Question 1

________ behaviours may be beneficial when subordinates are having difficulty completing assigned tasks.

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

Question 2

Contingency models of leadership suggest there is one 'best' set of traits or behaviours that can apply universally to all leadership situations.

Accepted Answer

A) True 
 B)False

Question 3

Path-goal theory provides manages with three guidelines for becoming an effective leader.Discuss these guidelines and give a specific example of how a manager could follow each of these guidelines when working with a subordinate.

Accepted Answer

Path-goal theory suggests that managers

Question 4

Define the five different types of power that are available to a manager.Give one example of how a manager might use each source.

Accepted Answer

The various types of power available to

Question 5

________ behaviours are often advisable when subordinates are experiencing high levels of stress.

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

Question 6

Transformational leaders motivate their subordinates to work solely for their own personal gain and benefit.

Accepted Answer

A) True 
 B)False

Question 7

Japanese managers tend to be:

Accepted Answer

A) More collectivist oriented than Canadian,U.S.,and European managers 
B) More individualist than Canadian,U.S.,and European managers 
C) More short-term profit oriented than Canadian,U.S.,and European managers 
D) Have more emotional intelligence than Canadian,U.S.,and European managers 
E) More delegative than Canadian,U.S.,and European managers 
A) More collectivist oriented than Canadian,U.S.,and European managers 
B) More individualist than Canadian,U.S.,and European managers 
C) More short-term profit oriented than Canadian,U.S.,and European managers 
D) Have more emotional intelligence than Canadian,U.S.,and European managers 
E) More delegative than Canadian,U.S.,and European managers

Question 8

When a manager tells an employee that he or she must do the manager a sexual favour or be fired,the manager is using which type of power?

Accepted Answer

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

Question 9

A manager's personal leadership style is the specific ways in which the manager chooses to plan,organize,control,and influence others.

Accepted Answer

A) True 
 B)False

Question 10

Discuss the trait and behavioural models of leadership.What are the limitations to these perspectives?

Accepted Answer

Certain traits have been associated with

Question 11

The ability of a manager to give or withhold tangible and intangible rewards is known as legitimate power.

Accepted Answer

A) True 
 B)False

Question 12

Discuss how emotional intelligence affects leadership.

Accepted Answer

Emotional intelligence is the ability to

Question 13

When a manager is asked to give advice on a subject he or she has 15 years of experience in dealing with,they are relying on expert power.

Accepted Answer

A) True 
 B)False

Question 14

Leaders engage in consideration when they show subordinates that they:

Accepted Answer

A) don't respect them 
B) are suspicious of them 
C) trust them 
D) mistrust them 
E) depend on them 
A) don't respect them 
B) are suspicious of them 
C) trust them 
D) mistrust them 
E) depend on them

Question 15

Do leadership styles vary across cultures? Discuss with reference to the degree of humanism,individualism and the focus on time horizons for profit making.

Accepted Answer

Leadership styles vary across cultures o

Question 16

Hesselbein's turnaround strategy included which of the following three important elements?

Accepted Answer

A) Create an inspiring identity,dialogue with customers and employees,add value for customers 
B) Increase information flows,be honest and realistic,add value for customers 
C) Create an inspiring identity,promote human value,increase information flows 
D) Promote human value,be honest and realistic,refocus strategy 
E) Increase efficiency,increase efficacy,increase effectiveness 
A) Create an inspiring identity,dialogue with customers and employees,add value for customers 
B) Increase information flows,be honest and realistic,add value for customers 
C) Create an inspiring identity,promote human value,increase information flows 
D) Promote human value,be honest and realistic,refocus strategy 
E) Increase efficiency,increase efficacy,increase effectiveness

Question 17

Like the trait approach,Fiedler hypothesized that personal characteristics do not influence leader effectiveness.

Accepted Answer

A) True 
 B)False

Question 18

Researchers concluded that traits alone are the key to understanding leader effectiveness.

Accepted Answer

A) True 
 B)False

Question 19

Transformational leadership,charismatic leadership,and turnaround leadership have the common element of being able to envision how an organization could be and being able to articulate it to followers in a way that inspires them to be part of the change that is needed.

Accepted Answer

A) True 
 B)False

Question 20

Hersey and Blanchard's situational leadership theory (SL)suggests that the leader-follower relationship is like that of a parent and a child.

Accepted Answer

A) True 
 B)False

________ behaviours may be beneficial when subordinates are having difficulty completing assigned tasks.

Contingency models of leadership suggest there is one 'best' set of traits or behaviours that can apply universally to all leadership situations.

Path-goal theory provides manages with three guidelines for becoming an effective leader.Discuss these guidelines and give a specific example of how a manager could follow each of these guidelines when working with a subordinate.

Define the five different types of power that are available to a manager.Give one example of how a manager might use each source.

________ behaviours are often advisable when subordinates are experiencing high levels of stress.

Transformational leaders motivate their subordinates to work solely for their own personal gain and benefit.

Japanese managers tend to be:

When a manager tells an employee that he or she must do the manager a sexual favour or be fired,the manager is using which type of power?

A manager's personal leadership style is the specific ways in which the manager chooses to plan,organize,control,and influence others.

Discuss the trait and behavioural models of leadership.What are the limitations to these perspectives?

The ability of a manager to give or withhold tangible and intangible rewards is known as legitimate power.

Discuss how emotional intelligence affects leadership.

When a manager is asked to give advice on a subject he or she has 15 years of experience in dealing with,they are relying on expert power.

Leaders engage in consideration when they show subordinates that they:

Do leadership styles vary across cultures? Discuss with reference to the degree of humanism,individualism and the focus on time horizons for profit making.

Hesselbein's turnaround strategy included which of the following three important elements?

Like the trait approach,Fiedler hypothesized that personal characteristics do not influence leader effectiveness.

Researchers concluded that traits alone are the key to understanding leader effectiveness.

Transformational leadership,charismatic leadership,and turnaround leadership have the common element of being able to envision how an organization could be and being able to articulate it to followers in a way that inspires them to be part of the change that is needed.

Hersey and Blanchard's situational leadership theory (SL)suggests that the leader-follower relationship is like that of a parent and a child.

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

________ behaviours may be beneficial when subordinates are having difficulty completing assigned tasks.

Contingency models of leadership suggest there is one 'best' set of traits or behaviours that can apply universally to all leadership situations.

Path-goal theory provides manages with three guidelines for becoming an effective leader.Discuss these guidelines and give a specific example of how a manager could follow each of these guidelines when working with a subordinate.

Define the five different types of power that are available to a manager.Give one example of how a manager might use each source.

________ behaviours are often advisable when subordinates are experiencing high levels of stress.

Transformational leaders motivate their subordinates to work solely for their own personal gain and benefit.

Japanese managers tend to be:

When a manager tells an employee that he or she must do the manager a sexual favour or be fired,the manager is using which type of power?

A manager's personal leadership style is the specific ways in which the manager chooses to plan,organize,control,and influence others.

Discuss the trait and behavioural models of leadership.What are the limitations to these perspectives?

The ability of a manager to give or withhold tangible and intangible rewards is known as legitimate power.

Discuss how emotional intelligence affects leadership.

When a manager is asked to give advice on a subject he or she has 15 years of experience in dealing with,they are relying on expert power.

Leaders engage in consideration when they show subordinates that they:

Do leadership styles vary across cultures? Discuss with reference to the degree of humanism,individualism and the focus on time horizons for profit making.

Hesselbein's turnaround strategy included which of the following three important elements?

Like the trait approach,Fiedler hypothesized that personal characteristics do not influence leader effectiveness.

Researchers concluded that traits alone are the key to understanding leader effectiveness.

Transformational leadership,charismatic leadership,and turnaround leadership have the common element of being able to envision how an organization could be and being able to articulate it to followers in a way that inspires them to be part of the change that is needed.

Hersey and Blanchard's situational leadership theory (SL)suggests that the leader-follower relationship is like that of a parent and a child.

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