Deck 10: Leadership

Question 1

Successful leaders enlist the team in scoring collective quick wins that result from working together toward a shared vision.

Answer 1

True

Question 2

Organizations in which managers believe that there is only "one best way" to lead will have a competitive advantage over those with diverse leadership styles.

Answer 2

False

Question 3

The performance and maintenance dimensions of leadership are mutually dependent on each other.

Answer 3

False

Question 4

As long as leaders know what they want, lower-level employees do not need to understand it.

Question 5

Today, having a vision for the future and communicating that vision to others are not essential components of great leadership.

Question 6

Visions can be small or large and can exist only at higher organizational levels.

Question 7

A democratic decision style is always most appropriate.

Question 8

Academic research shows that a clear vision and communication of that vision lead to higher growth in entrepreneurial firms.

Question 9

Group maintenance behaviors improve leader job performance as well as group and organizational performance.

Question 10

Advanced degrees are more important for leaders than acquired expertise in matters relevant to the organization.

Question 11

The ability to lead effectively sets the excellent managers apart from the average ones.

Question 12

True leadership involves dealing with the ongoing, day-to-day complexities of organizations.

Question 13

Task performance behavior has a strong positive impact on follower satisfaction and motivation and also on leader effectiveness.

Question 14

Many people, including managers who do not develop into strong leaders, focus on performing or surviving day by day.

Question 15

According to the trait approach to leadership, need for achievement predicts success for division heads in larger and more bureaucratic firms.

Question 16

Effective managers are necessarily true leaders.

Question 17

Effective leaders rely on one leadership style.

Question 18

Leaders serve people best by helping them develop their own initiative and good judgment, enabling them to grow, and helping them become better contributors.

Question 19

According to the trait approach to leadership, some personality characteristics do distinguish effective leaders from other people.

Question 20

The focus in the original leader-member exchange theory is primarily on the leader behaviors historically considered group maintenance.

Question 21

In organizations, _____ often means the ability to get things done or accomplish one's goals despite resistance from others.

A) cohesion
B) laissez-faire
C) democracy
D) contingency
E) power

Question 22

The concept of substitutes for leadership provides useful and practical prescriptions for how to manage more efficiently.

Question 23

According to Kouzes and Posner, which of the following actions is taken by the best leaders?

A) They use various approaches to motivate people.
B) They follow conventional beliefs and practices as the law.
C) They withhold important information from people.
D) They only tell people what to do.
E) They refuse to share power with people.

Question 24

Servant-leadership is a way of relating to others to serve their needs and enhance their personal growth while strengthening the organization.

Question 25

According to Hersey and Blanchard's situational theory, maintenance behaviors are not important for followers of moderate maturity.

Question 26

A leader with _____ power has control over punishments; people comply to avoid those punishments.

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

Question 27

_____ leadership gives purpose and meaning to organizations by anticipating and envisioning a viable future for the organization and working with others to initiate changes that create such a future.

A) Shared
B) Strategic
C) Lateral
D) Bridge
E) Supervisory

Question 28

Supervisory leadership is behavior that provides:

A) guidance, support, and corrective feedback for day-to-day activities.
B) purpose and meaning to the organization.
C) a means to anticipate changes in the future.
D) projections for a viable future of the organization.
E) a way to collaborate with others to initiate changes.

Question 29

In the context of leadership, which of the following statements regarding vision is accurate?

A) Strong leaders succeed without developing a clear vision.
B) Vision focuses only on performance and day-to-day survival.
C) A person or team can develop a vision for any organization.
D) A vision is optional for effective leadership.
E) No action is necessary to explain a meaningful vision.

Question 30

A leader who has _____ power influences others because he or she controls valued benefits; people comply with the leader's wishes to receive those benefits.

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

Question 31

In the context of leadership, which of the following is true of vision?

A) It refers to the ability to influence others.
B) It attempts to determine the personal characteristics that great leaders share.
C) It expresses the leader's ambitions for the organization.
D) It ensures that the organization reaches its goals.
E) It attempts to identify what great leaders do.

Question 32

Transactional leadership approaches may be more effective for individualists than for collectivists.

Question 33

A leader with _____ power has the right, or the authority, to tell others what to do.

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

Question 34

Charisma can contribute to transformational leadership.

Question 35

Every managerial decision requires an analysis using the Vroom model of leadership.

Question 36

Fiedler's contingency model brought a focus on the significance of finding a fit between the situation and the leader's style.

Question 37

Path-goal theory suggests leaders should use a participative leadership style with subordinates who are highly authoritarian.

Question 38

Which of the following is best described as a mental image of a possible and desirable future state of the organization?

A) Power
B) Vision
C) Leadership
D) Expertise
E) Authority

Question 39

In the context of the Vroom model, several different decision styles may work, but the style recommended is the one that takes the least time.

Question 40

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

Question 41

_____ behavior includes a focus on people's feelings and comfort, appreciation of them, and stress reduction.

A) Participative
B) Directive
C) Trait
D) Group maintenance
E) Task performance

Question 42

A leadership perspective that attempts to identify what good leaders do-that is, what behaviors they exhibit, is known as the:

A) behavioral approach.
B) trait approach.
C) transformational leadership.
D) strategic approach.
E) situational approach.

Question 43

Actions taken to ensure that the work group or organization reaches its goals are known as:

A) task performance behaviors.
B) organizational structures.
C) group maintenance behaviors.
D) situational approaches.
E) decision styles.

Question 44

According to the trait approach to leadership, which of the following is a characteristic of effective leaders?

A) They prefer to be followers.
B) They are often introspective.
C) They make decisions only in times of certainty.
D) They are self-confident to the point of arrogance.
E) They have a high need for power.

Question 45

_____ behavior is sometimes referred to as concern for people, supportive leadership, or consideration.

A) Task performance
B) Servant-leader
C) Autocratic
D) Leader-member exchange
E) Group maintenance

Question 46

A leadership perspective that focuses on individual leaders and attempts to determine the personal characteristics that leaders share is known as the:

A) situational model.
B) relationship-motivated leadership.
C) leadership grid.
D) leader-member exchange theory.
E) trait approach.

Question 47

The top management of a company determined that their end-of-year bonuses would not be given due to low sales. Sarah, a department manager, informed her staff that even high-performing employees should not expect a bonus. Sarah's _____ power was limited by the decision of the top management.

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

Question 48

In the context of the trait approach to leadership, _____ refers to a set of characteristics that reflect a high level of effort, including high need for achievement, constant striving for improvement, ambition, energy, tenacity, and initiative.

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

Question 49

At a restaurant, employees who perform poorly during a particular shift are scheduled for the unpopular weekend shifts. In the context of the above scenario, the manager exercises his _____ power.

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

Question 50

In the context of the trait approach to leadership, the correspondence between actions and words is known as:

A) positive reinforcement.
B) negative reinforcement.
C) punishment.
D) extinction.
E) expectancy.

Question 51

According to the trait approach to leadership, a(n) _____ leader overcomes obstacles, makes decisions despite uncertainty, and instills confidence in others.

A) self-confident
B) legitimate
C) autocratic
D) coercive
E) referent

Question 52

A leader with _____ power has personal characteristics that appeal to others.

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

Question 53

In exhibiting _____ behaviors, leaders take action to ensure the satisfaction of team members, develop and maintain harmonious work relationships, and preserve the team's social stability.

A) task performance
B) autocratic
C) legitimate
D) group maintenance
E) coercive

Question 54

The _____ approach downplays personal characteristics in favor of the actual conduct that leaders exhibit.

A) trait
B) behavioral
C) strategic
D) situational
E) shared

Question 55

In the context of the trait approach to leadership, which of the following traits distinguishes effective leaders from other people?

A) Material possessions
B) Education
C) Self-confidence
D) Command-and-control attitude
E) High emotional quotient

Question 56

Laura, a manager at an organization, has a lot of influence over her employees. She is a popular manager. The employees like working with her and want to emulate her. In the context of this scenario, Laura has _____ power.

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

Question 57

In the context of the behavioral approach to leadership, _____ behavior is variously referred to as concern for production, directive leadership, initiating structure, or closeness of supervision.

A) group maintenance
B) shared
C) task performance
D) bridge
E) lateral

Question 58

Ernest, an employee at a company, is extremely eager to take up higher positions in the organization. He is an extrovert and tries to influence the decisions made by his boss. He prefers to lead his colleagues rather than follow them. According to the trait approach to leadership, which of the following traits does Ernest display?

A) Supervision
B) Motivation
C) Expert leadership
D) Knowledge of the business
E) Integrity

Question 59

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

A) task performance behaviors.
B) participatory behaviors.
C) achievement-oriented behaviors.
D) directive behaviors.
E) group maintenance behaviors.

Question 60

A leader who has _____ power has certain knowledge; people comply because they believe in, can learn from, or can otherwise gain from that knowledge.

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

Question 61

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

A) Behavioral approach
B) Vroom model of decision-making
C) Leader-Member Exchange (LMX) theory
D) Trait approach to leadership
E) Blake & Mouton's Leadership Grid

Question 62

The _____ model of leadership uses the basic situational approach of assessing the situation before determining the best leadership style.

A) laissez-faire
B) traits
C) Fiedler's contingency
D) task-motivated
E) Vroom

Question 63

In the context of Fiedler's contingency model, ____ leadership is more likely from high-LPC leaders.

A) task-motivated
B) autocratic
C) relationship-motivated
D) coercive
E) laissez-faire

Question 64

_____ leadership seeks information, opinions, and preferences, sometimes to the point of meeting with the group, leading discussions, and using consensus or majority vote to make the final choice.

A) Democratic
B) Directive
C) Lateral
D) Shared
E) Autocratic

Question 65

The _____ theory is concerned with how leaders influence followers' perceptions of their work aims and the courses they follow toward attaining that end.

A) Vroom
B) situational
C) path-goal
D) task performance
E) group maintenance

Question 66

According to Hersey and Blanchard's situational theory, _____ is the level of the followers' skills and technical knowledge relative to the task being performed.

A) job maturity
B) charisma
C) laissez-faire
D) substitutes for leadership
E) psychological maturity

Question 67

Rob, though a lively person, is a poor performer at work. His boss makes no managerial decisions but asks his employees take necessary steps in all aspects of work. Which of he following decision styles does Rob's boss follow?

A) Democratic
B) Autocratic
C) Directive
D) Participative
E) Laissez-faire

Question 68

In the context of Fiedler's contingency model of leadership effectiveness, leadership styles were measured with an instrument assessing the leader's _____.

A) drive
B) psychological maturity
C) self-confidence
D) task orientation
E) least preferred coworker

Question 69

In the context of a research program conducted at the University of Michigan, planning, scheduling, coordinating, providing resources, and setting performance goals is known as _____ behavior.

A) supervisory
B) task-oriented
C) directive
D) participative
E) relationship-oriented

Question 70

In _____, the key situational factor is the maturity of the followers.

A) the Vroom model
B) Hersey and Blanchard's situational theory
C) Tannenbaum and Schmidt's theory
D) Fiedler's contingency model
E) the path-goal theory

Question 71

In the context of Hersey and Blanchard's situational theory, _____ refer(s) to an employee's self-confidence and self-respect.

A) substitutes for leadership
B) psychological maturity
C) laissez-faire
D) servant-leader
E) job maturity

Question 72

In the context of the research program conducted at the University of Michigan on the impact of leaders' behavior on job performance, demonstrating trust and confidence, being friendly and considerate, showing appreciation, and keeping people informed is known as _____ behavior.

A) relationship-oriented
B) participative
C) directive
D) strategic
E) task-oriented

Question 73

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) directive approach.
E) charismatic approach.

Question 74

In the context of the path-goal theory, _____ is the degree to which individuals respect, admire, and defer to power.

A) drive
B) ability
C) authoritarianism
D) locus of control
E) self-confidence

Question 75

In the context of the path-goal theory, _____ leadership refers to behaviors geared toward motivating people, such as setting challenging goals and rewarding good performance.

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

Question 76

In the context of Fiedler's contingency model, _____ leadership is more likely exhibited by leaders with low LPC scores.

A) relationship-motivated
B) participatory
C) directive
D) charismatic
E) task-motivated

Question 77

According to_____, effectiveness depends on two factors: the personal style of the leader and the degree to which the situation gives the leader power, control, and influence over the situation.

A) the Vroom model
B) the situational approach
C) Fiedler's contingency model
D) laissez-faire leadership style
E) Hersey and Blanchard's theory

Question 78

According to the _____, maintenance behaviors such as trust, open communication, mutual respect, mutual obligation, and mutual loyalty form the cornerstone of relationships that are satisfying and perhaps more productive.

A) Vroom model
B) situational approach
C) task-motivated leadership
D) leader-member exchange theory
E) contingency model of leadership effectiveness

Question 79

Which of the following statements is true regarding various decision styles?

A) A Laissez-faire style results in positive attitudes.
B) A democratic style results in positive attitudes.
C) An autocratic style results in lower performance.
D) A laissez-faire style results in higher performance.
E) A democratic style is the fastest way to make decisions.

Question 80

In the context of the path-goal theory, _____ is the extent to which individuals see events as being under their influence.

A) drive
B) ability
C) participation
D) task orientation
E) locus of control