Deck 11: Leadership

Question 1

Not all leaders are managers,nor,for that matter,are all managers leaders.

Answer 1

True

Question 2

Good leaders tend to be high in:

A)extraversion,narcissism and communication.
B)extraversion,agreeableness and assertiveness.
C)extraversion,conscientious and openness.
D)introversion,neuroticism and narcissism.

Answer 2

B

Question 3

______________ consider(s)personal qualities and characteristics that differentiate leaders from non-leaders.

A)Trait theory
B)Charismatic leaders
C)Leadership research
D)The Big Five framework

Answer 3

A

Question 4

Leadership and management are two terms that are interchangeable.

Question 5

The most important trait of effective leaders appears to be:

A)emotional stability.
B)extraversion.
C)agreeableness.
D)assertiveness.

Question 6

Good ________ is needed to oversee day-to-day operations.

A)vision
B)leadership
C)management
D)inspiration

Question 7

Jake's department has been suffering from poor performance for the last few months.Projects are frequently not planned properly and there are problems with coordination between staff. Based on the available information,the most critical problem in Jake's department is:

A)communication.
B)leadership.
C)management.
D)negotiation.

Question 8

Which of the following statements is true?

A)Managers create visions.
B)All managers are leaders.
C)Formal influence remains the priority.
D)Leaders can emerge from within a group.

Question 9

Traits have been shown to be quite helpful in distinguishing effective from ineffective leaders.

Question 10

The trait theories of leadership sought to find personal qualities that leaders had to some greater degree than non-leaders.

Question 11

Managers are needed to create efficient organisational structures.

Question 12

Leaders are needed today to:

A)create efficient organisational structures.
B)create visions of the future.
C)formulate detailed plans.
D)all of the above.

Question 13

Which of the following statements is NOT true about contemporary leadership needs?

A)Leaders are needed to challenge the status quo.
B)Leaders are needed to ensure staff maintain adherence to rules.
C)Leaders are needed to inspire organisational members to want to achieve stated visions.
D)Leaders are needed to create visions of the future.

Question 14

Why is emotional intelligence an important trait for leaders to have?

A)Leaders are empathetic.
B)Leaders manage their emotions.
C)Leaders are able to influence the feelings of others.
D)All of the above.

Question 15

Organisations need strong leadership and strong management for optimum effectiveness.

Question 16

Leadership is:

A)a trait held by all managers.
B)an inherited trait.
C)not something that can be learned.
D)the ability to influence a group in goal achievement.

Question 17

Some of your management team has been hindering the leadership abilities of other managers.You have a discussion with them to explain the difference between leadership and management.What will you say?

Question 18

Jake's department has been suffering from poor performance for the last few months.Projects are frequently not planned properly and there are problems with coordination between staff. Jake has a vision to reduce the amount of service defects in his department by the end of the year.What should Jake focus on to achieve his vision?

A)communication
B)leadership
C)management
D)negotiation

Question 19

Those who hold a management position are the only individuals who can become leaders in a group or organisation.

Question 20

Leaders are needed to formulate detailed plans.

Question 21

Trait research provides a basis for ________ the right people to be leaders,whereas behavioural studies implied people can be _______ .

A)teaching; found
B)finding; taught
C)training; selected
D)selecting; trained

Question 22

VARIANT As an extraverted leader,you are considering behavioural leadership theories.In which behavioural dimension are you most likely to succeed?

A)initiating structure
B)consideration
C)employee-oriented
D)production-oriented

Question 23

A leader high in initiating structure would do which of the following?

A)Help subordinates with personal problems.
B)Treat all subordinates as equal.
C)Have concern for subordinates' status and satisfaction.
D)Assign group members to particular tasks.

Question 24

As a conscientious leader,you are considering behavioural leadership theories.In which behavioural dimension are you most likely to succeed?

A)initiating structure
B)consideration
C)employee-oriented
D)production-oriented

Question 25

Your company's HR director is a believer in trait theories of leadership.He believes that he can differentiate leaders from non-leaders by focusing on personal qualities and characteristics.You want to help shed some light on this perspective. You should inform your HR director that research efforts show that traits do:

A)a better job predicting the emergence of leaders and the appearance of leadership than actually distinguishing between effective and ineffective leaders.
B)a better job distinguishing between effective and ineffective leaders than actually predicting the emergence of leaders and the appearance of leadership.
C)not provide any useful input into the prediction of leadership behaviour.
D)not provide any useful input into the prediction of leadership tendency or emergence.

Question 26

Your company's HR director is a believer in trait theories of leadership.He believes that he can differentiate leaders from non-leaders by focusing on personal qualities and characteristics.You want to help shed some light on this perspective. You should inform your HR director that research efforts show that:

A)two traits have been identified that guarantee success.
B)universal traits predict success in all situations.
C)traits do a good job predicting leadership effectiveness.
D)traits can predict leadership.

Question 27

The two dimensions of leadership behaviour identified in the University of Michigan studies are:

A)structured coercion and respect initiation
B)consideration and influence
C)employee-oriented and production-oriented
D)initiating structure and consideration

Question 28

Extraversion has been found to be the most important trait of effective leaders.

Question 29

Identify and explain the common traits that have been consistently linked to effective leadership.

Question 30

According to the Ohio State studies,the extent to which a leader is likely to have job relationships characterised by mutual trust and respect for his or her employees is:

A)consideration.
B)initiating structure.
C)concern for production.
D)task-oriented.

Question 31

If behavioural leadership studies are correct,then:

A)leadership can be learned.
B)leaders are born with leadership behaviours.
C)leadership trait theories are incorrect.
D)leader behaviour should be altered.

Question 32

The cumulative findings from more than a half a century of research lead us to conclude that traits do not increase the likelihood of success of a leader.

Question 33

If a leader's main concern is accomplishing his or her group's tasks,the University of Michigan studies label this leader:

A)employee-oriented.
B)goal-oriented.
C)single-minded.
D)production-oriented.

Question 34

The University of Michigan studies define a(n)________ leader as one who takes personal interest in the needs of his or her subordinates.

A)humanistic
B)employee-oriented
C)personal
D)country club

Question 35

Traits can predict leadership.

Question 36

According to the Ohio State studies,the extent to which a leader's behaviour is directed towards getting the job done is called:

A)contingency theory.
B)employee-oriented.
C)consideration.
D)initiating structure.

Question 37

The two dimensions of leader behaviour explained in the Ohio State studies are:

A)employee-oriented and production-oriented.
B)coercion and motivation.
C)motivation and charisma.
D)initiating structure and consideration.

Question 38

Researchers have identified traits that guarantee leadership success.

Question 39

Social and dominant people make good leaders.

Question 40

The Ohio State University study sought to:

A)identify independent dimensions of leadership behaviour.
B)locate behavioural characteristics of leaders.
C)emphasise interpersonal relationships as a factor.
D)emphasise technical aspects of the tasks and jobs.

Question 41

If you see your least preferred co-worker is seen in relatively unfavourable terms,Fiedler would label you as:

A)task-oriented.
B)humanistic.
C)relationship-oriented.
D)technical-oriented.

Question 42

Compared with Australian employees,the French are more likely to expect leaders to be humane and considerate.

Question 43

Leaders who demonstrate high consideration tend to have more satisfied employees.

Question 44

The Ohio State Studies used two dimensions: initiating structure and consideration.

Question 45

Fiedler's contingency model assumes that an individual's leadership style is:

A)changeable.
B)situational.
C)trained.
D)fixed.

Question 46

Behavioural theories do not consider situation factors that influence the success or failure of different leadership behaviours.

Question 47

Initiating structure is related to higher group productivity.

Question 48

The University of Michigan studies' production-oriented leaders tended to emphasise the technical or task aspects of the job.

Question 49

Your supervisor has been studying leadership and has described so many theories to you that you are really confused.You ask him to explain the similarities of the many theories so that you can understand the relationship between them. Behavioural leadership theorists seem to agree that:

A)future research is needed.
B)a leader's style is fixed.
C)traits are always important.
D)a leader's style is flexible.

Question 50

Behavioural theories emphasise training individuals to be leaders.

Question 51

The leader designated as high on initiating structure tends to structure the role of subordinates more clearly.

Question 52

The most comprehensive and replicated of the trait theories resulted from research that began at Ohio State University.

Question 53

Discuss the two dimensions of leadership described in the Ohio State studies.

Question 54

Three situational criteria identified in the Fiedler model are:

A)charisma,influence and leader-member relations.
B)leader-member relations,task structure and position power.
C)task structure,leader-member relations and group conflict.
D)job requirements,position power and leadership ability.

Question 55

Your supervisor has been studying leadership and has described so many theories to you that you are really confused.You ask him to explain the similarities of the many theories so that you can understand the relationship between them. Which theoretical framework is comparable to employee-oriented leadership?

A)initiating structure
B)directive
C)consideration
D)all of the above

Question 56

Which of the following is NOT a contingency theory?

A)path-goal theory
B)University of Ohio studies
C)the Fiedler model
D)situational leadership theory

Question 57

If you described your least preferred co-worker in relatively positive terms,then you are:

A)task-oriented.
B)technical-oriented.
C)humanistic.
D)relationship-oriented.

Question 58

If behavioural theories of leadership are valid,individuals can be trained to be leaders.

Question 59

Discuss the contribution of the behavioural theories of leadership.

Question 60

Initiating structure is described as the extent to which a person is likely to have job relationships that are characterised by mutual trust,respect for employees' ideas and regard for their feelings.

Question 61

Which model represents the theory that effective leadership depends upon a proper match between a leader's style of interacting with subordinates and the degree to which the situation gives control and influence to the leader?

A)Fiedler contingency model
B)Hersey and Blanchard's situational theory
C)Leader-member exchange theory
D)Situational leadership theory

Question 62

Path-goal theory predicts all of the following EXCEPT:

A)directive leadership yields greater satisfaction when tasks are ambiguous or stressful.
B)supportive leadership results in high performance and satisfaction when employees are performing structured tasks.
C)directive leadership yields greater satisfaction when tasks are highly structured.
D)directive leadership is likely to be perceived as redundant by employees with high ability or considerable experience.

Question 63

Vroom and Yetton's leadership theory could also be described as a ________ theory.

A)decision-making
B)trait
C)power
D)satisfaction

Question 64

Which theoretical framework values the way decisions are made equally with what is being decided?

A)path-goal theory
B)situational leadership theory
C)the Fiedler contingency model
D)the leader-participation model

Question 65

Which of the following is NOT a contingency dimension identified by Fiedler?

A)leader-member relations
B)task structure
C)consideration scale
D)position power

Question 66

The leadership model that extracts elements from the Ohio State leadership research is:

A)path-goal.
B)Fiedler.
C)autocratic-democratic.
D)leader-participation.

Question 67

Effective groups depend on a match between interaction and situational control according to the Fiedler contingency model.

Question 68

Fiedler's contingency models of leadership revealed variables that are complex and difficult to categorise.

Question 69

According to situational leadership theory,readiness encompasses the:

A)follower's power.
B)age of the followers.
C)leader's motivation.
D)willingness of followers.

Question 70

The Fiedler contingency model proposes that effective group performance depends upon the proper match between the leader's style and the degree to which the situation gives control to the leader.

Question 71

Fiedler's theory predicts that an individual who is considered task oriented will be most effective when the situation is:

A)moderately favourable.
B)moderately to highly unfavourable.
C)moderately to highly favourable.
D)very favourable or unfavourable.

Question 72

VARIANT Which of the following is NOT one of the leader behaviours described in path-goal theory?

A)directive
B)supportive
C)participative
D)readiness

Question 73

Fiedler labels the degree of confidence,trust,and respect subordinates have in their leader as:

A)task structure.
B)position power.
C)leader-member relations.
D)employee-oriented.

Question 74

The situational leadership theory differs from other leadership theories most clearly because it:

A)uses the leadership dimensions of task and relationship behaviours.
B)identifies specific leadership styles.
C)focuses on the followers.
D)makes leadership contingent on the situation.

Question 75

The ________ theory argues that because of time pressures,leaders establish a special relationship with a small group of their subordinates.

A)leader-member exchange
B)path-goal
C)Fiedler leadership
D)managerial grid

Question 76

According to Fiedler's contingency theory,there are only two ways to improve leadership effectiveness.What are these two ways?

A)Change the leader to fit the situation,and change the situation to fit the leader.
B)Place task-oriented leaders in high-control situations,and place relationship-oriented leaders in low-control situations.
C)Distribute position-power evenly among employees,and distribute task structure unevenly among the employees.
D)Use leader-member relations to fix the manager's behaviour,and fix the employee's behaviours.

Question 77

The leader-participation model was developed by:

A)Robert House.
B)George Graen.
C)Vroom and Yetton.
D)Fred Fiedler.

Question 78

The degree to which job assignments are arranged is classified in the Fiedler model as:

A)concern for people.
B)position power.
C)leader-member relations.
D)task structure.

Question 79

Which leadership style identified by House in path-goal theory leads to greater satisfaction when tasks are ambiguous or stressful than when they are highly structured and well laid out?

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

Question 80

Which of the following is one of the leader behaviours described in the situational leadership theory?

A)directive
B)supportive
C)participative
D)readiness