Deck 12: Leadership

Question 1

Which of the following best describes a vision as it pertains to leadership?

A)a plan to make an effective financial turnaround
B)a mental image of a future state of an organization
C)an image that people have of an organization
D)an operational plan for a specific department
E)a leader's plan for accomplishing his or her personal goals

Answer 1

B

Question 2

What is the optimal placement for leadership?

A)There has to be one strong leader at the top.
B)There should be two or three leaders at the top.
C)Senior managers are the primary leaders.
D)Anyone with a management title should be a leader.
E)Leaders should permeate the organization.

Answer 2

E

Question 3

Which of the following statements accurately compares leadership and management?

A)Effective managers are more inspirational than leaders.
B)Effective managers are not necessarily true leaders.
C)One cannot be both a leader and an effective manager.
D)Leadership and management are unrelated.
E)Being an effective manager is equivalent to being a true leader.

Answer 3

B

Question 4

Supervisory leadership is best described as behavior that

A)provides support and corrective day-to-day feedback.
B)gives purpose and meaning to the organization.
C)involves envisioning and creating a positive future.
D)involves anticipation of changes.
E)creates collaboration with others to initiate changes.

Question 5

Hersey and Blanchard's situational theory highlights the participative dimension of leadership as the key situational factor.

Question 6

According to James Kouzes and Barry Posner, the best leaders

A)seldom show appreciation.
B)stick to conventional practices.
C)simply tell followers what to do.
D)inspire a shared vision.
E)often use punishments to motivate others.

Question 7

People who comply with a leader who has expert power can typically learn from or otherwise gain from that leader's knowledge.

Question 8

Which of the following is true of effective followers?

A)They merely obey orders.
B)They do not think independently.
C)They are willing to tell the truth.
D)They usually meet expectations.
E)They pursue their own interests.

Question 9

Part of Miguel's job is to train, support, and discipline the members of his department. Miguel's position is best described as one of ________ leadership.

A)supervisory
B)strategic
C)authoritarian
D)power
E)assistant

Question 10

The most effective leadership development experiences have three components: evaluation, accomplishment, and control.

Question 11

Which of the following statements is true of organizational visions?

A)Visions can exist only at the top of the organization.
B)Visions primarily focus on performance and day-to-day survival.
C)A person can develop a vision for any task.
D)A vision is optional for effective leadership.
E)A vision is still meaningful without any additional action.

Question 12

In leadership, charisma can be used positively or negatively.

Question 13

Janine has decided to return to the workforce after two decades. At her last job, she got along well with her boss, Manny, because she was a competent, productive worker, and these were qualities he highly valued. Her new boss, Bree, who is in her early thirties, has a completely different approach to leadership. Manny had a traditional, moderately authoritarian leadership style, while Bree operates from a framework of authentic leadership. Which of the following statements would Janine most likely agree with?

A)Manny actively encouraged transparency and openness among his staff; although Bree believes in transparency as well, she does not emphasize it.
B)Manny stuck to one leadership style no matter the situation, while Bree uses different leadership styles with different people.
C)Manny was gruff but genuine, saying, "With me, what you see is what you get," while Bree can be opaque and hard to read accurately.
D)Manny rewarded initiative and allowing individual personalities to shine, while Bree is more focused on the idea that everyone is part of a team.
E)Manny insisted everyone work strict nine to five hours, while Bree is very flexible, even allowing several team members to work mostly from home.

Question 14

A mental image of a possible and desirable future state of an organization is called a

A)mission.
B)strategy.
C)goal.
D)vision.
E)plan.

Question 15

Visions can be inappropriate, or fail, when they

A)are unique and challenging.
B)fail to motivate organization members equally.
C)reflect only the leaders' needs.
D)are focused on long-term benefits.
E)take a couple of years to become feasible.

Question 16

According to proponents of the situational approach to leadership, universally important traits and behaviors do not exist.

Question 17

The best visions are both

A)unique and easy.
B)ideal and unique.
C)pragmatic and ideal.
D)typical and attainable.
E)pragmatic and attainable.

Question 18

William started his company, StoryMaps, in 2005 with a lofty goal. He wanted to "bring people together by revolutionizing the way they understand and communicate about their neighborhoods." StoryMaps allowed users to hover over a map location and zoom in to post stories, reminiscences, thoughts, photos, and reviews of locations and read those left by others. William envisioned StoryMaps as "a mashup of Yelp, Google Maps, and an online literary magazine" and the company's stated mission was that it would "foster meaningful conversations in the Internet age." He enlisted several well-known writers to contribute stories about map locations meaningful to them. Initially, StoryMaps approached schools and universities about incorporating StoryMaps into their curriculum. But when a startup expressed interest in partnering with StoryMaps to develop a mobile app that would reach a larger market, William was reticent. He did not think StoryMaps needed an app-at that time, apps were still fairly new, costly, and many of them failed. StoryMaps managed for a couple of years before finally going under in 2007. Why did William's vision fail?

A)It did not reflect his personal needs as the leader of the company.
B)It failed to adapt to environmental changes in the market.
C)There was a lack of acceptance by those responsible for implementing it.
D)It was too narrowly focused on short-term goals for the company.
E)The vision failed to articulate clear, concrete, and attainable goals.

Question 19

Part of Ysabel's job is to envision a viable future for her corporation and lead others in making the changes necessary to ensure such a future. Ysabel's job is to provide ________ leadership.

A)supervisory
B)strategic
C)authoritarian
D)power
E)assistant

Question 20

According to James Kouzes and Barry Posner, what do the best business leaders do?

A)challenge the process
B)follow a personal vision
C)keep people under control
D)tell people what to do
E)criticize rather than praise

Question 21

________ power is held by a manager who has control over the size of an employee's raise.

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

Question 22

Strategic leadership primarily gives

A)support and corrective feedback.
B)purpose and meaning to organizations.
C)financial support for plans.
D)guidance and prepares followers.
E)day-to-day coaching.

Question 23

Gil told his co-worker, "I really admire Maria's leadership, and I'm glad that she is our boss. She has articulated her vision and worked with us to ________ that have brought meaningful results."

A)score collective quick wins
B)push her personal pet projects
C)acquire her personal praise and rewards
D)develop budgets
E)write mission statements

Question 24

At an architecture firm where Pamela works, her manager is a personable and likable person who is quite popular. Pamela has said that if she were the manager, she would manage just as he does. This manager seems to have a high degree of ________ power.

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

Question 25

Carla, a manager at a restaurant, has the responsibility of scheduling workers and assigning projects during each shift. Employees who have performed poorly are often scheduled for the unpopular weekend shifts and the worst shift duties. In order to avoid this, most employees try to perform well. In this case, Erica seems to use a high degree of ________ power.

A)legitimate
B)negative
C)coercive
D)referent
E)expert

Question 26

Abdul, a sales manager, gives his salespeople some tips on how to close a deal. The salespeople then alter their sales techniques because they respect Abdul's proficiency. This is an example of ________ power.

A)coercive
B)reward
C)professional
D)referent
E)expert

Question 27

Mariah Fitzgerald, new CEO of Filament Products, worked diligently with her board to develop a vision for the firm. She told her chairman, "With this vision, I know where I want us to go. And I must articulate this vision, clearly and often, so that ________ can understand the vision and can state it clearly themselves."

A)other people in the organization
B)other people outside the organization
C)the media
D)customers
E)stakeholders

Question 28

________ power is dominant when subordinates are obliged to comply by virtue of a boss's authority.

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

Question 29

Which type of power is dominant when a leader is respected for her or his knowledge?

A)legitimate power
B)reward power
C)coercive power
D)referent power
E)expert power

Question 30

________ leadership gives purpose and meaning to organizations while envisioning and creating a positive future.

A)Strategic
B)Supervisory
C)Operational
D)Pseudotransformational
E)Autocratic

Question 31

Managers at Pinecraft Furniture Co. determined that there would be no end-of-year bonuses because sales were predicted to level off. Chris, a department manager, let his staff know that even high-performing employees would not get bonuses this year. This change limits Chris's ________ power.

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

Question 32

Referent power is described as the power that exists through having

A)control over punishments.
B)control over rewards.
C)the authority to tell others what to do.
D)expertise in a particular area.
E)appealing personal characteristics.

Question 33

Which of the following is not one of the five important sources of power in an organization?

A)legitimate power
B)lateral power
C)expert power
D)reward power
E)referent power

Question 34

Which of the following types of power is most dominant when a leader utilizes his or her ability to control punishments?

A)legitimate power
B)reward power
C)coercive power
D)referent power
E)expert power

Question 35

A manager who implements an absenteeism policy that disciplines offending employees is using ________ power.

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

Question 36

Mason, a frontline manager, confided in his peer, "The marketplace is changing, and our organization isn't keeping up with it. Our financial performance has been a disaster for the past two years. Employee morale is horrible, and I feel as if the company is surviving day to day. ________ is lacking, and our executive management really needs to step up and develop one."

A)A power perspective
B)A desirable product
C)A clear vision
D)An adequate compensation structure
E)A pseudotransformational leadership model

Question 37

Which of the following sources of power is most dominant when a leader is followed due to his or her charisma?

A)legitimate power
B)reward power
C)coercive power
D)referent power
E)expert power

Question 38

Fiona is very charismatic and persuasive. People follow her because they want her approval. This is an example of ________ power.

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

Question 39

A set of leader characteristics that reflect a high level of effort and a high need for achievement is identified as

A)vision.
B)integrity.
C)drive.
D)charisma.
E)power.

Question 40

Kishore said, "I've never had a client leader like Karen before. She has what is called referent power. As a result, the work that I do for Karen is my very best because

A)I hope to win additional project work from her."
B)I respect her contractual authority over me."
C)I fear that she will cancel our contract if I don't."
D)I admire her and desire her approval."
E)I really respect her expertise."

Question 41

Charmaine, a supervisor new to her job, knows that, in leading a team that is new to her, she must adapt her leadership style to suit the circumstances. She knows that she should first analyze each situation and then decide what to do. Charmaine is adopting the ________ leadership approach.

A)transactional
B)lateral
C)situational
D)trait
E)behavioral

Question 42

Which of the following is associated with task performance?

A)concern for people
B)stress reduction
C)appreciation of others
D)focus on comfort
E)quantity of output

Question 43

In Hersey and Blanchard's situational theory, psychological maturity refers to the

A)length of time the employee has been employed.
B)level of the follower's skills relative to the task being performed.
C)follower's self-confidence and self-respect.
D)employee's level of educational achievement.
E)amount of time a job has been defined within the organization.

Question 44

The focus of the original leader-member exchange theory is primarily on the leader behaviors historically considered to be

A)task performance.
B)group maintenance.
C)decision making.
D)exercise of coercive power.
E)exercise of referent power.

Question 45

"Todd, you have a strong management team supporting you, and I applaud your efforts to solicit information, opinions, and preferences from your team, and in seeking consensus in reaching decisions," said Bill. "But sometimes decisions need to be made more quickly, and sometimes your team simply wants you to step up and make certain tough decisions. In other words, a(n)________ style of leadership is not always appropriate."

A)autocratic
B)democratic
C)laissez-faire
D)performance
E)authoritarian

Question 46

The behavioral approach to leadership attempts to identify

A)what a leader's followers think of the leader.
B)which behaviors a leader should expect from their followers.
C)which hierarchical structure is most conducive to leadership.
D)what good leaders do, that is, what behaviors they exhibit.
E)which personality traits a good leader exhibits.

Question 47

As an identified leadership trait, leadership motivation suggests that great leaders

A)have drive.
B)are all introverts.
C)encourage others to lead.
D)hold conventional beliefs.
E)want to lead.

Question 48

Which of the following is associated with group maintenance?

A)stress reduction
B)quantity of output
C)following the rules
D)work speed
E)quality and accuracy

Question 49

A personal skill that is very important in the situational approaches to leadership is the ability to

A)impose your will upon unwilling followers and make them conform to your goals.
B)display self-confidence in the face of setbacks and make decisions despite uncertainty.
C)have a high need for achievement and constantly strive for improvement.
D)perceive the needs and goals of others and adjust your leadership approach accordingly.
E)have the intelligence to interpret vast quantities of information.

Question 50

Which of the following traits distinguishes effective leaders from other people?

A)materialism
B)education
C)self-confidence
D)command-and-control attitude
E)introversion

Question 51

A laissez-faire decision style, in which a leader essentially makes no decisions, leads to

A)more negative attitudes and lower performance.
B)more positive attitudes and higher performance.
C)static attitudes and static performance.
D)more negative attitudes and static performance.
E)more positive attitudes and static performance.

Question 52

"I'm not sure that I'm going to like our new boss," said Terrence to his co-worker, Fiona. "I've noticed that when a decision needs to be made - Boom! - she makes it, announces it, and moves on without consulting any of us." Terrence's new boss is using a(n)________ leadership approach to decision making.

A)laissez-faire
B)democratic
C)situational
D)participative
E)autocratic

Question 53

Alex, manager of a 50-person engineering department, exhibits group maintenance behaviors; that is, he ensures employee satisfaction, harmonious work relationships, and the department's social stability. However, his division manager, Bud, notes that Alex' department rarely achieves its annual goals, in terms of work speed, quality and accuracy, output, and compliance with company policies and requirements. How would you advise Bud to coach Alex to perform his job at a higher level and to increase the performance of Alex' organization?

A)Tell Alex to focus more on group maintenance behaviors.
B)Tell Alex to focus more on participative leadership.
C)Tell Alex to focus more on task performance behaviors.
D)Tell Alex to focus more on democratic leadership.
E)Tell Alex to focus more on social factors.

Question 54

"Dr. Brown, welcome to Doctors Without Borders," said Rheinhard Blumberg, Program Administrator. "I will serve as your organizational manager 'in name only, ' as we both know that I will not be providing much management, much less leadership, to your team in a foreign country. I'm confident, however, that you will not lack for leadership. After all, you will be working closely with several of your very experienced professional colleagues in an environment that demands the close cooperation of a tight-knit group. Furthermore, by policy, the rules and procedures that will govern your work are rigid, so your operating flexibility will be limited." In this case, Rheinhard is counting upon ________ to provide a positive influence on Dr. Brown.

A)directive leadership
B)substitutes for leadership
C)task-oriented behavior
D)day-to-day supervision
E)autocratic leadership

Question 55

Joshua is the manager of the communications department at his company. He is respected for his honesty and credibility and for keeping his word. These characteristics help define a leadership trait known as

A)drive.
B)leadership motivation.
C)self-confidence.
D)knowledge of the business.
E)integrity.

Question 56

As an identified leadership trait, integrity refers to

A)the drive to lead.
B)honesty and credibility.
C)the ability to overcome obstacles.
D)self-discipline.
E)rationality.

Question 57

As a leadership trait, self-confidence is most likely to

A)help a leader avoid setbacks.
B)dilute a leader's effectiveness.
C)instill honesty and credibility in a leader.
D)allow a leader to overcome obstacles.
E)enable leaders to be more introverted.

Question 58

Nyla, an office manager for Riverside Dental Associates, has a high need for achievement, is constantly striving for improvement, and shows ambition and energy. This describes her

A)leadership motivation.
B)integrity.
C)self-confidence.
D)drive.
E)knowledge of the business.

Question 59

Effective leaders have been shown to possess a high level of expertise about their industries, companies, and relevant technical matters. This trait is referred to as

A)knowledge of the business.
B)multiple intelligence.
C)expert leadership.
D)legitimate authority.
E)referent power.

Question 60

The ________ approach is a leadership perspective that attempts to identify what effective leaders do and places less importance on personality characteristics.

A)behavioral
B)trait
C)transformational
D)strategic
E)authentic

Question 61

Which of the following highlights the importance of leader behaviors, not just toward the group as a whole but also toward individuals on a personal level?

A)the behavioral leadership approach
B)the Vroom model of decision making
C)leader-member exchange theory
D)the trait approach to leadership
E)Blake amp; Mouton's Leadership Grid

Question 62

Alberto is a manager who is known in his company for following the rules and demanding accurate, quality work from his employees. Alberto is a(n)________ leader.

A)employee-centered
B)task-oriented
C)customer-centered
D)maintenance-oriented
E)relationship-oriented

Question 63

Actions taken to ensure the satisfaction of group members, develop and maintain harmonious work relationships, and preserve the social stability of the group are referred to as ________ behaviors.

A)task performance
B)organizational citizenship
C)performance-oriented
D)customer-centered
E)group maintenance

Question 64

Rei has again found herself frustrated at work. Her manager, for whatever reason, never makes a decision. If anything is to get done, Rei and her coworkers simply do what they think is best. From the scenario, it can be inferred that Rei's manager has adopted a ________ decision style.

A)autocratic
B)bureaucratic
C)task-oriented
D)employee-centered
E)laissez-faire

Question 65

Martin told his protégé, Kate, "You are particularly effective in exhibiting ________ behaviors, an important part of the LMX Theory. That is, it's obvious that you are respected for your trust, open communication, and mutual respect toward your staff. But remember that, in your relocation to our new office in Tokyo, these behaviors may need to change due to cross-cultural differences."

A)task performance
B)directive
C)results-driven
D)group maintenance
E)autocratic leadership

Question 66

The three categories of leadership behaviors that have received particular attention are

A)the autocratic approach, democratic choices, and the laissez-faire style.
B)task performance, group maintenance, and employee participation in decision making.
C)leader preferences, follower preferences, and environmental factors.
D)assertiveness, adaptability, and the ability to manage complexity.
E)employee motivation, effective two-way communication, and stress management.

Question 67

A situational model of leadership that focuses on how leaders go about making decisions using factors like decision significance, leader expertise, and group support for objectives is referred to as

A)the path-goal theory.
B)the leader-member exchange theory.
C)the contingency theory.
D)the Vroom model of leadership.
E)Fiedler's contingency model of leadership.

Question 68

Jorge oversees two very different workers. Kendrick wants to be told exactly what to do because he is hesitant to make decisions, and Liz wants to be told exactly what to do because she wants to get on with it. So, even though they are very different people, they both respect decisiveness. According to the path-goal theory of leadership, Jorge should use the ________ leadership style with Kendrick and Liz.

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

Question 69

The situational approach to leadership suggests that

A)a combination of concern for people and concern for task will always succeed.
B)a leader should make decisions and then announce them to the group.
C)a leader should analyze a situation before deciding what to do.
D)there is a single best way to manage in almost all situations.
E)most leaders cannot alter their style of leadership despite the demands of the situation.

Question 70

The leadership perspective that proposes that universally important traits and behaviors do not exist and that effective leadership behavior varies from circumstance to circumstance is known as the

A)situational approach.
B)behavioral approach.
C)trait approach.
D)Vroom model of leadership.
E)leader-member exchange theory.

Question 71

Which of the following is a drawback of grid training?

A)ignoring the influence of referent power
B)advocating one-best-way style of leadership
C)demanding more from leaders than most are capable of giving
D)being little more than a money-making scheme
E)focusing more on maintenance than on performance

Question 72

________ leadership is a form of leadership in which the leader solicits input from subordinates.

A)Autocratic
B)Pseudotransformational
C)Democratic
D)Bureaucratic
E)Authoritarian

Question 73

In the context of Vroom's leader decision styles, which of the following styles is exemplified when a manager makes a choice using information that she or he considers relevant and then announces it to the group?

A)decide
B)consult individually
C)consult the group
D)facilitate
E)delegate

Question 74

Garner has decided to start using the situational leadership approach he learned about last month. He likes the idea of a leader adapting his or her leadership style depending upon the ________ and ________ of the follower in a specific situation. The former refers to the follower's skills and technical knowledge relative to the task being performed. The latter refers to the follower's self-confidence and self-respect.

A)job maturity; participative maturity
B)leadership maturity; mental maturity
C)job maturity; psychological maturity
D)emotional maturity; self-maturity
E)psychological maturity; technical maturity

Question 75

Autocratic leaders

A)make decisions on their own.
B)solicit the input of experts for decisions.
C)solicit the input of group members for decisions.
D)allow subordinates to make decisions.
E)look for consensus in making decisions.

Question 76

The Vroom model is a situational model that focuses on

A)the participative dimension of leadership.
B)the path-goal approach to leadership.
C)Fiedler's contingency model.
D)leader substitutes theory.
E)the directive model of power.

Question 77

Task performance behaviors are focused on

A)accomplishing organizational goals.
B)understanding people's feelings and comfort.
C)maintaining harmonious work relationships.
D)preserving the social stability of the group.
E)reducing stress and increasing satisfaction.

Question 78

Leader-member exchange (LMX)theory highlights the

A)efforts made by leaders to ensure that they achieve their personal goals.
B)ability of a leader to control others through the use of reward power.
C)leader's authority to which the employees are obligated to comply.
D)importance of leader behaviors on both a group and an individual basis.
E)importance of giving commands and exchanging rewards for services rendered.

Question 79

Which of the following statements is true of decision styles?

A)The laissez-faire style results in positive attitudes.
B)The democratic style results in positive attitudes.
C)The autocratic style results in lower performance.
D)The laissez-faire style results in higher performance.
E)The democratic style is the fastest.

Question 80

According to leader behavior research conducted at Ohio State and Michigan, the ideal leader

A)does not exist in the current business environment.
B)is both performance- and maintenance-oriented.
C)is both autocratic and democratic.
D)is one who brings the most profitable plans to the company.
E)relies on the situation to dictate his or her behavior.