Question 1

In Fiedler's contingency theory, the term ____ refers to the degree to which leaders are able to hire, fire, reward, and punish workers.

Accepted Answer

A)  situational favorableness
B)  leader-member relations
C)  task structure
D)  position power
E)  situational unfavorableness D

Question 2

People with Machiavellian personalities believe that virtually any type of behavior is acceptable if it helps satisfy needs or accomplish goals. Add that skill to someone with the ability to create strong bonds with followers and you have described a leader who is a(n)____.

Accepted Answer

A)  negative transformation leader
B)  transactional leader
C)  country club manager
D)  reactive leader
E)  unethical charismatic leader E

Question 3

Directive leadership is a leadership style in which leaders set challenging goals, have high expectations of employees, and display confidence that employees will assume responsibility and put forth extraordinary effort.

Accepted Answer

A) True 
 B)False  False

Question 4

Compare and contrast charismatic and transformational leadership. Explain why ethical transgressions are less likely among transformational leaders than they are among charismatic leaders.

Accepted Answer

The answer of Compare and contrast charismatic and transformational leadership....

Question 5

The three major situational leadership theories all assume that the effectiveness of any leadership style (the way a leader generally behaves toward followers)depends on the situation.

Accepted Answer

A) True 
 B)False

Question 6

According to an article from CIO Magazine , "Leadership grows from courage and integrity." From this opening statement, you know the article will discuss leadership from the ____.

Accepted Answer

A)  University of Michigan perspective
B)  trait theory viewpoint
C)  situational approach to leadership
D)  motivational approach to leadership
E)  Hershey and Blanchard perspective

Question 7

Fiedler's contingency theory is based on the assumption that leaders are capable of adapting and adjusting their leadership styles to fit the demands of different situations.

Accepted Answer

A) True 
 B)False

Question 8

In the trucking industry today, leaders are needed that will do more than simply manage or direct drivers, owner-operators, and the staff that supports them. These leaders need to inspire, coach, encourage, and guide. Today's leaders need to earn consensus by working as part of the team, providing resources to get the job done, then getting out of the way and letting their people perform. Today, these men and women need to be ____ leaders.

Accepted Answer

A)  Strategic
B)  Transactional
C)  Directive
D)  Autonomous
E)  job-oriented

Question 9

According to the path-goal theory of leadership, what leadership style involves being friendly and approachable to employees, showing concern for them and their welfare, treating them as equals, and creating a friendly climate.

Accepted Answer

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

Question 10

Hersey and Blanchard's situational theory is based on the idea of worker readiness.

Accepted Answer

A) True 
 B)False

Question 11

The founder and CEO of a medical products distributor, establishes ambitious goals for his employees and is confident that they will be able to achieve these goals. In terms of the path-goal theory, this founder and CEO is exhibiting a(n)____ type of leadership.

Accepted Answer

A)  participative
B)  achievement-oriented
C)  delegating
D)  empowering
E)  supportive

Question 12

To save a company from bankruptcy, its CEO told its employees that he would eliminate 53 percent of the company's mechanics and reduce the compensation of the remaining mechanics by 26 percent. In terms of the normative decision theory, Steenland ____.

Accepted Answer

A)  made consultative decisions
B)  used a telling leadership style
C)  made autocratic decisions
D)  used a selling leadership style
E)  used an adaptive leadership style

Question 13

Strategic leadership is defined as the ability to think strategically and create a strategic plan for an organization.

Accepted Answer

A) True 
 B)False

Question 14

Leaders who possess the trait of ____ are more decisive and assertive and more likely to gain others' confidence.

Accepted Answer

A)  emotional stability
B)  integrity
C)  self-confidence
D)  drive
E)  cognitive ability

Question 15

One of the differences between managers and leaders is that managers focus on visions, missions, goals, and objectives, and leaders focus solely on productivity and efficiency.

Accepted Answer

A) True 
 B)False

Question 16

Research at three universities has confirmed that two basic leader behaviors, ____ and ____, are central to successful leadership.

Accepted Answer

A)  initiating structure; consideration
B)  initiating structure; job-centered leadership
C)  employee-centered leadership; consideration
D)  concern for production; job-centered leadership
E)  autonomous; participative

Question 17

WWYD Apple CEO and cofounder Steve Jobs was synonymous with Apple. Fired from Apple in 1985, Jobs founded NeXT Computer and created Pixar Studios. Then he returned to Apple as CEO in 1995. In his absence, Apple lost billions and its share of the personal computer market dropped from 9 percent to 2 percent. Jobs saved Apple by procuring a $150 million investment from Bill Gates and Microsoft and launching the iMac, a desktop machine that became one of Apple's leading sellers. Most importantly, Jobs directed the development of Apple's new operating system, OS X, which, in combination with easy-to-use software for film and picture editing, desktop publishing, presentations, and word processing, stabilized Apple's sales and market share and put it in a financial position to eventually create the iPod and iTunes as well as the iPhone, iPad, and now iCloud. Today, its market share is growing or commanding (tablets and digital music), and its stock value is greater than Intel and Microsoft combined. But in the middle of all this success, Jobs' health became a concern. He took medical leaves in 2004 and 2009, and died in October 2011. Jobs was known for his highly demanding and influential leadership at Apple. Jobs was also famous for saying "no." "We're always thinking about new markets we could enter. But it's only by saying no," he said, "that you can concentrate on the things that are really important." Yet, despite his toughness and discipline, Jobs inspired Apple's managers, software engineers, and designers to create elegant, simple, innovative products. Jobs' charismatic leadership was clearly central to Apple's success. The challenge for Apple is how to replace a charismatic leader like Jobs.
One way to gain some insight into this issue is to examine what happened during Jobs' extended medical absences from the company. One of Apple's business partners believes that "creative tension" waned during Jobs' absences, replaced by a "play-it-safe ethos." However, during Jobs' medical leaves, Apple thrived under the leadership of Tim Cook, who was named CEO after Jobs' death. His expertise in supply chains ensured the success of such products as the iPod Nano. And like Jobs, Cook demands much of the people who work for him. Nevertheless, he needs people around him to make up for his weaknesses in creativity. According to Jez Frampton, group CEO of Interbrand, "Now the worry is the organization has to rewire itself and learn how to make decisions on its own."
While many key decisions at Apple were made by Jobs, or by Jobs and his top management team, Jobs used several approaches to bring a broader group of managers into Apple's regular decision making, a series of meetings where each day is devoted to product development, marketing, and so on. There is also the annual Top 100 retreat. The 100 are not just the "vice presidents" but include "key individual contributors" as well. They also work with a high degree of secrecy, even among Apple employees, such that when the iPod was introduced at a Top 100 meeting, only its development team knew beforehand. How critical are the Top 100 to running Apple? A former Apple executive says that, "If he [Jobs] had to recreate the company, these are the 100 people he'd bring along." That also suggests that the Top 100 would continue to work together to lead Apple in Jobs' absence.
Finally, before he passed away, Jobs hired Joel Podolny, formerly Dean of Yale's School of Management, to be vice president of human resources and create Apple University. Podolny is working with a team of business professors to write business cases about the major decisions Apple has made over the last 15 years, so that a broader group of younger managers can learn how and why Apple makes decisions. The cases, taught by Apple's top executives, cover topics such as Apple's decision to start Apple stores, or why Apple only has one factory in China that makes iPhones. According to Fortune magazine, "The goal is to expose the next layer of management to the executive team's thought process." Together, these approaches could prepare Apple without Steve Jobs given his lasting influence on management during his medical leaves. A former Apple executive says, "You can ask anyone in the company what Steve wants and you'll get an answer, even if 90 percent of them have never met Steve." Refer to WWYD Apple. Which leadership theory would best tap the creativity of Apple employees and allow leaders to best emulate the best of Jobs?

Accepted Answer

A)  trait theory
B)  leadership style theory
C)  normative decision theory
D)  charismatic succession theory
E)  Hersey & Blanchard's theory

Question 18

W. L. Gore is the company that created Gore-Tex among many other innovative products. W.L.Gore employees (known as associates)don't have titles or bosses in the traditional sense. Instead, associates make commitments to work on projects that they believe are most worthy of their time. At W.L. Gore, few leaders are appointed; leaders simply emerge as needed by the other employees or the project itself. The Gore company more than likely adheres to the ____ theory of leadership.

Accepted Answer

A)  contingency
B)  normative
C)  strategic
D)  trait
E)  visionary

Question 19

Briefly explain the difference between transformational and transactional leadership.

Accepted Answer

The answer of Briefly explain the difference between transformational and...

Question 20

Identify and define the components of visionary leadership.

Accepted Answer

The answer of Identify and define the components of visionary...

Exam 12: Leadership

In Fiedler's contingency theory, the term ____ refers to the degree to which leaders are able to hire, fire, reward, and punish workers.

People with Machiavellian personalities believe that virtually any type of behavior is acceptable if it helps satisfy needs or accomplish goals. Add that skill to someone with the ability to create strong bonds with followers and you have described a leader who is a(n) ____.

Directive leadership is a leadership style in which leaders set challenging goals, have high expectations of employees, and display confidence that employees will assume responsibility and put forth extraordinary effort.

Compare and contrast charismatic and transformational leadership. Explain why ethical transgressions are less likely among transformational leaders than they are among charismatic leaders.

The three major situational leadership theories all assume that the effectiveness of any leadership style (the way a leader generally behaves toward followers)depends on the situation.

According to an article from CIO Magazine , "Leadership grows from courage and integrity." From this opening statement, you know the article will discuss leadership from the ____.

Fiedler's contingency theory is based on the assumption that leaders are capable of adapting and adjusting their leadership styles to fit the demands of different situations.

According to the path-goal theory of leadership, what leadership style involves being friendly and approachable to employees, showing concern for them and their welfare, treating them as equals, and creating a friendly climate.

Hersey and Blanchard's situational theory is based on the idea of worker readiness.

The founder and CEO of a medical products distributor, establishes ambitious goals for his employees and is confident that they will be able to achieve these goals. In terms of the path-goal theory, this founder and CEO is exhibiting a(n) ____ type of leadership.

To save a company from bankruptcy, its CEO told its employees that he would eliminate 53 percent of the company's mechanics and reduce the compensation of the remaining mechanics by 26 percent. In terms of the normative decision theory, Steenland ____.

Strategic leadership is defined as the ability to think strategically and create a strategic plan for an organization.

Leaders who possess the trait of ____ are more decisive and assertive and more likely to gain others' confidence.

One of the differences between managers and leaders is that managers focus on visions, missions, goals, and objectives, and leaders focus solely on productivity and efficiency.

Research at three universities has confirmed that two basic leader behaviors, and , are central to successful leadership.

Briefly explain the difference between transformational and transactional leadership.

Identify and define the components of visionary leadership.