Deck 15: Leadership

Question 1

According to Fiedler,leader-member relations,task structure and task consideration are the three factors that combine to determine the leadership situation.

Answer 1

False

Question 2

Initiating structure is the extent to which the leader is mindful of subordinates,respects their ideas and feelings,and establishes mutual trust.

Answer 2

False

Question 3

An individual who knows and understands themselves,who espouses and acts consistently with higher order ethical values and empowers and inspires others with their openness is known as an authentic leader.

Answer 3

True

Question 4

Influence means that the relationship among people is passive.

Question 5

According to the leadership grid,a person with a high concern for people at a low concern for production is said to have a middle-of-the-road management style.

Question 6

Michael Moore of Manchoo Surfware in Melbourne can be said to be an autocratic leader as he tends to centralise authority and rely on legitimate,reward and coercive power to manage subordinates.

Question 7

According to Fiedler,task-oriented leaders excel in favourable situations whereas relationship-oriented leaders are most effective in situations of moderate favourability.

Question 8

Leader behaviour that describes the extent to which a leader is sensitive to employees,respects their ideas and feelings,and establishes mutual trust is known as being high in consideration.

Question 9

When Jill undertakes a corrective management with Jack because he failed to complete his assigned tasks,and in doing so suspends him for two days,she is using her coercive power.

Question 10

Legitimate,reward and coercive powers are all forms of position power.

Question 11

Distinguishing personal characteristics - such as intelligence,values and appearance - is central to trait theories of leadership.

Question 12

Leadership occurs among people,involves the use of influence and is used to attain goals.

Question 13

The leadership grid suggests a two-dimensional leadership theory that measures a leader's concern for people and concern for the organisation.

Question 14

Leadership power comes from organisational structure and promotes stability,order and problem solving within the structure; management power comes from personal sources that are not as invested in the organisation,such as personal interests,goals and values.

Question 15

Power is the potential ability to influence the behaviour and decisions of other people.

Question 16

Hersey and Blanchard's situational theory focuses a great deal of attention on the characteristics of employees in determining appropriate leadership behaviour.

Question 17

The basic idea with Fiedler's contingency theory is to match the leader's style with the situation by changing factors in the situation to achieve the best match.

Question 18

Some of the distinguishing personal characteristics associated with successful leaders include intelligence,verbal ability and high values.

Question 19

The powers most likely to generate resistance from employees are legitimate and reward powers.

Question 20

One of the least understood characteristics of power is a need to be unpretentious and modest rather than arrogant and prideful.

Question 21

Servant leaders operate on two levels: for the fulfillment of their subordinates' goals and needs,and for the realisation of the larger purpose or mission of their organisation.

Question 22

The charismatic leader is one who has the ability to motivate employees to transcend their expected performance.

Question 23

The five follower types are: the effective follower; the alienated follower; the conformist; the pragmatic survivor; and the passive follower.

Question 24

According to the Level 5 leadership hierarchy,the "highly capable individual" is considered more developed than the "contributing team member".

Question 25

Consideration is the extent to which the leader is sensitive to employees,respects their ideas and feelings,and establishes mutual trust.

Question 26

If a leader recognises that their followers are able to follow instructions but are unwilling or insecure,they should adopt a selling style of leadership.

Question 27

A leader distinguished by a special ability to bring about innovation and change is called a transactional leader.

Question 28

If a leader recognises that their followers are able to follow instructions and are willing to follow also,they should adopt a delegating style of leadership.

Question 29

Interactive leadership focuses on minimising personal ambition and instead developing others.

Question 30

According to the Level 5 leadership hierarchy,the "competent manager" is considered more developed than the "contributing team member".

Question 31

Common to all behavioural theories of leadership is the need for a concern for production,and a concern for people.

Question 32

Transformational leadership skills can be learned and are not ingrained personality characteristics.

Question 33

A situational variable that counteracts a leadership style and prevents the leader from displaying certain behaviours is known as a neutraliser.

Question 34

A substitute counteracts the leadership style and prevents the leader from displaying certain behaviours.

Question 35

A person that is unpretentious and modest rather than arrogant and proud is said to have high levels of interactivity.

Question 36

Fiedler's contingency theory of leadership recognises that a leader must understand the variable willingness and ability of their potential followers before implementing their strategies.

Question 37

A person that is unpretentious and modest rather than arrogant and proud is said to have high levels of humility.

Question 38

A person's traits are essentially the same as their behaviours.

Question 39

Task structure refers to group atmosphere and members' attitudes towards and acceptance of the leader.

Question 40

A leader distinguished by a special ability to bring about innovation and change is called a transformational leader.

Question 41

Which of these is the power coming from a formal management position in the organisation?

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

Question 42

Which of these is the potential ability to influence the behaviour of others?

A) Leadership
B) Management
C) Power
D) Control
E) Motivation

Question 43

Which of the following characteristics of leaders have been studied?

A) Personality traits
B) Physical traits
C) Social traits
D) Work-related traits
E) All of these choices.

Question 44

Peter is a manager at Pothole Corporation in far northern Queensland.Hersey and Blanchard would consider most of his subordinates to have high-readiness.Based on this,which of the following leadership styles is best for Peter?

A) Participating
B) Delegating
C) Selling
D) Telling
E) Forcing

Question 45

Which management style,according to the leadership grid,occurs when efficiency in operations is the dominant orientation?

A) Team management
B) Club-style management
C) Middle-of-the-road management
D) Impoverished management
E) Authority-compliance

Question 46

The leadership grid uses the two leader behaviours which are called:

A) employee-centered and job-centered
B) consideration and initiating structure
C) relationship-oriented and task-oriented
D) concern for people and concern for production
E) employee-oriented and relationship-oriented.

Question 47

Philip of Mildura Orange Fest Company does not have much of a relationship with his subordinates.They feel obligated to do as he says because he's the boss.This is an example of:

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

Question 48

Ria Matysek of Rockhampton Pest Control uses praise,letters of support and pats on the back as ways of influencing her subordinates' behaviour.All of these actions are highly valued by the work group.This is an example of:

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

Question 49

Which of the following types of leaders tends to centralise authority?

A) Trait leader
B) Democratic leader
C) Autocratic leader
D) Effective leader
E) Transformational leader

Question 50

A model of leadership that describes the relationship between leadership styles and specific organisational situations is referred to as the:

A) trait approach
B) behavioural approach
C) contingency approach
D) organisational approach
E) None of these choices.

Question 51

Fiedler used all of the following to describe the leadership situation,except:

A) leader-member relations
B) task structure
C) personal power
D) position power
E) All of these choices were used by Fiedler to describe the leadership situation.

Question 52

Lou,a middle manager at Perth-based New Generation Corporation,uses threats and punishments as ways of influencing the behaviour of his subordinates.Which of the following sources of power is Lou relying on?

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

Question 53

The key assumption of Hersey and Blanchard's situational theory is that subordinates vary in their:

A) level of security
B) satisfaction level
C) level of commitment
D) readiness level
E) All of these choices.

Question 54

Masaru is a manager at Enviro-Solutions Pty Ltd in Brisbane.He encourages employee participation and delegates as much authority as he can to his subordinates.He is an example of a(n):

A) democratic leader
B) autocratic leader
C) initiating structure leader
D) task-oriented leader
E) club-style leader.

Question 55

Which management style reflects a moderate amount of concern for both people and production?

A) Team management
B) Club-style management
C) Middle-of-the-road management
D) Impoverished management
E) Authority-compliance

Question 56

_______________ power comes from organisational structure and promotes stability,order and problem solving within the structure,whereas ___________ power comes from personal sources that are not as invested in the organisation,such as personal interests,goals and values.

A) Leadership; management
B) Organisational commitment; leadership
C) Legitimate power; management
D) Management; leadership
E) Management; organisational commitment

Question 57

The type of leader behaviour to describe the extent to which leaders are sensitive to employees,respect their ideas and feelings,and establish mutual trust is known as:

A) democratic leadership
B) initiating structure
C) consideration
D) task-oriented leadership
E) None of these choices.

Question 58

Recently,Choice International was attempting to hire a middle manager.They were looking for an intelligent,active and creative individual.Which approach to leadership was Choice using?

A) The situational approach
B) The contingency approach
C) The behavioural approach
D) The trait approach
E) The substitute approach

Question 59

Rahim is a manager at RTC Corporation.Rahim uses threats and punishment to influence the behaviour of his subordinates.Which of the following responses is Rahim likely to encounter?

A) Compliance
B) Resistance
C) Commitment
D) Satisfaction
E) Citizenship

Question 60

The ability to influence people toward the attainment of organisational goals is known as:

A) motivation
B) leadership
C) persuasion
D) commitment
E) organisational citizenship.

Question 61

Charismatic leaders are often __________ than transactional leaders.

A) less emotional
B) more predictable
C) less predictable
D) more directive
E) None of these choices.

Question 62

A key difference between the theories of Fiedler and Hersey and Blanchard is that:

A)Fiedler considered only task characteristics,while Hersey and Blanchard focused on the individual.
B)Hersey and Blanchard placed a greater emphasis on task characteristics than did Fiedler.
C)Fiedler examined a variety of characteristics,while Hersey and Blanchard focused solely on the individual.
D)All of these choices.
E)A and B.

Question 63

According to Hersey and Blanchard,which of the following styles works best for employees with moderate readiness?

A) Selling and telling
B) Selling and participating
C) Telling and participating
D) Telling and delegating
E) Selling and delegating

Question 64

_____________________ is the strategy used by a leader who strives to create goodwill and favourable impressions amongst followers.

A) Using rational persuasion
B) Being assertive
C) Relying on the wall of reciprocity
D) Developing allies
E) Making people like you

Question 65

A _____________ is a situational variable that counteracts a leadership style and prevents the leader from displaying certain behaviours,whereas a ????????_____________ is a situational variable that makes a leadership style redundant or unnecessary.

A) Substitute; neutraliser
B) Neutraliser; contingency
C) Contingency; neutraliser
D) Transformation leader; transactional leader
E) Neutraliser; substitute

Question 66

Which of these leaders is distinguished by a special ability to bring about innovation and change?

A) Transactional
B) Charismatic
C) Transformational
D) Supportive
E) Team

Question 67

According to Hersey and Blanchard,which of the following styles works best for employees with great ability but no willingness?

A) Selling
B) Telling
C) Participating
D) Delegating
E) None of these

Question 68

The __________ leader is distinguished by their ability to bring about organisational change.

A) transformational
B) participative
C) charismatic
D) achievement-oriented
E) people-oriented

Question 69

A(n)__________ leader works to fulfil subordinated needs and goals as well as to achieve the organisation's larger mission.

A) servant
B) transactional
C) transformational
D) charismatic
E) interactive

Question 70

__________ is/are the distinguishing personal characteristics of a leader,such as intelligence,values and appearance.

A) Beliefs
B) Behaviours
C) Personality
D) Traits
E) None of these choices.

Question 71

_____________________ is most useful when a leader has technical knowledge and expertise relate to the issue at hand.

A) Using rational persuasion
B) Making people like you
C) Relying on the wall of reciprocity
D) Developing allies.
E) Being assertive

Question 72

Which of these leaders clarifies the role and task requirements of subordinates?

A) Transactional
B) Charismatic
C) Transformational
D) Supportive
E) Team

Question 73

Some of the key characteristics associated with charismatic leaders include:

A) visionary skills
B) communication skills
C) motivation skills
D) all of these choices
E) None of these choices.

Question 74

A leader that delegates authority to others,encourages participation and relies on expert and referent power to manager their followers is said to be a:

A) autocratic leader
B) democratic leader
C) transactional leader
D) transformational leader
E) leader of the pack.

Question 75

According to the text,a 'level 3 leader':

A) sets plans and organises people for the efficient and effective pursuit of objectives
B) contributes to the achievements of team goals; works effectively with others in a group
C) is a productive contributor; offers talent, knowledge, skills and good work habits as an individual
D) builds an enduring great organisation through a combination of personal humility and professional resolve
E) builds widespread commitment to a clear and compelling vision; stimulates people to high performance.

Question 76

According to the text,a 'level 1 leader':

A) sets plans and organises people for the efficient and effective pursuit of objectives
B) contributes to the achievements of team goals; works effectively with others in a group
C) is a productive contributor; offers talent, knowledge, skills and good work habits as an individual
D) builds an enduring great organisation through a combination of personal humility and professional resolve
E) builds widespread commitment to a clear and compelling vision; stimulates people to high performance.

Question 77

According to the text,a 'level 5 leader':

A) sets plans and organises people for the efficient and effective pursuit of objectives
B) contributes to the achievements of team goals; works effectively with others in a group
C) is a productive contributor; offers talent, knowledge, skills and good work habits as an individual
D) builds an enduring great organisation through a combination of personal humility and professional resolve
E) builds widespread commitment to a clear and compelling vision; stimulates people to high performance.

Question 78

According to the text,a 'level 2 leader':

A) sets plans and organises people for the efficient and effective pursuit of objectives
B) contributes to the achievements of team goals; works effectively with others in a group
C) is a productive contributor; offers talent, knowledge, skills and good work habits as an individual
D) builds an enduring great organisation through a combination of personal humility and professional resolve
E) builds widespread commitment to a clear and compelling vision; stimulates people to high performance.

Question 79

According to Hersey and Blanchard,which of the following styles works best for employees with high willingness but no ability?

A) Selling
B) Telling
C) Participating
D) Delegating
E) None of these

Question 80

According to the text,a 'level 4 leader':

A) sets plans and organises people for the efficient and effective pursuit of objectives
B) contributes to the achievements of team goals; works effectively with others in a group
C) is a productive contributor; offers talent, knowledge, skills and good work habits as an individual
D) builds an enduring great organisation through a combination of personal humility and professional resolve
E) builds widespread commitment to a clear and compelling vision; stimulates people to high performance.