Deck 11: Leadership and Communication

Question 1

Falsifying reports or records shows a lack of integrity.

Answer 1

True

Question 2

Leaders are never expected to stay focused on long-term goals when dealing with problems and pressures in the short term.

Answer 2

False

Question 3

The U.S.Navy's first female admiral,the late Grace Hopper,says "You manage things,you lead people." This is considered to be a good insight into leadership behaviour.

Answer 3

True

Question 4

Leadership is the process of inspiring others to work hard to accomplish important tasks.

Question 5

Planning sets the direction and objectives;organizing brings the resources together to turn plans into action;leading builds the commitments and enthusiasm needed for people to apply their talents fully to help accomplish plans;and controlling makes sure things turn out right.

Question 6

Giving favoured treatment to favoured people shows a lack of integrity.

Question 7

Stealing shows a lack of integrity.

Question 8

Respect flows towards leaders with integrity.

Question 9

Ethical leadership is another name for conflict in today's global society.

Question 10

Letting others take blame for personal mistakes show a lack of integrity.

Question 11

Having a willingness to lie shows a lack of integrity.

Question 12

Barry Posner has never mentioned leadership in his many writings and quotes on management.

Question 13

For executive success to occur,the use of power should reflect the desire to influence and control others for the good of the group or organization as a whole.

Question 14

The ability to get someone else to do something you want done or to make things happen the way you want is called manipulation.

Question 15

Being honest,credible and consistent in all that we do is the definition of naiveté.

Question 16

Peter Drucker says to be a leader with integrity one must have the ability to see the world as it is,not as one wants it to be.

Question 17

A person willing to lie exhibits high integrity.

Question 18

Blaming others for personal mistakes shows a lack of integrity.

Question 19

For executive success to occur,the use of power should reflect the desire to control for personal satisfaction.

Question 20

Leaders with integrity should subordinate their likes,wishes,preferences to the welfare of the institution.

Question 21

Reward power,coercive power,and legitimate power are different types of personal power.

Question 22

Trait theories of leadership address the question of: "What personal characteristics separate effective leaders from ineffective leaders?"

Question 23

The leader is the focus of servant leadership rather than the follower.

Question 24

Ralph uses expert power when he offers help in technical areas in which he is skilled and knowledgeable.

Question 25

Empowerment,through servant leadership,enables others to gain and use decision-making power.

Question 26

The challenges of visionary leadership involve making long-term plans and drafting budgets,creating organizational structures and assigning people to jobs,and comparing results with original plans.

Question 27

Referent power is the ability to influence the behaviour of other people through identification.

Question 28

Servant leadership is follower-centered and committed to helping others in their work.

Question 29

Servant leaders empower others by providing them with information,responsibility,and trust,but not the authority to act independently.

Question 30

When a manager's charisma or interpersonal attractiveness is used to influence the behaviour of subordinates,the manager is using referent power.

Question 31

Vision refers to a future that one hopes to create or achieve in order to improve upon the present state of affairs.

Question 32

Visionary leadership describes a leader who brings to the situation a clear and compelling sense of the future as well as an understanding of the actions needed to get there successfully.

Question 33

The two types of personal power are expert and referent.

Question 34

A manager who withholds positive outcomes,such as special assignments or bonuses as a means for controlling the behaviour of employees is using coercive power.

Question 35

Reward power is the ability to influence the behaviour of other people because of one's capacity to offer positive outcomes.

Question 36

The three types of position power are reward,coercive,and legitimate.

Question 37

One important opportunity generated by servant leadership is empowerment.

Question 38

The behavioural approach to the study of leadership focuses on a leader's personal characteristics as the primary determinants of leadership success.

Question 39

In regards to servant leadership,"institutions function better when the idea,the dream,is to the fore,and the person,the leader,is seen as servant to the dream."

Question 40

The positive face of power is the foundation of effective leadership.

Question 41

In the Blake and Mouton Leadership Grid,country club management reflects a high concern for people and a low concern for the task.

Question 42

According to leader behaviour research,a manager who plans the work to be done,assigns task responsibilities,sets clear work standards,and monitors performance results is high in concern for task.

Question 43

Leadership styles are concerned with the recurring patterns of behaviours exhibited by a leader.

Question 44

In Fiedler's contingency model,the least-preferred co-worker scale is used to measure a person's leadership style.

Question 45

Contingency approaches to leadership attempt to answer the question: "When and under what circumstances is a particular leadership style preferable to others?"

Question 46

Fred Fiedler,the developer of the contingency theory of leadership,asserts that competent leaders can adapt their behavioural styles to fit the demands of differing situations they encounter.

Question 47

An autocratic style of leadership emphasizes task over people,keeps authority and information within the leader's tight control,and acts in a unilateral command-and-control fashion.

Question 48

The Blake and Mouton Leadership Grididentifies alternative leadership styles that reflect different combinations of concern for task and concern for people.

Question 49

In Fiedler's contingency model,a person's leadership style is described as either supportive or achievement-oriented.

Question 50

In the Blake and Mouton Leadership Grid0,middle-of-road management reflects a high concern for the task and a low concern for people.

Question 51

A democratic style of leadership shows little concern for task,lets the group make decisions,and acts with a "do the best you can and don't bother me" attitude

Question 52

Some personal traits,such as drive,self-confidence,creativity,cognitive ability,business knowledge,motivation,flexibility,and honesty and integrity are considered to be important for leadership success.

Question 53

A laissez-faire style of leadership is committed to both task and people,getting things done while sharing information,encouraging participation in decision making,and helping people develop their skills and competencies.

Question 54

According to leader behaviour research,a manager who acts warm and supportive toward followers,maintains good social relations with them,respects their feelings,is sensitive to their needs,and shows trust in them is high in concern for people.

Question 55

In the Blake and Mouton Leadership Grid,team management is the preferred leadership style that reflects a high concern for both people and the task.

Question 56

In the leadership literature,"concern for task" is also known as consideration and relationship orientation.

Question 57

Modern leadership theories reflect a contingency perspective that attempts to match situational demands with appropriate leader behaviours.

Question 58

Research indicates that physical traits such as height,weight,and physique have no relationship to leadership success.

Question 59

The basic premise of Fiedler's contingency theory is that leadership success depends on the match between leadership style and situational demands.

Question 60

Human relations leadership style emphasizes people over tasks.

Question 61

According to House's path-goal leadership model,directive leadership involves letting subordinates know what is expected,giving direction on what to do and how,scheduling work to be done,maintaining definite standards of performance,and clarifying the leader's role in the group.

Question 62

One guiding proposition of Fiedler's contingency theory of leadership is that a relationship-oriented style works best in low-control situations and a task-oriented style works best in high-control situations.

Question 63

The quality of leader-member relations refers to the degree to which the group supports the leader.

Question 64

According to House's path-goal leadership model,supportive leadership is needed to increase confidence by emphasizing individual abilities and offering needed task assistance when worker self-confidence is low.

Question 65

The extent to which task goals,procedures,and guidelines are clearly spelled out is called amount of position power.

Question 66

Aspects of the work setting and the people involved that can reduce the need for a leader's personal involvement are referred to as substitutes for leadership.

Question 67

The ability,experience,and independence of subordinates;the clarity of organizational plans and formalization of rules;and routineness and availability of performance feedback can serve as effective substitutes for leadership.

Question 68

Fred Fiedler,the developer of the contingency theory of leadership,asserts that leadership style is relatively enduring and difficult to change and therefore leadership style must be fit to the situation

Question 69

In Hersey and Blanchard's situational leadership model,a manager who gives specific task directions and closely supervises work progress is using the selling style.

Question 70

Follower characteristics include task structure,authority system,and work group.

Question 71

According to House's path-goal model,achievement-oriented leadership involves doing things to make work more pleasant,treating group members as equals,being friendly and approachable,and showing concern for the well-being of subordinates.

Question 72

Fiedler's contingency theory of leadership maintains that the amount of situational control is crucial in determining the correct style-situation fit.

Question 73

In the Hersey and Blanchard situational leadership model,telling is a high-task,high-relationship style,and selling is a high-task,low-relationship style.

Question 74

The basic premise of the Hersey-Blanchard situational leadership model is that managers should adjust their leadership styles depending on the readiness of the followers to perform in a given situation.

Question 75

The basic premise of House's path-goal contingency leadership theory is that effective leaders clarify the path through which followers can achieve both task-related and personal goals.

Question 76

In Hersey and Blanchard's situational leadership model,a manager who explains task directions persuasively and with much support is using the telling style.

Question 77

According to House's path-goal leadership theory,managers use supportive leadership when they involve subordinates in decision making,consult with them,ask questions of subordinates,and use subordinates' suggestions when making a decision.

Question 78

The important contingencies for making good path-goal leadership choices include follower characteristics and work environment characteristics.

Question 79

According to the path-goal leadership theory,a manager is showing a participative leadership style when he/she sets challenging goals,expects the highest level of performance,emphasizes continuous improvement in performance,and displays confidence in meeting high standards.

Question 80

According to Hersey and Blanchard's situational leadership model,employee readiness is determined by the followers' ability,willingness,and confidence in performing required tasks.