Question 1

Lewin measured the leader's behavioral orientation as either task- or relationship- oriented.

Accepted Answer

A) True 
 B)False

Question 2

Managers are people who are rely on legitimate power and formal authority to influence others.

Accepted Answer

A) True 
 B)False

Question 3

Using Blake and Mouton's managerial grid, the most effective leader exhibits

Accepted Answer

A) charismatic skills. 
B) an autocratic style. 
C) both consideration and initiating structure. 
D) consideration. 
A) charismatic skills. 
B) an autocratic style. 
C) both consideration and initiating structure. 
D) consideration.

Question 4

Which of the following are the leadership styles described in House's path- goal theory?

Accepted Answer

A) autocratic, consultative, paternalistic, and participative 
B) participative, directive, achievement- oriented, and supportive 
C) directive, autocratic, bureaucratic, and supportive 
D) supportive, bureaucratic, participative, and consultative 
A) autocratic, consultative, paternalistic, and participative 
B) participative, directive, achievement- oriented, and supportive 
C) directive, autocratic, bureaucratic, and supportive 
D) supportive, bureaucratic, participative, and consultative

Question 5

What score does Fiedler use to determine leader style?

Accepted Answer

A) task structure 
B) least- preferred coworker 
C) leader position power 
D) managerial grid 
A) task structure 
B) least- preferred coworker 
C) leader position power 
D) managerial grid

Question 6

Compare and contrast charismatic, visionary, transactional and transformation leaders.

Accepted Answer

Charismatic leaders have followers who w

Question 7

The ________ model of leadership behavior proposes that a leader should adjust his or her leadership style in accordance with the readiness of followers.

Accepted Answer

A) situational leadership 
B) Fiedler's contingency 
C) path- goal 
D) leader- participation 
A) situational leadership 
B) Fiedler's contingency 
C) path- goal 
D) leader- participation

Question 8

Fiedler's LPC model proposed that when there is a mismatch between leader style and the style demanded by the situation, the leaders must modify their leadership style.

Accepted Answer

A) True 
 B)False

Question 9

According to Fiedler's LPC Theory, the extent to which the leader delineates which "what, how, and why" work should be performed is referred to as

Accepted Answer

A) task oriented leadership. 
B) task structure. 
C) leader- member relations. 
D) position power. 
A) task oriented leadership. 
B) task structure. 
C) leader- member relations. 
D) position power.

Question 10

In an organizational context, most manager- employee relationships are

Accepted Answer

A) identification- based. 
B) individual- based. 
C) deterrence- based. 
D) knowledge- based. 
A) identification- based. 
B) individual- based. 
C) deterrence- based. 
D) knowledge- based.

Question 11

What should a team leader know about being a conflict manager?

Accepted Answer

When disagreements surface, team leaders

Question 12

Trust and trustworthiness modulate the leader's access to knowledge and cooperation.

Accepted Answer

A) True 
 B)False

Question 13

________ leaders actively try to solicit the opinions and input of subordinates before making decisions?

Accepted Answer

A) Directive 
B) Laissez- faire 
C) Situational 
D) Democratic 
A) Directive 
B) Laissez- faire 
C) Situational 
D) Democratic

Question 14

Compare and contrast the Ohio State studies, the University of Michigan studies, and the Managerial Grid.

Accepted Answer

Ohio State studies identified two dimens

Question 15

At stage R4, according to Hersey and Blanchard, the leader's role is often reduced to dealing with exceptions.

Accepted Answer

A) True 
 B)False

Question 16

Why Is Trust Critical to Leadership?

Accepted Answer

· Trust appears to be a primary attribut

Question 17

The most critical dimension of trust is

Accepted Answer

A) integrity. 
B) openness. 
C) loyalty. 
D) competence. 
A) integrity. 
B) openness. 
C) loyalty. 
D) competence.

Question 18

Path- goal theory proposes two classes of situational variables that moderate the leadership behavior- outcome relationship- ________  and employee factors.

Accepted Answer

A) marketing 
B) consumer 
C) stockholder 
D) environmental 
A) marketing 
B) consumer 
C) stockholder 
D) environmental

Question 19

Application of Hershey and Blanchard's Situational Leadership Theory (SLT)
Eric has a wide variety of employees he is trying to lead. Everything from age to experience to enthusiasm varies. Some employees need a lot of direction, and just the other day he upset one of the older, experienced workers, Hazel, by trying to help too much. After all, she probably did know the job better than he did, and she was a very willing and capable worker. She had worked at her job for 20 years. Yet he was only trying to be helpful, and he was trying to compensate for the day before when he had not told Joe enough. Joe was a new employee, very enthusiastic, but very little experience. Joe needed the roles defined and specific information on how to do some tasks. Hank, on the other hand, likes to share in decision- making, and Eric's main role is that of communication and facilitation. Eric has chosen to apply Hersey and Blanchard's situational leadership theory.
-Where Hazel is concerned, Eric will probably deal only with

Accepted Answer

A) the exceptions. 
B) performance issues. 
C) motivational issues. 
D) quality issues. 
A) the exceptions. 
B) performance issues. 
C) motivational issues. 
D) quality issues.

Question 20

________ leaders are perceived as agents of radical change rather than as caretakers of the status quo.

Accepted Answer

A) Environmental 
B) Charismatic 
C) Situational 
D) Readiness 
A) Environmental 
B) Charismatic 
C) Situational 
D) Readiness

Lewin measured the leader's behavioral orientation as either task- or relationship- oriented.

Managers are people who are rely on legitimate power and formal authority to influence others.

Using Blake and Mouton's managerial grid, the most effective leader exhibits

Which of the following are the leadership styles described in House's path- goal theory?

What score does Fiedler use to determine leader style?

Compare and contrast charismatic, visionary, transactional and transformation leaders.

The ________ model of leadership behavior proposes that a leader should adjust his or her leadership style in accordance with the readiness of followers.

Fiedler's LPC model proposed that when there is a mismatch between leader style and the style demanded by the situation, the leaders must modify their leadership style.

According to Fiedler's LPC Theory, the extent to which the leader delineates which "what, how, and why" work should be performed is referred to as

In an organizational context, most manager- employee relationships are

What should a team leader know about being a conflict manager?

Trust and trustworthiness modulate the leader's access to knowledge and cooperation.

________ leaders actively try to solicit the opinions and input of subordinates before making decisions?

Compare and contrast the Ohio State studies, the University of Michigan studies, and the Managerial Grid.

At stage R4, according to Hersey and Blanchard, the leader's role is often reduced to dealing with exceptions.

Why Is Trust Critical to Leadership?

The most critical dimension of trust is

Path- goal theory proposes two classes of situational variables that moderate the leadership behavior- outcome relationship- ________ and employee factors.

________ leaders are perceived as agents of radical change rather than as caretakers of the status quo.

Managers and Management

The Management Environment

Foundations of Planning

Foundations of Decision Making

Basic Organization Designs

Staffing and Human Resource Management

Managing Change, Stress, and Innovation

Foundations of Individual and Group Behavior

Understanding Work Teams

Motivating and Rewarding Employees

Communication and Interpersonal Skills

Foundations of Control

Operations Management

Filters

Exam 11: Leadership and Trust

Lewin measured the leader's behavioral orientation as either task- or relationship- oriented.

Managers are people who are rely on legitimate power and formal authority to influence others.

Using Blake and Mouton's managerial grid, the most effective leader exhibits

Which of the following are the leadership styles described in House's path- goal theory?

What score does Fiedler use to determine leader style?

Compare and contrast charismatic, visionary, transactional and transformation leaders.

The ________ model of leadership behavior proposes that a leader should adjust his or her leadership style in accordance with the readiness of followers.

Fiedler's LPC model proposed that when there is a mismatch between leader style and the style demanded by the situation, the leaders must modify their leadership style.

According to Fiedler's LPC Theory, the extent to which the leader delineates which "what, how, and why" work should be performed is referred to as

In an organizational context, most manager- employee relationships are

What should a team leader know about being a conflict manager?

Trust and trustworthiness modulate the leader's access to knowledge and cooperation.

________ leaders actively try to solicit the opinions and input of subordinates before making decisions?

Compare and contrast the Ohio State studies, the University of Michigan studies, and the Managerial Grid.

At stage R4, according to Hersey and Blanchard, the leader's role is often reduced to dealing with exceptions.

Why Is Trust Critical to Leadership?

The most critical dimension of trust is

Path- goal theory proposes two classes of situational variables that moderate the leadership behavior- outcome relationship- ________ and employee factors.

________ leaders are perceived as agents of radical change rather than as caretakers of the status quo.

Managers and Management

The Management Environment

Foundations of Planning

Foundations of Decision Making

Basic Organization Designs

Staffing and Human Resource Management

Managing Change, Stress, and Innovation

Foundations of Individual and Group Behavior

Understanding Work Teams

Motivating and Rewarding Employees

Communication and Interpersonal Skills

Foundations of Control

Operations Management

Filters