Which of the following summarizes the impoverished manager?

A) emphasizes efficient production
B) maintains the status quo
C) exerts just enough effort to avoid being fired
D) creates a happy,comfortable work environment

Question 7

Which statement summarizes Kotter's ideas regarding leadership and management?

A) They involve the management of major change efforts within the organization.
B) They consist of very similar activities.
C) They involve the alignment of people to the overall direction of the organization through communication.
D) They are two distinct yet complementary systems of action in organizations.

Question 8

According to the Michigan studies on leadership,what best represents a work environment characterized by close supervision and many written rules and regulations?

A) subordinate-centred
B) autocratic
C) production-oriented
D) employee-centred

Question 9

What is a major difference between trait and behavioural theories of leadership?

A) Trait theories help organizations train and develop leaders rather than select them.
B) Trait theories emphasize personality and ability attributes versus actions and behaviours.
C) Trait theories emphasize the leader as opposed to the situation.
D) Trait theories emphasize personality and ability attributes versus the characteristics of the followers themselves.

Question 10

What two orientations of leadership does the Ohio State leadership research suggest?

A) autocratic and democratic
B) task-centred and concerned for production
C) production and employee
D) P-oriented and M-oriented

Question 11

Which statement best summarizes the support for trait theories in identifying universal distinguishing attributes of leaders?

A) Trait theory studies have tended to conclude that there are strong implications for training and development rather then selection.
B) Trait studies have identified physical attributes as being more important to leadership than personality or abilities such as intelligence.
C) When looking at physical attributes,height has been the indicator of a leader attribute with universal generalizability.
D) Findings on traits as a basis for explaining leader effectiveness are neither strong nor uniform.

Question 12

According to Blake and Mouton's Leadership Grid,what is a characteristic of the "country club manager"?

A) builds a highly productive work team
B) conforms to requirements and puts considerable pressure on employees to perform
C) exerts minimal effort to get work done
D) creates a happy work environment and applies minimal supervision

Question 13

According to the contingency theory developed by Fiedler,what is the most appropriate action when a misfit is found between the leader and the situation?

A) Develop better assessment techniques for leaders and group members.
B) Remove the leader and replace him/her with someone that will result in a fit.
C) Attempt to change the leader's behaviour through training.
D) Reengineer the leader's situation to fit the leader's basic predisposition.

Question 14

What is the most pronounced consequence of laissez-faire leadership?

A) the development of leadership at lower levels of the organization
B) high job satisfaction
C) an organization that is very flexible and responsive to external changes in the market
D) chaos in the work environment

Question 15

Which statement accurately compares the autocratic and democratic styles of leadership?

A) Democratic leaders force compliance to rules and procedures.
B) Democratic leaders are more directive and less likely to allow follower initiative.
C) Democratic leaders do not closely supervise,but allow employee initiative and decision-making.
D) Democratic leaders require more structure in the work environment.

Question 16

According to John Kotter,what is involved in leadership in contrast to management?

A) problem solving
B) organizing and staffing
C) setting a direction for the organization
D) planning and budgeting

Question 17

What do trait theories of leadership attempt to do?

A) suggest leaders are born and not made
B) emphasize the situation in classifying approaches to leadership
C) focus on leaders' physical attributes,personality,and abilities
D) fit traits to various situations

Question 18

Which statement most accurately summarizes initiating structure leader behaviour?

A) It is a directive,strong and controlling relationship structure.
B) It is an abdication of authority and responsibility.
C) It is a leader behaviour aimed at defining and organizing work relationships and roles.
D) It is a collaborative,responsive,and interactive structure.

Question 19

As a supervisor,you find yourself in a situation where you have good relationships with employees,the task is structured,and you have and can exercise strong position power.What is the term for your leadership behaviour?

A) employee-centred
B) task-oriented
C) autocratic
D) controlling with close supervision

Question 20

What is a defining characteristic of the first leadership study?

A) physical attributes that distinguished leaders from other members of the group
B) situational characteristics that distinguished leaders from other members of the group
C) level of intelligence in comparison to other members of the group
D) level of stress tolerance in comparison to other members of the group

Question 21

What is a result of recent research on LMX theory?

A) No difference existed between in-group or out-group members on performance ratings when the communication between the supervisor and in/out-group members increased.
B) Increased communication between the supervisor and out-group members leads to lower performance ratings.
C) Increased communication between the supervisor and in-group members tends to lead to lower performance ratings.
D) Decreased communication between the supervisor and out-group members tends to lead to higher performance ratings.

Question 22

Which statement best summarizes the assumptions made by leaders who are engaging in a path-goal leadership style?

A) They structure the situation so it best fits their leadership style.
B) They adapt their behaviour and style to fit the characteristics of the followers and the work environment.
C) They adapt their behaviour and style to fit the characteristics of the followers.
D) They adapt their behaviour and style to fit the characteristics of the work environment.

Question 23

In the Hersey-Blanchard leadership model,what is an example of the telling style?

A) low relationship concern and high task behaviour
B) high consideration and task orientation
C) low relationship concern for task and employees
D) consideration and low concern for the task

Question 24

Which leadership approach would you use if you wanted to demonstrate that leaders may form different relationships with followers?

A) the substitute for leadership approach
B) transactional theory
C) LMX theory
D) followership theory

Question 25

According to Fiedler's leadership research,what is most successful for a high LPC (relationship-oriented)?

A) leader-member relations are good,the task is structured,and position power is weak
B) leader-member relations are poor,the task is structured,and position power is strong
C) leader-member relations are poor,the task is unstructured,and position power is weak
D) leader-member relations are good,the task is unstructured,and position power is weak

Question 26

Which of the following applies to in-group members within the LMX theory?

A) less likely to engage in organizational citizenship behaviour
B) more likely to engage in organizational citizenship behaviour
C) believe in laissez-faire leadership
D) more likely to retaliate against the organization

Question 27

According to research conducted by Fiedler,what indicates how a leader can be effective?

A) position power
B) the favourableness of the situation
C) task structure
D) the least preferred co-worker

Question 28

According to the Hersey-Blanchard leadership model,which leadership style exemplifies the readiness for very mature followers?

A) employee-centred
B) delegating
C) democratic
D) autocratic

Question 29

What is the key finding of the Hersey-Blanchard Situational Leadership model?

A) leader-follower relationships
B) task structure
C) maturity level of employees
D) type of power

Question 30

What is the LPC scale?

A) an attitudinal scale that measures leadership style
B) a highly reliable instrument for evaluation
C) an instrument that evaluates the type of person a leader likes least
D) a projective technique in which the leader evaluates a person they least prefer to work with

Question 31

Which statement best summarizes transformational leaders?

A) They rely on contractual arrangements to manage employees.
B) They use reward and punishment to shape employee behaviour.
C) They inspire and stimulate followers to high performance levels.
D) They use legitimate and reward power.

Question 32

What does Fiedler recommend that managers do in order to be effective?

A) treat employees differently depending upon the task
B) carefully assess and diagnose the situation
C) adjust their position power
D) change their leadership style to fit the situation

Question 33

Which of the following is an example of Fiedler's three dimensions of favourable situations?

A) task structure,leader-member relations,and production orientation
B) initiating structure,task structure,and position power
C) initiating structure,position power,and leader-member relations
D) position power,leader-member relations,and task structure

Question 34

You are a manager using Fiedler's approach to leadership.Which intervention would you find most effective?

A) ensuring you recruit leaders with flexible leadership approaches
B) reengineering the situation to fit the leader's predisposition
C) monitoring leadership orientation through the LPC constantly to detect any change in orientation
D) providing the necessary training to remedy the lack of fit between the leader and the situation

Question 35

According to House's path-goal theory,what variables are used to determine the most appropriate leader behaviour?

A) position power and leader-member relations
B) authority characteristics and task characteristics
C) follower characteristics and workplace characteristics
D) leader behaviour style and follower style

Question 36

What is the key characteristic of the leader-member exchange theory?

A) leaders form two groups of followers (in-groups and out-groups)
B) leaders develop relationships with followers based on the principle of who does what and how much for whom
C) followership depends on the degree that a task is satisfying
D) followership is based on member perceptions of equity

Question 37

Which theory of motivation is House's path-goal theory of leader effectiveness an example of?

A) goal-setting theory
B) equity theory
C) expectancy theory
D) McGregor's Theory Y

Question 38

In the Hershey-Blanchard Situational Leadership model,what determines a follower's maturity?

A) emotional quotient or IQ
B) level of moral development
C) ability and willingness to accept responsibility
D) age and years of experience

Question 39

What is the situational leadership style for S2 (selling)?

A) low task and high relationship
B) low relationship and low task
C) high task and low relationship
D) high task and high relationship

Question 40

What is an example of the leadership behaviour style used when high relationship and low task is required?

A) directive
B) relationship-oriented
C) participative
D) achievement-oriented

Question 41

Andrea always responds to her boss with a can-do attitude,and answering yes.What does Andrea potentially exemplify?

A) an alienated person
B) a leader,who can't think on her own
C) a authentic supporter to her boss
D) a risk to her boss as she may give a false positive reaction

Question 42

Which statement best summarizes emotional intelligence and leadership?

A) Emotional intelligence can be learned through honest feedback.
B) Leaders with low emotional intelligence don't necessarily make poor decisions or lose their effectiveness.
C) While most people gain emotional intelligence as they age,everyone starts with the same amount.
D) Leadership can be learned; unfortunately,emotional intelligence is given.

Question 43

What is an example of leadership development in a leader-producing firm?

A) create a hierarchical structure for the top leaders
B) identify leaders who are proficient in identifying talent within the company
C) adopt an individualistic perspective for developing leaders
D) identify goals for potential leaders

Question 44

How would a leader be perceived if he espoused benevolence but did not display compassion?

A) not very transformational
B) very authentic
C) not very authentic
D) very transformational

Question 45

There is a dynamic tension between leaders and managers that makes it difficult for each to understand the other.

Question 46

What are the dimensions used to classify followers?

A) active/passive,dialectic/Socratic thinking,and independent/interdependent
B) active/neutral,dialectic/Socratic thinking,and independent/interdependent
C) active/passive,critical/uncritical thinking,and independent/interdependent
D) active/passive,critical/uncritical thinking,and independent/dependent

Question 47

Leaders agitate for change and new approaches,whereas managers advocate stability and the status quo.

Question 48

What does research indicate about "felt trustworthiness"?

A) the degree to which employees believe their boss trusts them
B) the degree to which employees trust their leaders
C) the degree to which employees believe their boss respects them
D) the degree to which individuals feel positively regarding co-workers

Question 49

What best describes followers who tend to be passive and are not capable of independent and critical thinking?

A) survivors
B) effective
C) alienated
D) sheep

Question 50

What is an example of the positive face of charismatic leadership?

A) to engage action and positive behaviour
B) to create personalized power motivations
C) to inspire followers and motivate them
D) to create situational contingencies

Question 51

Which of the following is a characteristic of authentic leaders?

A) limited sense of values
B) optimistic
C) well-developed sense of values
D) pessimistic

Question 52

What is a multidimensional construct that includes transformational,charismatic,or transactional leadership as the situation demands?

A) contingency leadership
B) inspirational leadership
C) flexible leadership
D) authentic leadership

Question 53

What type of power is associated with charismatic leadership?

A) reward
B) referent
C) expert
D) legitimate

Question 54

What is suggested by research regarding male and female leaders?

A) Women tend to use a less people-oriented style that is more inclusive and empowering.
B) Women tend to use a more people-oriented style that is more inclusive and empowering.
C) Men tend to rely on position power to be effective leaders.
D) Women tend to be personally power-driven rather than socially power-driven.

Question 55

Which follower type would have the least success with motivational training?

A) sheep
B) survivors
C) yes-people
D) alienated

Question 56

What is most commonly a transformational leaders' action ?

A) be more or less successful depending on the situation
B) think the same way as a transactional leader
C) possess superhuman or even mystical qualities
D) inspire followers to perform beyond expectations

Question 57

Which statement is an example of charismatic leadership?

A) It has potential for high achievement but also risks destructive courses of action.
B) It is based on actions and behaviours.
C) It is very different from transformational leadership.
D) It is an effective leadership approach when combined with personalized power motivation.

Question 58

John Kotter suggests that leadership and management are two distinct,yet complementary systems of action in organizations.Specifically,he believes that effective leadership controls complexity in the organization and its environment while management produces useful change in organizations.

Question 59

According to Kotter,effective leadership produces useful change.

Question 60

Which statement applies to followership in contrast to leadership?

A) Followership has been viewed from a traditional perspective as passive.
B) Followership has been viewed as not as highly differentiated.
C) Followership has had extensive research and is fully supported.
D) Followership has not been extensively researched.

Question 61

Some researchers argue that emotional intelligence is more important for effective leadership than either IQ or technical skills.

Question 62

Transformational leaders are more abstract,manage diverse and complex inputs,and emphasize vision over goals.

Question 63

The Michigan leadership studies saw the dimensions of leadership as coexisting.

Question 64

When a leader has strong position power,the task is moderately structured,and leader-member relations are good,a laissez-faire leadership style is appropriate.

Question 65

Leaders must trust their employees,but do not need to express their trust.

Question 66

One finding of research on LMX theory shows that members of the out-group who communicate more often with their superiors tend to receive lower performance ratings.

Question 67

Comparing the work environments under autocratic and democratic leadership is easier than attempting to compare work environments under laissez-faire leadership.

Question 68

The path-goal approach to leadership is based on expectancy theory and postulates that the basic role of the leader is to enhance follower motivation so that the followers are able to experience need gratification.

Question 69

Transformational leaders inspire and excite followers to high levels of performance.

Question 70

Research on charismatic leadership has revealed that firms headed by more charismatic leaders outperformed other firms,especially in difficult times.

Question 71

Transactional leaders use formal rewards and punishments to manage followers.

Question 72

The Michigan leadership studies are part of the evidence accumulated for behavioural theories of leadership and emphasize the implications of leadership style for the emotional atmosphere in the work environment.

Question 73

The situational leadership model by Hersey and Blanchard suggests that a leader's behaviour should be adjusted to the maturity level of the followers.

Question 74

Adolf Hitler is an example of a charismatic leader.

Question 75

Autocratic leaders tend to be task-oriented and utilize initiating structure behaviour.

Question 76

When the task is difficult and employees are highly trained,a directive style of leadership should be used.

Question 77

Trait theories of leadership place emphasis on the leader's ability to develop meaningful interpersonal relationships with employees.

Question 78

According to LMX theory,out-group members are more likely to support the values of the organization and become models of appropriate behaviour.

Question 79

The Leadership Grid approach to leadership evaluates the (9,9)team manager as the very best style of managerial behaviour.

Question 80

Transactional leadership adds to the effects of transformational leadership,but exceptional transformational leadership cannot substitute for transactional leadership.