Management 13e, Global Edition (Robbins) - Chapter 17 Past Paper PDF

Management, 13e, Global Edition (Robbins) Chapter 17 Being an Effective Leader 1) Persons who are able to influence others and who possess managerial authority are termed ________. A) entrepreneurs B) leaders C) managers D) visionaries Answer: B Diff: 2 AACSB: Reflective thinking Learning Obj.: LO...

Management, 13e, Global Edition (Robbins) Chapter 17 Being an Effective Leader 1) Persons who are able to influence others and who possess managerial authority are termed ________. A) entrepreneurs B) leaders C) managers D) visionaries Answer: B Diff: 2 AACSB: Reflective thinking Learning Obj.: LO 17.1: Define leader and leadership Classification: Concept 2) An important aspect of leadership is influencing a group to achieve its goals. Answer: TRUE Diff: 1 AACSB: Reflective thinking Learning Obj.: LO 17.1: Define leader and leadership Classification: Concept 3) Early research on leadership traits ________. A) sought to prove that charisma was an essential trait of leadership B) focused on behavioral traits rather than physical traits of a leader C) found consistent and unique traits that would apply to all effective leaders D) focused on characteristics that might differentiate leaders from nonleaders Answer: D Diff: 3 AACSB: Reflective thinking Learning Obj.: LO 17.2: Compare and contrast early theories of leadership Classification: Concept 4) In her speech the previous day, the new CEO had discussed his experience in the industry and his education. Carrie thought that the new CEO would do a great job given these characteristics, coupled with his good oratory skills and the fact that he just looked like a CEO. Carrie realized that she had been judging the new CEO in a manner consistent with the ________ theories of leadership. A) trait B) behavioral C) contingency D) situational Answer: A Diff: 2 AACSB: Application of knowledge Learning Obj.: LO 17.2: Compare and contrast early theories of leadership Classification: Application 1 Copyright © 2016 Pearson Education, Ltd. 5) Trait theory ignores ________. A) physical traits of leaders B) the aspects of honesty and integrity C) the interactions of leaders and their group members as well as situational factors D) the fact that leaders should be able to create visions and solve problems Answer: C Diff: 2 AACSB: Reflective thinking Learning Obj.: LO 17.2: Compare and contrast early theories of leadership Classification: Concept 6) Which of the following describes the leadership style in which a leader tends to centralize authority, dictate work methods, make unilateral decisions, and limit employee participation? A) authoritarian style B) autocratic style C) democratic style D) laissez-faire style Answer: B Diff: 2 AACSB: Reflective thinking Learning Obj.: LO 17.2: Compare and contrast early theories of leadership Classification: Concept 7) In working with his employees, Carlos involves them in decision making and encourages them to participate in deciding their work methods and goals. Carlos's leadership style can best be described as ________. A) autocratic B) laissez-faire C) democratic D) participative Answer: C Diff: 2 AACSB: Application of knowledge Learning Obj.: LO 17.2: Compare and contrast early theories of leadership Classification: Application 2 Copyright © 2016 Pearson Education, Ltd. 8) Bernard expects his employees to "check their brains at the door." He does all the thinking, makes all the decisions, and issues commands to his subordinates. Bernard uses the ________ style of leadership. A) autocratic B) authoritarian C) democratic D) laissez-faire Answer: A Diff: 2 AACSB: Application of knowledge Learning Obj.: LO 17.2: Compare and contrast early theories of leadership Classification: Application 9) The ________ style of leadership describes a leader who tends to involve employees in decision making, delegate authority, encourage participation in deciding work methods and goals, and use feedback as an opportunity for coaching employees. A) participative B) autocratic C) democratic D) laissez-faire Answer: C Diff: 2 AACSB: Reflective thinking Learning Obj.: LO 17.2: Compare and contrast early theories of leadership Classification: Concept 10) Barbara solicits input from her subordinates before making decisions that will affect them. She often praises them for good work and gently offers suggestions to improve their performance. Barbara uses the ________ style of leadership. A) autocratic B) participative C) democratic D) supportive Answer: B Diff: 3 AACSB: Application of knowledge Learning Obj.: LO 17.2: Compare and contrast early theories of leadership Classification: Application 3 Copyright © 2016 Pearson Education, Ltd. 11) Which of the following describes the leadership style in which the leader generally gives the group complete freedom to make decisions and complete the work in whatever way it sees fit? A) facilitative style B) delegative style C) democratic style D) laissez-faire style Answer: D Diff: 2 AACSB: Reflective thinking Learning Obj.: LO 17.2: Compare and contrast early theories of leadership Classification: Concept 12) Connie sees her role as someone who provides direction and resources for her team then gets out of their way and lets them do their work however they think best. Connie uses the ________ style of leadership. A) autocratic B) participative C) facilitative D) laissez-faire Answer: D Diff: 3 AACSB: Application of knowledge Learning Obj.: LO 17.2: Compare and contrast early theories of leadership Classification: Application 13) According to the University of Iowa behavioral studies, group members' satisfaction levels were generally ________. A) higher under a supportive leader in the long run B) improved when the leader was production oriented C) maintained when the leader was directive in the short run D) higher under a democratic leader than under an autocratic one Answer: D Diff: 3 AACSB: Reflective thinking Learning Obj.: LO 17.2: Compare and contrast early theories of leadership Classification: Concept 4 Copyright © 2016 Pearson Education, Ltd. 14) When employee satisfaction is measured, employees seemed to be more satisfied under a(n) ________ leadership style than under a(n) ________ one. A) laissez-faire; participative B) supportive; laissez-faire C) democratic; directive D) democratic; autocratic Answer: D Diff: 3 AACSB: Reflective thinking Learning Obj.: LO 17.2: Compare and contrast early theories of leadership Classification: Concept 15) According to the Ohio State studies, ________ refers to the extent to which a leader is likely to define and shape his or her role and the roles of group members in the search for goal attainment. A) people orientation B) production orientation C) initiating structure D) consideration Answer: C Diff: 2 AACSB: Reflective thinking Learning Obj.: LO 17.2: Compare and contrast early theories of leadership Classification: Concept 16) According to the Ohio State studies, the ________ dimension of leader behavior is defined as the extent to which a leader has job relationships characterized by mutual trust and respect for group members' ideas and feelings. A) relationship management B) consideration C) people orientation D) integrity Answer: B Diff: 2 AACSB: Reflective thinking Learning Obj.: LO 17.2: Compare and contrast early theories of leadership Classification: Concept 5 Copyright © 2016 Pearson Education, Ltd. 17) Susan has a reputation of being fair, helpful, and understanding. She even helped her subordinate overcome a personal crisis. Which of the following dimensions of leadership is Susan displaying here? A) consideration B) initiating structure C) employee orientation D) task orientation Answer: A Diff: 2 AACSB: Application of knowledge Learning Obj.: LO 17.2: Compare and contrast early theories of leadership Classification: Application 18) The managerial grid used the behavioral dimensions "concern for people" and ________ and evaluated a leader's use of these behaviors, ranking them on a scale from 1 (low) to 9 (high). A) "concern for integrity" B) "concern for profit" C) "concern for environment" D) "concern for production" Answer: D Diff: 2 AACSB: Reflective thinking Learning Obj.: LO 17.2: Compare and contrast early theories of leadership Classification: Concept 19) Despite the best efforts of researchers, it proved impossible to identify one set of traits that would always differentiate leaders from nonleaders. Answer: TRUE Diff: 1 AACSB: Reflective thinking Learning Obj.: LO 17.2: Compare and contrast early theories of leadership Classification: Concept 20) Effective leaders do not need a high degree of knowledge about the company, industry, and technical matters. Answer: FALSE Diff: 1 AACSB: Reflective thinking Learning Obj.: LO 17.2: Compare and contrast early theories of leadership Classification: Concept 6 Copyright © 2016 Pearson Education, Ltd. 21) Cognitive theories are leadership theories that identified behaviors that differentiated effective leaders from ineffective leaders. Answer: FALSE Diff: 2 AACSB: Reflective thinking Learning Obj.: LO 17.2: Compare and contrast early theories of leadership Classification: Concept 22) According to the University of Michigan studies, leaders who are production oriented are described as emphasizing interpersonal relationships and as taking a personal interest in the needs of their followers. Answer: FALSE Diff: 2 AACSB: Reflective thinking Learning Obj.: LO 17.2: Compare and contrast early theories of leadership Classification: Concept 23) The managerial grid only provides a framework for conceptualizing leadership style. Answer: TRUE Diff: 1 AACSB: Reflective thinking Learning Obj.: LO 17.2: Compare and contrast early theories of leadership Classification: Concept 7 Copyright © 2016 Pearson Education, Ltd. 24) In a short essay, identify four traits associated with leadership and give an example of each. Answer: a. Drive – leaders exhibit a high effort level. They have a relatively high desire for achievement; they are ambitious; they have a lot of energy; they are tirelessly persistent in their activities; and they show initiative. Bill Gates built Microsoft into a successful corporation. b. Desire to lead – leaders have a strong desire to influence and lead others. They demonstrate the willingness to take responsibility. Managers seeking promotions generally have a desire to lead. c. Honesty and integrity – leaders build trusting relationships between themselves and followers by being truthful or non-deceitful and by showing high consistency between word and deed. Sherron Watkins blew the whistle on Enron. d. Self-confidence – followers look to leaders for an absence of self-doubt. Leaders, therefore, need to show self-confidence in order to convince followers of the rightness of their goals and decisions. Steve Jobs had confidence in himself and his employees. e. Intelligence – leaders need to be intelligent enough to gather, synthesize, and interpret large amounts of information, and they need to be able to create visions, solve problems, and make correct decisions. Jack Welch of GE was a very intelligent man. f. Job-relevant knowledge – effective leaders have a high degree of knowledge about the company, industry, and technical matters. In-depth knowledge allows leaders to make well-informed decisions and to understand the implications of those decisions. Steve Jobs knew the electronics industry and market very well. g. Extraversion – leaders are energetic, lively people. They are sociable, assertive, and rarely silent or withdrawn. Herb Kelleher of Southwest Airlines was extraverted. h. Proneness to guilt – guilt proneness is positively related to leadership effectiveness because it produces a strong sense of responsibility for others. Mary Barra of General Motors has accepted corporate guilt for the poor quality of GM cars amid numerous recalls. Diff: 3 AACSB: Reflective thinking; Written and oral communication Learning Obj.: LO 17.2: Compare and contrast early theories of leadership Classification: Concept 8 Copyright © 2016 Pearson Education, Ltd. 25) In a short essay, contrast the three major behavior studies on leadership. Answer: a. The University of Iowa studies explored three leadership styles. The autocratic style leader tends to centralize authority, dictate work methods, make unilateral decisions, and limit employee participation. The democratic style leader tends to involve employees in decision making, delegate authority, encourage participation in deciding work methods and goals, and use feedback as teaching moments. The laissez-faire style leader gives the group complete freedom to make decisions and complete the work in whatever way it sees fit. The research of Lewin and his associates seemed to indicate that the democratic style contributed to both good quantity and quality of work. b. The Ohio State studies identified two dimensions of leader behavior. Initiating structure is the extent to which a leader defined and structured his role and the roles of group members in the search for goal attainment, including behavior that involved attempts to organize work, work relationships, and goals. Consideration is the extent to which a leader has job relationships characterized by mutual trust and respect for group members' ideas and feelings. A leader who was high in consideration helped group members with personal problems, was friendly and approachable, and treated all group members as equals. He showed concern for his followers' comfort, well-being, status, and satisfaction. c. University of Michigan researchers came up with two dimensions of leadership behavior. Employee oriented leaders emphasized interpersonal relationships, took a personal interest in their followers, and accepted individual differences among group members. The production oriented leaders tended to emphasize the technical aspects of the job, were concerned mainly with accomplishing their group's tasks, and regarded group members as a means to that end. The researchers concluded leaders who were employee oriented were associated with high group productivity and high job satisfaction. Diff: 3 AACSB: Reflective thinking; Written and oral communication Learning Obj.: LO 17.2: Compare and contrast early theories of leadership Classification: Concept 26) To measure a leader's style, Fiedler developed the ________. A) contingency grid B) situational leadership theory C) managerial grid D) least-preferred co-worker questionnaire Answer: D Diff: 2 AACSB: Reflective thinking Learning Obj.: LO 17.3: Describe the three major contingency theories of leadership Classification: Concept 9 Copyright © 2016 Pearson Education, Ltd. 27) The ________ model proposed that effective group performance depended upon the proper match between the leader's style of interacting with his or her followers and the degree to which the situation allowed the leader to control and influence. A) Fiedler contingency B) situational leadership C) University of Michigan D) path-goal Answer: A Diff: 2 AACSB: Reflective thinking Learning Obj.: LO 17.3: Describe the three major contingency theories of leadership Classification: Concept 28) Fiedler would expect that the best leadership style was a function of ________. A) leader-member relations, task structure, and position power B) formal authority, production orientation, and consideration C) chain of command, relationships, and power D) situation, personality of leader, and readiness of employees Answer: A Diff: 3 AACSB: Reflective thinking Learning Obj.: LO 17.3: Describe the three major contingency theories of leadership Classification: Concept 29) Fiedler's dimension termed ________ is the degree of confidence, trust, and respect subordinates have for their leader. A) leader-member relations B) position power C) task structure D) leader-member exchange Answer: A Diff: 2 AACSB: Reflective thinking Learning Obj.: LO 17.3: Describe the three major contingency theories of leadership Classification: Concept 30) The degree to which the job assignments are formalized and proceduralized is the ________ contingency dimension identified by Fiedler. A) position power B) initiating structure C) task structure D) organizational structure Answer: C Diff: 3 AACSB: Reflective thinking Learning Obj.: LO 17.3: Describe the three major contingency theories of leadership Classification: Concept 10 Copyright © 2016 Pearson Education, Ltd. 31) Fiedler's term ________ refers to the degree of influence a leader has over power-based activities. A) leader-member relations B) position power C) responsibility D) task structure Answer: B Diff: 1 AACSB: Reflective thinking Learning Obj.: LO 17.3: Describe the three major contingency theories of leadership Classification: Concept 32) Fiedler assumed a person's leadership style was ________. A) contingent upon the situation B) relatively flexible C) democratic D) fixed Answer: D Diff: 1 AACSB: Reflective thinking Learning Obj.: LO 17.3: Describe the three major contingency theories of leadership Classification: Concept 33) Research by Fiedler uncovered three contingency dimensions that define the key ________. A) situational factors for determining leader effectiveness B) follower factors for determining leader effectiveness C) leader behavior factors for determining leader effectiveness D) situational factors for determining follower effectiveness Answer: A Diff: 3 AACSB: Reflective thinking Learning Obj.: LO 17.3: Describe the three major contingency theories of leadership Classification: Concept 34) Reviews of the major studies undertaken to test the overall validity of Fiedler's model have shown ________. A) considerable evidence to refute the model B) mixed results with some studies supporting the model and others refuting it. C) support for only part of the model D) considerable evidence to support the model Answer: D Diff: 3 AACSB: Reflective thinking Learning Obj.: LO 17.3: Describe the three major contingency theories of leadership Classification: Concept 11 Copyright © 2016 Pearson Education, Ltd. 35) Jack emphasizes to his people that the work must be done, regardless of circumstances, and encourages his employees to meet their sales quotas. He is generally liked, but because sales are unstructured, sometimes his employees resent his rather heavy-handed approach. Fiedler's contingency model would classify Jack as ________ oriented. A) employee B) organization C) task D) relationship Answer: C Diff: 2 AACSB: Application of knowledge Learning Obj.: LO 17.3: Describe the three major contingency theories of leadership Classification: Application 36) Jill has tried hard to build a good rapport with her employees and knows each of their families. She encourages her employees to work hard, but to be certain to take time out for themselves and their families. Fiedler's contingency model would classify Jill as ________ oriented. A) production B) consideration C) task D) relationship Answer: D Diff: 3 AACSB: Application of knowledge Learning Obj.: LO 17.3: Describe the three major contingency theories of leadership Classification: Application 37) The ________ theory is a contingency theory that focuses on followers' readiness. A) adaptive leadership B) situational leadership C) adjustable leadership D) facilitative leadership Answer: B Diff: 2 AACSB: Reflective thinking Learning Obj.: LO 17.3: Describe the three major contingency theories of leadership Classification: Concept 12 Copyright © 2016 Pearson Education, Ltd. 38) According to Hersey and Blanchard, a high task-low relationship situation calls for the ________ leadership style. A) delegating B) telling C) participating D) selling Answer: B Diff: 1 AACSB: Reflective thinking Learning Obj.: LO 17.3: Describe the three major contingency theories of leadership Classification: Concept 39) Which of the following leadership styles describes a leader who provides both directive and supportive behavior? A) telling B) selling C) participating D) delegating Answer: B Diff: 1 AACSB: Reflective thinking Learning Obj.: LO 17.3: Describe the three major contingency theories of leadership Classification: Concept 40) Chuck manages the front-end crew at a fast food restaurant. For most of his crew, this is their first job so they have very few job skills but also seem reluctant to perform. In this situation, Chuck should use the ________ style. A) telling B) selling C) participating D) delegating Answer: A Diff: 2 AACSB: Application of knowledge Learning Obj.: LO 17.3: Describe the three major contingency theories of leadership Classification: Application 13 Copyright © 2016 Pearson Education, Ltd. 41) Don has been on the job only a few days. He still has a lot to learn but pays close attention whenever his job coach gives him tips. The best style for the job coach to use is ________. A) telling B) selling C) participating D) delegating Answer: B Diff: 3 AACSB: Application of knowledge Learning Obj.: LO 17.3: Describe the three major contingency theories of leadership Classification: Application 42) Jeremy is not in the habit of deciding everything on his own. He involves his team in the decision-making process as much as possible. He believes in communicating clearly and is always ready to help his team to get the best out of them. Jeremy's leadership style will be classified as which of the following? A) telling B) selling C) participating D) delegating Answer: C Diff: 2 AACSB: Application of knowledge Learning Obj.: LO 17.3: Describe the three major contingency theories of leadership Classification: Application 43) Which of the following leadership styles describes a leader who provides little direction or support? A) telling B) selling C) participating D) delegating Answer: D Diff: 1 AACSB: Reflective thinking Learning Obj.: LO 17.3: Describe the three major contingency theories of leadership Classification: Concept 14 Copyright © 2016 Pearson Education, Ltd. 44) Which leadership theory believes that a leader's job is to assist followers in attaining their goals and to ensure that their goals are compatible with the goals of the group or organization? A) Fiedler's Theory B) Management by Objective C) Leader Participation Model D) Path-Goal Theory Answer: D Diff: 2 AACSB: Reflective thinking Learning Obj.: LO 17.3: Describe the three major contingency theories of leadership Classification: Concept 45) According to the path-goal theory, a leader who lets subordinates know what's expected of them, schedules work to be done, and gives specific guidance as to how to accomplish tasks is termed ________. A) directive B) achievement oriented C) participative D) supportive Answer: A Diff: 2 AACSB: Reflective thinking Learning Obj.: LO 17.3: Describe the three major contingency theories of leadership Classification: Concept 46) According to the path-goal theory, a manager who consults with subordinates and uses their suggestions exhibits what type of leadership behavior? A) directive B) achievement oriented C) participative D) supportive Answer: C Diff: 1 AACSB: Reflective thinking Learning Obj.: LO 17.3: Describe the three major contingency theories of leadership Classification: Concept 15 Copyright © 2016 Pearson Education, Ltd. 47) According to the path-goal theory, a leader who is friendly and shows concern for the needs of subordinates is termed ________. A) directive B) achievement oriented C) participative D) supportive Answer: D Diff: 1 AACSB: Reflective thinking Learning Obj.: LO 17.3: Describe the three major contingency theories of leadership Classification: Concept 48) Alex was classified as an achievement oriented leader by his team. Which of the following would describe Alex's leadership style best? A) He lets subordinates know what's expected of them, schedules work to be done, and gives specific guidance on how to accomplish tasks. B) He shows concern for the needs of his subordinates and is friendly. C) He sets challenging goals and expects subordinates to perform at their highest level. D) He consults with subordinates and uses their suggestions before making a decision. Answer: C Diff: 3 AACSB: Application of knowledge Learning Obj.: LO 17.3: Describe the three major contingency theories of leadership Classification: Application 49) Brooke has decided that the appropriate leadership style would be to show friendliness and concern for the needs of her subordinates. According to the path-goal model, she wishes to be a(n) ________ leader. A) relationship-oriented B) participative C) supportive D) considerate Answer: C Diff: 3 AACSB: Reflective thinking Learning Obj.: LO 17.3: Describe the three major contingency theories of leadership Classification: Concept 16 Copyright © 2016 Pearson Education, Ltd. 50) The path-goal theory is a(n) ________ model of leadership that extracts key elements from the expectancy theory of motivation. A) fixed B) alternative C) contingency D) untested Answer: C Diff: 2 AACSB: Reflective thinking Learning Obj.: LO 17.3: Describe the three major contingency theories of leadership Classification: Concept 51) Eddie generally lets subordinates know what's expected of them, schedules work to be done, and gives specific guidance on how to accomplish tasks. He would be termed a(n) ________ leader. A) high-structure B) situational C) supportive D) directive Answer: D Diff: 3 AACSB: Application of knowledge Learning Obj.: LO 17.3: Describe the three major contingency theories of leadership Classification: Application 52) Which of the following would support Evelyn's attempt at becoming a participative leader? A) She lets subordinates know what's expected of them, schedules work to be done, and gives specific guidance as to how to accomplish tasks. B) She is friendly and shows concern for the needs of subordinates. C) She consults her subordinates and uses their suggestions before making a decision. D) She sets challenging goals and expects subordinates to perform at their highest level. Answer: C Diff: 2 AACSB: Application of knowledge Learning Obj.: LO 17.3: Describe the three major contingency theories of leadership Classification: Application 17 Copyright © 2016 Pearson Education, Ltd. 53) Lately Farrah has been setting challenging goals and expecting subordinates to perform at their highest level. According to the path-goal model, she is acting as a(n) ________ leader. A) achievement-oriented B) high structure C) production-oriented D) high task Answer: A Diff: 3 AACSB: Application of knowledge Learning Obj.: LO 17.3: Describe the three major contingency theories of leadership Classification: Application 54) When Fred recently met with the employees to let them know the product schedules and what he expected of them, he displayed which of the following leadership styles? A) directive B) supportive C) participative D) achievement-oriented Answer: A Diff: 2 AACSB: Application of knowledge Learning Obj.: LO 17.3: Describe the three major contingency theories of leadership Classification: Application 55) Which of the following is included in the class of contingency variables termed "environment" by the path-goal theory? A) task structure and formal authority system B) locus of control and experience C) perceived ability D) employee satisfaction Answer: A Diff: 2 AACSB: Reflective thinking Learning Obj.: LO 17.3: Describe the three major contingency theories of leadership Classification: Concept 56) Which of the following is included in the class of contingency variables termed "follower" by the path-goal theory? A) locus of control B) work group relationships C) employee compensation D) formal authority system Answer: A Diff: 3 AACSB: Reflective thinking Learning Obj.: LO 17.3: Describe the three major contingency theories of leadership Classification: Concept 18 Copyright © 2016 Pearson Education, Ltd. 57) According to the path-goal model, when Ginger spends time with the employees so they can see that she is friendly and has concern for them, she displays which of the following leadership styles? A) considerate B) supportive C) participative D) people-oriented Answer: B Diff: 3 AACSB: Application of knowledge Learning Obj.: LO 17.3: Describe the three major contingency theories of leadership Classification: Application 58) According to the path-goal model, when Greg consults with the employees for suggestions prior to making a decision, he displays which of the following leadership styles? A) considerate B) supportive C) participative D) democratic Answer: C Diff: 3 AACSB: Application of knowledge Learning Obj.: LO 17.3: Describe the three major contingency theories of leadership Classification: Application 59) According to the path-goal model, when Hannah meets with the employees to establish challenging goals and expectations for the next financial year, she displays which of the following leadership styles? A) task-oriented B) production-oriented C) democratic D) achievement-oriented Answer: D Diff: 3 AACSB: Application of knowledge Learning Obj.: LO 17.3: Describe the three major contingency theories of leadership Classification: Application 19 Copyright © 2016 Pearson Education, Ltd. 60) According to the path-goal theory, directive leadership will lead to higher employee satisfaction when there is ________ within a work group. A) cohesiveness B) high structure C) substantial conflict D) internal locus of control Answer: C Diff: 3 AACSB: Reflective thinking Learning Obj.: LO 17.3: Describe the three major contingency theories of leadership Classification: Concept 61) According to the path-goal theory, employee performance and leadership style are likely to be positively related when ________. A) the leader adopts a directive style when the tasks are clear and the employee has the experience and the ability to handle them B) the leader displays directive behavior at all times C) the leadership style compensates for shortcomings in either the employee or the work setting D) the leader adopts a directive style of leadership with followers who have an internal locus of control Answer: C Diff: 2 AACSB: Reflective thinking Learning Obj.: LO 17.3: Describe the three major contingency theories of leadership Classification: Concept 62) Fiedler's contingency model of leadership style proposed that effectiveness depends on the ability and willingness of the subordinates. Answer: FALSE Diff: 2 AACSB: Reflective thinking Learning Obj.: LO 17.3: Describe the three major contingency theories of leadership Classification: Concept 63) The least-preferred coworker questionnaire measures whether a leader is task or relationship oriented. Answer: TRUE Diff: 2 AACSB: Reflective thinking Learning Obj.: LO 17.3: Describe the three major contingency theories of leadership Classification: Concept 20 Copyright © 2016 Pearson Education, Ltd. 64) According to Fiedler's research, task-oriented leaders tended to perform better in situations that are very favorable to them and in situations that were very unfavorable. Answer: TRUE Diff: 2 AACSB: Reflective thinking Learning Obj.: LO 17.3: Describe the three major contingency theories of leadership Classification: Concept 65) Derek heads a team of ten research analysts in Deutsche Bank. Even though he is least impressed with Cara among all his subordinates, when asked about her work he chose to focus on her strengths rather than her weaknesses. Derek can be described as a task-oriented leader. Answer: FALSE Diff: 2 AACSB: Application of knowledge Learning Obj.: LO 17.3: Describe the three major contingency theories of leadership Classification: Application 66) According to Robert House's path-goal theory, a supportive leader lets subordinates know what's expected of them, schedules the work to be done, and gives specific guidance on how to accomplish tasks. Answer: FALSE Diff: 2 AACSB: Reflective thinking Learning Obj.: LO 17.3: Describe the three major contingency theories of leadership Classification: Concept 67) Robert House's achievement-oriented leader sets challenging goals and expects followers to perform at their highest level. Answer: TRUE Diff: 1 AACSB: Reflective thinking Learning Obj.: LO 17.3: Describe the three major contingency theories of leadership Classification: Concept 68) Robert House assumed that leaders can change leadership styles depending on the situation. Answer: TRUE Diff: 1 AACSB: Reflective thinking Learning Obj.: LO 17.3: Describe the three major contingency theories of leadership Classification: Concept 21 Copyright © 2016 Pearson Education, Ltd. 69) Path-goal theory holds that subordinates with an external locus of control will be more satisfied with a directive style. Answer: TRUE Diff: 2 AACSB: Reflective thinking Learning Obj.: LO 17.3: Describe the three major contingency theories of leadership Classification: Concept 70) Path-goal theory states that employee performance and satisfaction are likely to be positively influenced when the leader chooses a leadership style that compensates for shortcomings in either the employee or the work setting. Answer: TRUE Diff: 2 AACSB: Reflective thinking Learning Obj.: LO 17.3: Describe the three major contingency theories of leadership Classification: Concept 71) In a short essay, discuss the situational leadership theory developed by Paul Hersey and Ken Blanchard. Next, list and discuss the four specific leadership styles and the four stages of follower readiness as defined by them. Answer: The situational leadership theory is a contingency theory that focuses on followers' readiness. Hersey and Blanchard argue that successful leadership is achieved by selecting the right leadership style, which is contingent on the level of the followers' readiness. The emphasis on the followers in leadership effectiveness reflects the reality that it is the followers who accept or reject the leader. Regardless of what the leader does, effectiveness depends on the actions of his or her followers. And, readiness refers to the extent to which people have the ability and willingness to accomplish a specific task. The four specific leadership styles are as follows: a. Telling (high task–low relationship) – the leader defines roles and tells people what, how, when, and where to do various tasks. b. Selling (high task–high relationship) – the leader provides both directive and supportive behavior. c. Participating (low task–high relationship) – the leader and follower share in decision making; the main role of the leader is facilitating and communicating. d. Delegating (low task–low relationship) – the leader provides little direction or support. Diff: 3 AACSB: Reflective thinking; Written and oral communication Learning Obj.: LO 17.3: Describe the three major contingency theories of leadership Classification: Concept 22 Copyright © 2016 Pearson Education, Ltd. 72) In a short essay discuss the stages of readiness from the situational leadership theory developed by Hersey and Blanchard. Give an example for each stage. Answer: a. R1 – People are both unable and unwilling to take responsibility for doing something. They're neither competent nor confident. A person with no job skills and no desire to work falls into this state. b. R2 – People are unable but willing to do the necessary job tasks. They're motivated but currently lack the appropriate skills. This may be the teen in her first job. c. R3 – People are able but unwilling to do what the leader wants. The worker who claims "Not in my job description" is at this stage. d. R4 – People are both able and willing to do what is asked of them. These are the workers all supervisors seek – those who can and will do what is asked. Diff: 3 AACSB: Reflective thinking; Written and oral communication Learning Obj.: LO 17.3: Describe the three major contingency theories of leadership Classification: Concept 73) When Alan was promoted to the head of the sales team at Mac Software Inc., he chose three of his closest friends in the team to form the core sales group with him. Which of the following predictions would be consistent with the LMX theory? A) Such an arrangement eventually becomes unstable. B) Job satisfaction is more likely to be higher for the team members who are not a part of the core group. C) Team members who are not a part of Alan's core group are actually far more competent than his friends who form the core team. D) There will be a higher turnover among team members who are not a part of the core group. Answer: D Diff: 2 AACSB: Application of knowledge Learning Obj.: LO 17.4: Describe contemporary views of leadership Classification: Application 74) Which of the following is an accurate statement about transformational leaders? A) They are poor motivators. B) They clarify task requirements. C) They exhibit more than just charisma. D) They focus on tasks and pay little attention to followers. Answer: C Diff: 1 AACSB: Reflective thinking Learning Obj.: LO 17.4: Describe contemporary views of leadership Classification: Concept 23 Copyright © 2016 Pearson Education, Ltd. 75) Rachel's colleagues and subordinates have a very high regard for her. They know that no one can get high-quality work done the way Rachel can. She inspires her team to excel in their work, even exceeding their own expectations. What her subordinates like best about Rachel is that they are free to discuss her decisions with her, even question her once in while if they are not sure about her strategy. Which of the following best describes Rachel's leadership style? A) transactional B) charismatic C) trait D) transformational Answer: D Diff: 2 AACSB: Application of knowledge Learning Obj.: LO 17.4: Describe contemporary views of leadership Classification: Application 76) A leader, such as Bill Gates of Microsoft, who can inspire followers above their own self-interests and can have a profound effect on their performance, is known as a(n) ________. A) transactional leader B) directive leader C) informational leader D) transformational leader Answer: D Diff: 1 AACSB: Reflective thinking Learning Obj.: LO 17.4: Describe contemporary views of leadership Classification: Concept 77) The evidence supporting the superiority of transformational leadership over the transactional style is ________. A) inconclusive B) moderately supportive C) moderately negative D) overwhelmingly impressive Answer: D Diff: 1 AACSB: Reflective thinking Learning Obj.: LO 17.4: Describe contemporary views of leadership Classification: Concept 24 Copyright © 2016 Pearson Education, Ltd. 78) Evidence indicates that transformational leadership is strongly correlated with ________. A) lower turnover rates and lower levels of goal attainment and follower well-being B) lower turnover rates and higher levels of productivity and creativity C) higher turnover rates and lower levels of productivity and employee satisfaction D) higher turnover rates and higher levels of employee satisfaction and follower well-being Answer: B Diff: 1 AACSB: Reflective thinking Learning Obj.: LO 17.4: Describe contemporary views of leadership Classification: Concept 79) Joanna has a very clear idea of what she wants her team to accomplish and often works that idea into conversation with her subordinates. She uses unconventional and sometimes controversial means to achieve her ends but her subordinates know she has their backs. Joanna can be described as a(n) ________ leader. A) telling B) charismatic C) authoritative D) participative Answer: B Diff: 2 AACSB: Application of knowledge; Analytical thinking Learning Obj.: LO 17.4: Describe contemporary views of leadership Classification: Application 80) If Rhonda is a charismatic leader, which of the following characteristics is she most likely to possess? A) a strong need to be in control B) a lack of sensitivity to environmental constraints C) an external locus of control D) a willingness to take risks to achieve her vision Answer: D Diff: 2 AACSB: Application of knowledge Learning Obj.: LO 17.4: Describe contemporary views of leadership Classification: Application 25 Copyright © 2016 Pearson Education, Ltd. 81) Researchers who train individuals to use charismatic nonverbal behaviors do not recommend ________. A) leaning toward the subordinate B) avoiding eye contact C) having relaxed posture D) having animated facial expressions Answer: B Diff: 1 AACSB: Reflective thinking Learning Obj.: LO 17.4: Describe contemporary views of leadership Classification: Concept 82) ________ leadership is the ability to create and articulate a realistic, credible, and attractive vision of the future for an organization that improves on the present. A) Visionary B) Charismatic C) Trait D) Transactional Answer: A Diff: 1 AACSB: Reflective thinking Learning Obj.: LO 17.4: Describe contemporary views of leadership Classification: Concept 83) Transactional and transformational leadership are opposing approaches to getting things done. Answer: FALSE Diff: 1 AACSB: Reflective thinking Learning Obj.: LO 17.4: Describe contemporary views of leadership Classification: Concept 84) A charismatic leader is likely seen as being self-confident and influential. Answer: TRUE Diff: 1 AACSB: Reflective thinking Learning Obj.: LO 17.4: Describe contemporary views of leadership Classification: Concept 85) People working for charismatic leaders are motivated to exert extra work effort but express lower satisfaction. Answer: FALSE Diff: 2 AACSB: Reflective thinking Learning Obj.: LO 17.4: Describe contemporary views of leadership Classification: Concept 26 Copyright © 2016 Pearson Education, Ltd. 86) Charisma is an essential quality that leaders must possess to achieve high levels of employee performance. Answer: FALSE Diff: 1 AACSB: Reflective thinking Learning Obj.: LO 17.4: Describe contemporary views of leadership Classification: Concept 87) Charisma is the ability to create and articulate a realistic, credible, attractive vision of the future for any organization or organizational unit that grows out of and improves on the present. Answer: FALSE Diff: 1 AACSB: Reflective thinking Learning Obj.: LO 17.4: Describe contemporary views of leadership Classification: Concept 88) A vision should offer clear and compelling imagery that taps into people's emotions and inspires enthusiasm to pursue the organization's goals. Answer: TRUE Diff: 1 AACSB: Reflective thinking Learning Obj.: LO 17.4: Describe contemporary views of leadership Classification: Concept 89) One specific role of team leadership is that team leaders are troubleshooters. Answer: TRUE Diff: 1 AACSB: Reflective thinking Learning Obj.: LO 17.4: Describe contemporary views of leadership Classification: Concept 90) In a short essay, differentiate between transactional and transformational leaders. Answer: Transactional leaders are those who guide or motivate their followers in the direction of established goals by clarifying role and task requirements. Transformational leaders, however, pay attention to the concerns and developmental needs of individual followers. They change followers' awareness of issues by helping them look at old problems in new ways. They are able to excite, arouse, and inspire followers to put in extra effort to achieve group goals. Transformational leadership produces levels of employee effort and performance that go beyond what would occur in a transactional approach alone. Diff: 3 AACSB: Reflective thinking; Written and oral communication Learning Obj.: LO 17.4: Describe contemporary views of leadership Classification: Concept 27 Copyright © 2016 Pearson Education, Ltd. 91) All of the following are sources of leader power except ________. A) legitimate B) status C) expert D) coercive Answer: B Diff: 1 AACSB: Reflective thinking Learning Obj.: LO 17.5: Discuss contemporary issues affecting leadership Classification: Concept 92) Which of the following is the type of power a person has because of his or her position in the formal organizational hierarchy? A) legitimate power B) coercive power C) reward power D) expert power Answer: A Diff: 2 AACSB: Reflective thinking Learning Obj.: LO 17.5: Discuss contemporary issues affecting leadership Classification: Concept 93) Sam is the manager at a department store. He has 20 employees working under him who are mostly unhappy and discontented with the way he threatens them for even minor errors. Which of the following statements is likely to be true about Sam? A) Sam is a transactional leader. B) Sam is using coercive power to get the job done. C) Sam is a telling leader. D) Sam is using referent power to get the job done. Answer: B Diff: 1 AACSB: Application of knowledge Learning Obj.: LO 17.5: Discuss contemporary issues affecting leadership Classification: Application 94) Tamera is the person employees go to when disciplinary action is necessary. Tamera holds ________ power. A) legitimate B) coercive C) reward D) expert Answer: B Diff: 2 AACSB: Application of knowledge Learning Obj.: LO 17.5: Discuss contemporary issues affecting leadership Classification: Application 28 Copyright © 2016 Pearson Education, Ltd. 95) Kay is the supervisor that the employees go to for general decisions. Kay holds ________ power. A) reward B) expert C) legitimate D) coercive Answer: C Diff: 2 AACSB: Application of knowledge Learning Obj.: LO 17.5: Discuss contemporary issues affecting leadership Classification: Application 96) Clay is the person employees go to when they are to receive special recognition. Clay holds ________ power. A) reward B) legitimate C) coercive D) referent Answer: A Diff: 2 AACSB: Application of knowledge; Analytical thinking Learning Obj.: LO 17.5: Discuss contemporary issues affecting leadership Classification: Application 97) Juan is the person employees go to when knowledge of a topic was needed. Juan holds ________ power. A) legitimate B) reward C) referent D) expert Answer: D Diff: 2 AACSB: Application of knowledge Learning Obj.: LO 17.5: Discuss contemporary issues affecting leadership Classification: Application 29 Copyright © 2016 Pearson Education, Ltd. 98) Marsha is the manager at a bank, with 30 employees reporting to her. Many of her staff are extremely impressed with the way she handles her work and the people at the bank. They take pride in being associated with her team. She is not only fair and understanding, but ensures that the deserving employees are compensated well. Which two sources of power does Marsha use in this example? A) reward and referent power B) referent and coercive power C) expert and reward power D) referent and expert power Answer: A Diff: 3 AACSB: Application of knowledge Learning Obj.: LO 17.5: Discuss contemporary issues affecting leadership Classification: Application 99) Your firm's attorney has ________ power when giving legal advice. A) legitimate B) status C) expert D) coercive Answer: C Diff: 1 AACSB: Reflective thinking Learning Obj.: LO 17.5: Discuss contemporary issues affecting leadership Classification: Concept 100) ________ is the power that arises because of a person's desirable resources or personal traits. A) Expert power B) Referent power C) Reward power D) Legitimate power Answer: B Diff: 2 AACSB: Reflective thinking Learning Obj.: LO 17.5: Discuss contemporary issues affecting leadership Classification: Concept 30 Copyright © 2016 Pearson Education, Ltd. 101) When a young child emulates a professional sports star's behavior, what kind of power does the star have over the child? A) legitimate B) expert C) coercive D) referent Answer: D Diff: 2 AACSB: Application of knowledge Learning Obj.: LO 17.5: Discuss contemporary issues affecting leadership Classification: Application 102) The most dominant component of credibility is ________. A) expertise B) status C) authority D) honesty Answer: D Diff: 1 AACSB: Reflective thinking Learning Obj.: LO 17.5: Discuss contemporary issues affecting leadership Classification: Concept 103) The dimension of trust that is used to describe honesty and truthfulness is ________. A) integrity B) competence C) consistency D) loyalty Answer: A Diff: 2 AACSB: Reflective thinking Learning Obj.: LO 17.5: Discuss contemporary issues affecting leadership Classification: Concept 104) Shaun is the manager of a warehouse operated by a department store. He is trusted by his subordinates because he shares information freely, is reliable, and shows extremely good judgment while handling any type of crisis. Shaun is also known to be very protective of his staff. Which dimensions of trust is he exhibiting? A) integrity and loyalty B) competence and openness C) consistency, loyalty, and openness D) loyalty, consistency, and competence Answer: C Diff: 3 AACSB: Application of knowledge Learning Obj.: LO 17.5: Discuss contemporary issues affecting leadership Classification: Application 31 Copyright © 2016 Pearson Education, Ltd. 105) Why are more and more companies empowering nonmanagerial employees? A) Managers needs to make quick decisions. B) Organizational upsizing left many managers with smaller spans of control. C) Empowerment is appropriate for all circumstances. D) Managers must cope with increased work demands. Answer: D Diff: 1 AACSB: Reflective thinking Learning Obj.: LO 17.5: Discuss contemporary issues affecting leadership Classification: Concept 106) One general conclusion that surfaces from leadership research is that ________. A) effective leaders do not use any single style B) managers always make good team leaders C) national culture is one situational variable which in reality has a limited impact on leadership style D) women usually make better transactional leaders than men Answer: A Diff: 1 AACSB: Reflective thinking; Diverse and multicultural work environments Learning Obj.: LO 17.5: Discuss contemporary issues affecting leadership Classification: Concept 107) Legitimate power is inherent in management positions. Answer: TRUE Diff: 1 AACSB: Reflective thinking Learning Obj.: LO 17.5: Discuss contemporary issues affecting leadership Classification: Concept 108) Legitimate power and authority are one and the same. Answer: TRUE Diff: 1 AACSB: Reflective thinking Learning Obj.: LO 17.5: Discuss contemporary issues affecting leadership Classification: Concept 109) Reward power is the power that arises because of a person's desirable resources or personal traits. Answer: FALSE Diff: 2 AACSB: Reflective thinking Learning Obj.: LO 17.5: Discuss contemporary issues affecting leadership Classification: Concept 32 Copyright © 2016 Pearson Education, Ltd. 110) Credibility is the degree to which followers perceive someone as honest, competent, and able to inspire. Answer: TRUE Diff: 1 AACSB: Reflective thinking Learning Obj.: LO 17.5: Discuss contemporary issues affecting leadership Classification: Concept 111) Trust is the belief in the integrity, character, and ability of a leader. Answer: TRUE Diff: 1 AACSB: Reflective thinking Learning Obj.: LO 17.5: Discuss contemporary issues affecting leadership Classification: Concept 112) Of the five dimensions that make up the concept of trust, loyalty seems to be the most critical when someone assesses another's trustworthiness. Answer: FALSE Diff: 2 AACSB: Reflective thinking Learning Obj.: LO 17.5: Discuss contemporary issues affecting leadership Classification: Concept 33 Copyright © 2016 Pearson Education, Ltd. 113) Discuss the five sources in which leader power has been identified. Include specific examples of each source of power to support your answer. Answer: a. Legitimate power – represents the power a leader has as a result of his or her position in the organization. People in positions of authority are also likely to have reward or coercive power, but legitimate power is broader than the power to coerce and reward. b. Coercive power – the power that rests on the leader's ability to punish or control. Followers react to this power out of fear of the negative results that might occur if they did not comply. As a manager, you typically have some coercive power, such as being able to suspend or demote employees or to assign them work they find unpleasant or undesirable. c. Reward power – the power to give positive benefits or rewards. These rewards can be anything that another person values. In an organizational context, that might include money, favorable performance appraisals, promotions, interesting work assignments, friendly colleagues, and preferred work shifts or sales territories. d. Expert power – influence that's based on expertise, special skills, or knowledge. As jobs have become more specialized, managers have become increasingly dependent on staff "experts" to achieve the organization's goals. If an employee has skills, knowledge, or expertise that's critical to the operation of a work group, that person's expert power is enhanced. e. Referent power – the power that arises because of a person's desirable resources or personal traits. Referent power develops out of admiration of another and a desire to be like that person. If you admire someone to the point of modeling your behavior and attitudes after him or her, that person has referent power over you. Diff: 3 AACSB: Reflective thinking; Written and oral communication Learning Obj.: LO 17.5: Discuss contemporary issues affecting leadership Classification: Concept 34 Copyright © 2016 Pearson Education, Ltd.