Question 1

Small, family-owned businesses do not benefit from transformational leadership.

Accepted Answer

A) True 
 B)False

Question 2

Describe the trait model of leadership and discuss how it was believed that certain leadership traits correlated to leadership effectiveness.

Accepted Answer

The trait model of leadership focused on

Question 3

Jack is a skilled strategist and negotiator, and his team readily trusts his judgment regarding how to pursue and acquire company resources . Jack demonstrates ________ power.

Accepted Answer

A) legitimate 
B) coercive 
C) affiliation 
D) expert 
E) referent 
A) legitimate 
B) coercive 
C) affiliation 
D) expert 
E) referent

Question 4

In Fiedler's model, ________ power is the amount of legitimate, reward, and coercive power a leader has by virtue of his or her position in an organization.

Accepted Answer

A) position 
B) personal 
C) referent 
D) transactional 
E) informal 
A) position 
B) personal 
C) referent 
D) transactional 
E) informal

Question 5

Because leading is one of the four principal tasks of managing, there is no distinction made between managers and leaders.

Accepted Answer

A) True 
 B)False

Question 6

To leverage reward power effectively, a manager should

Accepted Answer

A) use their reward power sparingly. 
B) make sure subordinates know that the manager holds the sole power to distribute rewards. 
C) balance it with frequent use of coercive power. 
D) base rewards on performance and use them to motivate employees to do the best they can. 
E) regularly reward all employee actions to motivate the full workforce consistently. 
A) use their reward power sparingly. 
B) make sure subordinates know that the manager holds the sole power to distribute rewards. 
C) balance it with frequent use of coercive power. 
D) base rewards on performance and use them to motivate employees to do the best they can. 
E) regularly reward all employee actions to motivate the full workforce consistently.

Question 7

The lack of a consistent relationship between leader traits and leader effectiveness led to the development of the

Accepted Answer

A) trait model. 
B) contingency model. 
C) path-goal theory. 
D) leader substitutes model. 
E) behavior model. 
A) trait model. 
B) contingency model. 
C) path-goal theory. 
D) leader substitutes model. 
E) behavior model.

Question 8

Marco makes a point of walking around the office each morning to touch base with subordinates about how they are doing, both personally and professionally. It is important to him to have personal and positive connections with them. Marco would be considered a task-oriented leader according to Fiedler's contingency model.

Accepted Answer

A) True 
 B)False

Question 9

Recognizing, admitting, and learning from mistakes are characteristics of a leader with

Accepted Answer

A) high emotional intelligence. 
B) low intuition. 
C) high affiliation orientation. 
D) high empathy. 
E) low task orientation. 
A) high emotional intelligence. 
B) low intuition. 
C) high affiliation orientation. 
D) high empathy. 
E) low task orientation.

Question 10

According to House's path-goal theory,

Accepted Answer

A) managers cannot adopt different leadership styles in different situations. 
B) rewards should be used as a measure of approval for past performances, rather than as motivators. 
C) effectiveness is dependent on leadership skills and characteristics, not work context. 
D) coercive power will most effectively ensure high performance and goal attainment. 
E) subordinates need to be motivated based on their nature and that of their work. 
A) managers cannot adopt different leadership styles in different situations. 
B) rewards should be used as a measure of approval for past performances, rather than as motivators. 
C) effectiveness is dependent on leadership skills and characteristics, not work context. 
D) coercive power will most effectively ensure high performance and goal attainment. 
E) subordinates need to be motivated based on their nature and that of their work.

Question 11

To best leverage expert power, a leader should

Accepted Answer

A) demand that employees follow his or her lead without question. 
B) leverage his or her expertise to guide or coach others. 
C) recognize his or her skills are not unique. 
D) focus on what he or she knows rather than trying to acquire more expertise. 
E) work harder to establish trust with employees. 
A) demand that employees follow his or her lead without question. 
B) leverage his or her expertise to guide or coach others. 
C) recognize his or her skills are not unique. 
D) focus on what he or she knows rather than trying to acquire more expertise. 
E) work harder to establish trust with employees.

Question 12

According to the path-goal theory, achievement-oriented behaviors

Accepted Answer

A) support subordinates who are experiencing high levels of stress. 
B) motivate subordinates to perform at the highest level possible. 
C) clear a subordinate's path of challenges and obstacles. 
D) express care and concern for subordinates. 
E) are most effective when applied to subordinates who are not highly motivated. 
A) support subordinates who are experiencing high levels of stress. 
B) motivate subordinates to perform at the highest level possible. 
C) clear a subordinate's path of challenges and obstacles. 
D) express care and concern for subordinates. 
E) are most effective when applied to subordinates who are not highly motivated.

Question 13

According to Fiedler, ________ is the extent to which subordinates trust and are loyal to their superior.

Accepted Answer

A) empowerment 
B) task-orientation 
C) leader-member relations 
D) consideration 
E) position power 
A) empowerment 
B) task-orientation 
C) leader-member relations 
D) consideration 
E) position power

Question 14

As the manager of a sales team, describe three specific actions you would take to realize the benefits of transformational leadership.

Accepted Answer

Transformational leadership is that whic

Question 15

Sal is very clear in defining for his subordinates the incentives available to them for different levels of performance. He makes sure they understand the path toward receiving incentives and follows through on rewarding them when they meet those goals. Sal exhibits the _______ theory of leadership.

Accepted Answer

A) path-goal 
B) transactional 
C) equity 
D) motivator-hygiene 
E) hierarchy of needs 
A) path-goal 
B) transactional 
C) equity 
D) motivator-hygiene 
E) hierarchy of needs

Question 16

Discuss how gender relates to the approaches managers often take when interacting with their subordinates. What contributes to the comparison?

Accepted Answer

Women tend to be more participative as l

Question 17

________ is a valuable leadership trait that allows managers to avoid acting selfishly, control their feelings, and admit when they have made a mistake.

Accepted Answer

A) Maturity 
B) Dominance 
C) Self-confidence 
D) Honesty 
E) Tolerance 
A) Maturity 
B) Dominance 
C) Self-confidence 
D) Honesty 
E) Tolerance

Question 18

Managers that possess high emotional intelligence are likely to

Accepted Answer

A) encourage employees to be creative. 
B) find it hard owning up to personal mistakes. 
C) use coercive power frequently. 
D) have difficulty empathizing with subordinates. 
E) have poor interpersonal skills. 
A) encourage employees to be creative. 
B) find it hard owning up to personal mistakes. 
C) use coercive power frequently. 
D) have difficulty empathizing with subordinates. 
E) have poor interpersonal skills.

Question 19

Excessive use of ________ power tends to be ineffective and can cause dangerous working conditions.

Accepted Answer

A) transformational 
B) referent 
C) coercive 
D) expert 
E) legitimate 
A) transformational 
B) referent 
C) coercive 
D) expert 
E) legitimate

Question 20

What helps explain the reality that two managers who each possess similar traits and behaviors may not be equally effective leaders in all situations?

Accepted Answer

A) transactional leadership 
B) behavioral models of leadership 
C) trait models of leadership 
D) equity theory 
E) contingency models of leadership 
A) transactional leadership 
B) behavioral models of leadership 
C) trait models of leadership 
D) equity theory 
E) contingency models of leadership

Small, family-owned businesses do not benefit from transformational leadership.

Describe the trait model of leadership and discuss how it was believed that certain leadership traits correlated to leadership effectiveness.

Jack is a skilled strategist and negotiator, and his team readily trusts his judgment regarding how to pursue and acquire company resources . Jack demonstrates ________ power.

In Fiedler's model, ________ power is the amount of legitimate, reward, and coercive power a leader has by virtue of his or her position in an organization.

Because leading is one of the four principal tasks of managing, there is no distinction made between managers and leaders.

To leverage reward power effectively, a manager should

The lack of a consistent relationship between leader traits and leader effectiveness led to the development of the

Recognizing, admitting, and learning from mistakes are characteristics of a leader with

According to House's path-goal theory,

To best leverage expert power, a leader should

According to the path-goal theory, achievement-oriented behaviors

According to Fiedler, ________ is the extent to which subordinates trust and are loyal to their superior.

As the manager of a sales team, describe three specific actions you would take to realize the benefits of transformational leadership.

Sal is very clear in defining for his subordinates the incentives available to them for different levels of performance. He makes sure they understand the path toward receiving incentives and follows through on rewarding them when they meet those goals. Sal exhibits the _______ theory of leadership.

Discuss how gender relates to the approaches managers often take when interacting with their subordinates. What contributes to the comparison?

________ is a valuable leadership trait that allows managers to avoid acting selfishly, control their feelings, and admit when they have made a mistake.

Managers that possess high emotional intelligence are likely to

Excessive use of ________ power tends to be ineffective and can cause dangerous working conditions.

What helps explain the reality that two managers who each possess similar traits and behaviors may not be equally effective leaders in all situations?

Managers and Managing

The Evolution of Management Thought

Values Attitudes, Emotions, and Culture: the Manager As a Person

Ethics and Social Responsibility

Managing Diverse Employees in a Multicultural Environment

Managing in the Global Environment

Decision Making, Learning, Creativity, and Entrepreneurship

The Manager As a Planner and Strategist

Value Chain Management Functional Strategies for Competitive Advantage

Managing Organizational Structure and Culture

Organizational Control and Change

Human Resource Management

Motivation and Performance

Effective Groups and Teams

Promoting Effective Communication

Managing Conflict, Politics, and Negotiation

Using Advanced Information Technology to Increase Performance

Filters

Exam 14: Leadership

Small, family-owned businesses do not benefit from transformational leadership.

Describe the trait model of leadership and discuss how it was believed that certain leadership traits correlated to leadership effectiveness.

Jack is a skilled strategist and negotiator, and his team readily trusts his judgment regarding how to pursue and acquire company resources . Jack demonstrates ________ power.

In Fiedler's model, ________ power is the amount of legitimate, reward, and coercive power a leader has by virtue of his or her position in an organization.

Because leading is one of the four principal tasks of managing, there is no distinction made between managers and leaders.

To leverage reward power effectively, a manager should

The lack of a consistent relationship between leader traits and leader effectiveness led to the development of the

Recognizing, admitting, and learning from mistakes are characteristics of a leader with

According to House's path-goal theory,

To best leverage expert power, a leader should

According to the path-goal theory, achievement-oriented behaviors

According to Fiedler, ________ is the extent to which subordinates trust and are loyal to their superior.

As the manager of a sales team, describe three specific actions you would take to realize the benefits of transformational leadership.

Discuss how gender relates to the approaches managers often take when interacting with their subordinates. What contributes to the comparison?

________ is a valuable leadership trait that allows managers to avoid acting selfishly, control their feelings, and admit when they have made a mistake.

Managers that possess high emotional intelligence are likely to

Excessive use of ________ power tends to be ineffective and can cause dangerous working conditions.

What helps explain the reality that two managers who each possess similar traits and behaviors may not be equally effective leaders in all situations?

Managers and Managing

The Evolution of Management Thought

Values Attitudes, Emotions, and Culture: the Manager As a Person

Ethics and Social Responsibility

Managing Diverse Employees in a Multicultural Environment

Managing in the Global Environment

Decision Making, Learning, Creativity, and Entrepreneurship

The Manager As a Planner and Strategist

Value Chain Management Functional Strategies for Competitive Advantage

Managing Organizational Structure and Culture

Organizational Control and Change

Human Resource Management

Motivation and Performance

Effective Groups and Teams

Promoting Effective Communication

Managing Conflict, Politics, and Negotiation

Using Advanced Information Technology to Increase Performance

Filters