Question 1

Characteristics of subordinates or characteristics of a situation or context which acts in place of a leader so that leadership is unnecessary is known as:

Accepted Answer

A) Empowerment 
B) Initiating structure 
C) Consideration 
D) A leader substitute 
E) Referent power 
A) Empowerment 
B) Initiating structure 
C) Consideration 
D) A leader substitute 
E) Referent power

Question 2

Charismatic leaders stimulate subordinates intellectually and show developmental consideration towards them.

Accepted Answer

A) True 
 B)False

Question 3

Which of the following traits helps managers influence their subordinates to achieve organizational goals?

Accepted Answer

A) Self-confidence 
B) High energy 
C) Intelligence 
D) Integrity 
E) Dominance 
A) Self-confidence 
B) High energy 
C) Intelligence 
D) Integrity 
E) Dominance

Question 4

Leadership is the process by which a person exerts influence over other people and inspires,motivates,and directs their activities to help achieve group or organizational goals.

Accepted Answer

A) True 
 B)False

Question 5

According to Fiedler,when task structure is ________,the situation is favourable for leading and when task structure is ________,the situation is unfavourable for leading.

Accepted Answer

A) high; low 
B) high; high 
C) low; low 
D) low; high 
E) moderate; moderate 
A) high; low 
B) high; high 
C) low; low 
D) low; high 
E) moderate; moderate

Question 6

Which of the following traits helps managers understand complex problems and issues?

Accepted Answer

A) Self-confidence 
B) High energy 
C) Intelligence 
D) Integrity 
E) Dominance 
A) Self-confidence 
B) High energy 
C) Intelligence 
D) Integrity 
E) Dominance

Question 7

According to Fiedler,the extent to which subordinates trust and are loyal to their leader is known as:

Accepted Answer

A) Empowerment relations 
B) Task-oriented relations 
C) Leader-member relations 
D) Initiating structure relations 
E) Position power relations 
A) Empowerment relations 
B) Task-oriented relations 
C) Leader-member relations 
D) Initiating structure relations 
E) Position power relations

Question 8

Condi and George both work for the same employer.Condi just started and isn't quite sure how she should complete the tasks that are being asked of her,but she is very motivated to do a good job.George,on the other hand,knows the ropes but is unenthusiastic about doing the work.According to Hersey and Blanchard's situational leadership theory,what leadership style would be appropriate to use with George?

Accepted Answer

A) Delegating 
B) Participating 
C) Selling 
D) Telling 
E) Directing 
A) Delegating 
B) Participating 
C) Selling 
D) Telling 
E) Directing

Question 9

According to Fiedler,leaders whose primary concern is to ensure that subordinates perform at a high level are relationship-oriented leaders.

Accepted Answer

A) True 
 B)False

Question 10

Leaders who guide their subordinates toward expected goals with no expectations of exceeding those goals are known as transformational leaders.

Accepted Answer

A) True 
 B)False

Question 11

A contingency model of leadership,which focuses on the followers' readiness,is known as path-goal theory.

Accepted Answer

A) True 
 B)False

Question 12

Power that comes from subordinates' and coworkers' respect,admiration,and loyalty is known as:

Accepted Answer

A) Reward power 
B) Coercive power 
C) Legitimate power 
D) Expert power 
E) Referent power 
A) Reward power 
B) Coercive power 
C) Legitimate power 
D) Expert power 
E) Referent power

Question 13

The ability of a manager to punish others is known as:

Accepted Answer

A) Reward power 
B) Coercive power 
C) Legitimate power 
D) Expert power 
E) Referent power 
A) Reward power 
B) Coercive power 
C) Legitimate power 
D) Expert power 
E) Referent power

Question 14

When a manager degrades a subordinate,this is an example of expert power.

Accepted Answer

A) True 
 B)False

Question 15

According to the path-goal theory,the following is NOT one of the behaviours that leaders can engage in to motivate subordinates:

Accepted Answer

A) Achievement-oriented behaviours 
B) Participative behaviours 
C) Directive behaviours 
D) Supportive behaviours 
E) Task-oriented behaviours 
A) Achievement-oriented behaviours 
B) Participative behaviours 
C) Directive behaviours 
D) Supportive behaviours 
E) Task-oriented behaviours

Question 16

Managers who tend to rely on coercive forms of power tend to be effective.

Accepted Answer

A) True 
 B)False

Question 17

The authority that a manager has by virtue of his or her position in an organization's hierarchy is known as:

Accepted Answer

A) Reward power 
B) Coercive power 
C) Legitimate power 
D) Expert power 
E) Referent power 
A) Reward power 
B) Coercive power 
C) Legitimate power 
D) Expert power 
E) Referent power

Question 18

Which of the following traits helps managers deal with the many issues they face?

Accepted Answer

A) Self-confidence 
B) High energy 
C) Intelligence 
D) Integrity 
E) Dominance 
A) Self-confidence 
B) High energy 
C) Intelligence 
D) Integrity 
E) Dominance

Question 19

Canadian and U.S.organizations tend to have a shorter-term profit horizon than the Japanese.

Accepted Answer

A) True 
 B)False

Question 20

________ behaviours can be particularly effective when subordinates' support of a decision is required.

Accepted Answer

A) Task-oriented 
B) Supportive 
C) Participative 
D) Achievement-oriented 
E) Directive 
A) Task-oriented 
B) Supportive 
C) Participative 
D) Achievement-oriented 
E) Directive

Characteristics of subordinates or characteristics of a situation or context which acts in place of a leader so that leadership is unnecessary is known as:

Charismatic leaders stimulate subordinates intellectually and show developmental consideration towards them.

Which of the following traits helps managers influence their subordinates to achieve organizational goals?

Leadership is the process by which a person exerts influence over other people and inspires,motivates,and directs their activities to help achieve group or organizational goals.

According to Fiedler,when task structure is ,the situation is favourable for leading and when task structure is ,the situation is unfavourable for leading.

Which of the following traits helps managers understand complex problems and issues?

According to Fiedler,the extent to which subordinates trust and are loyal to their leader is known as:

According to Fiedler,leaders whose primary concern is to ensure that subordinates perform at a high level are relationship-oriented leaders.

Leaders who guide their subordinates toward expected goals with no expectations of exceeding those goals are known as transformational leaders.

A contingency model of leadership,which focuses on the followers' readiness,is known as path-goal theory.

Power that comes from subordinates' and coworkers' respect,admiration,and loyalty is known as:

The ability of a manager to punish others is known as:

When a manager degrades a subordinate,this is an example of expert power.

According to the path-goal theory,the following is NOT one of the behaviours that leaders can engage in to motivate subordinates:

Managers who tend to rely on coercive forms of power tend to be effective.

The authority that a manager has by virtue of his or her position in an organization's hierarchy is known as:

Which of the following traits helps managers deal with the many issues they face?

Canadian and U.S.organizations tend to have a shorter-term profit horizon than the Japanese.

________ behaviours can be particularly effective when subordinates' support of a decision is required.

Managers and Managing

Managing the Organizational Environment

Managing Decision Making

Managing Planning and Strategy

Managing Organizational Structure

Managing Communication and Information Technology IT

Managing Human Resources

Managing Motivation

Managing Teams

Managing Control and Operations

Managing Change

Filters

Exam 9: Managing Leadership

Characteristics of subordinates or characteristics of a situation or context which acts in place of a leader so that leadership is unnecessary is known as:

Charismatic leaders stimulate subordinates intellectually and show developmental consideration towards them.

Which of the following traits helps managers influence their subordinates to achieve organizational goals?

Leadership is the process by which a person exerts influence over other people and inspires,motivates,and directs their activities to help achieve group or organizational goals.

According to Fiedler,when task structure is ________,the situation is favourable for leading and when task structure is ________,the situation is unfavourable for leading.

Which of the following traits helps managers understand complex problems and issues?

According to Fiedler,the extent to which subordinates trust and are loyal to their leader is known as:

According to Fiedler,leaders whose primary concern is to ensure that subordinates perform at a high level are relationship-oriented leaders.

Leaders who guide their subordinates toward expected goals with no expectations of exceeding those goals are known as transformational leaders.

A contingency model of leadership,which focuses on the followers' readiness,is known as path-goal theory.

Power that comes from subordinates' and coworkers' respect,admiration,and loyalty is known as:

The ability of a manager to punish others is known as:

When a manager degrades a subordinate,this is an example of expert power.

According to the path-goal theory,the following is NOT one of the behaviours that leaders can engage in to motivate subordinates:

Managers who tend to rely on coercive forms of power tend to be effective.

The authority that a manager has by virtue of his or her position in an organization's hierarchy is known as:

Which of the following traits helps managers deal with the many issues they face?

Canadian and U.S.organizations tend to have a shorter-term profit horizon than the Japanese.

________ behaviours can be particularly effective when subordinates' support of a decision is required.

Managers and Managing

Managing the Organizational Environment

Managing Decision Making

Managing Planning and Strategy

Managing Organizational Structure

Managing Communication and Information Technology IT

Managing Human Resources

Managing Motivation

Managing Teams

Managing Control and Operations

Managing Change

Filters

According to Fiedler,when task structure is ,the situation is favourable for leading and when task structure is ,the situation is unfavourable for leading.