Question 1

How would you relate substitutes, trust, and online leadership?

Accepted Answer

Online leadership involves leading peopl

Question 2

According to the Fiedler model of leadership, how can leader effectiveness be improved?

Accepted Answer

Fiedler views an individual's leadership

Question 3

Intellectual stimulation and individualized consideration are likely to be seen in the management by exception (active)style of leadership.

Accepted Answer

A) True 
 B)False

Question 4

According to the attribution theory of leadership, leadership is characterized by ________.

Accepted Answer

A) the significant gains made in the mentoring relationship between the leader and follower 
B) the act of people ascribing qualities like intelligence or charisma to leaders 
C) the focus on the actual accomplishments and performance of the leader 
D) the impact of substitutes and neutralizers in enhancing the role of the leader 
E) the division of the group into ingroup and out-group members based on the leader's preference 
A) the significant gains made in the mentoring relationship between the leader and follower 
B) the act of people ascribing qualities like intelligence or charisma to leaders 
C) the focus on the actual accomplishments and performance of the leader 
D) the impact of substitutes and neutralizers in enhancing the role of the leader 
E) the division of the group into ingroup and out-group members based on the leader's preference

Question 5

The University of Michigan studies define a(n)________ leader as one who takes a personal interest in the needs of his or her subordinates.

Accepted Answer

A) contingency 
B) task-oriented 
C) employee-oriented 
D) production-oriented 
E) structure initiating 
A) contingency 
B) task-oriented 
C) employee-oriented 
D) production-oriented 
E) structure initiating

Question 6

Maura Ruiz has been working in the e-learning industry for over eight years. She is aware of the fact that in this industry, once an employee has learned his or her job, the work becomes fairly automatic and competence can be achieved rapidly. She has been noticing how in her team, this competence has come along with a lot of complacency; the employees, though able, are unwilling to work hard. According to the situational leadership theory, to rectify this situation, Maura would benefit the most if she uses the ________ style of leadership.

Accepted Answer

A) task-oriented 
B) production-oriented 
C) participative 
D) directive 
E) autocratic 
A) task-oriented 
B) production-oriented 
C) participative 
D) directive 
E) autocratic

Question 7

Which of the following scenarios reflects a transactional approach to leadership?

Accepted Answer

A) Samuel Perez has been running a small automobile service agency with a set of employees that he hired and trained over a decade ago. Though the business is mediocre and profit margins are not substantial, the employees work well as a team because each of them treats the other as equal, just like Samuel himself does. 
B) Carol Turner began V Care, a non-profit organization, with the purpose of battling various forms of abuse. As the organization grew, she took care to hire employees who felt the same kind of sensitivity she felt for victims of abuse. Today, she openly proclaims that the organization that she started is successful because every single employee shares and understands what the organization is aiming for. 
C) When new projects come, it is a time of excitement for the content production team of Impact, an advertising agency. Lori Wood, the department head, begins a project meeting by having her whole team envision what the final product of this campaign must aim at. She then sets progressively higher standards for the team and clarifies what each member of the team stands to gain if the project is a success. In allocating roles and tasks, she often incorporates the needs and preferences of her team members. 
D) Wayne Torres believes that setting targets, monitoring employee performance, and correcting defaulting employees are his tried and tested ways to accomplish tasks. He rewards employees who do well and match his predetermined expectations and recognizes accomplishments that he values. His team, however, has not grown substantially and seems to be at a functional status quo. 
E) Glenn Cruzz works at Leverage as a senior consultant. She ensures that her team of consultants has a framework of flexible tools and skills to help clients who come their way with diversity and inclusion issues. Through audits, research, and workshops, her team is encouraged to come up with unconventional solutions that help clients establish and leverage its employee diversity. 
A) Samuel Perez has been running a small automobile service agency with a set of employees that he hired and trained over a decade ago. Though the business is mediocre and profit margins are not substantial, the employees work well as a team because each of them treats the other as equal, just like Samuel himself does. 
B) Carol Turner began V Care, a non-profit organization, with the purpose of battling various forms of abuse. As the organization grew, she took care to hire employees who felt the same kind of sensitivity she felt for victims of abuse. Today, she openly proclaims that the organization that she started is successful because every single employee shares and understands what the organization is aiming for. 
C) When new projects come, it is a time of excitement for the content production team of Impact, an advertising agency. Lori Wood, the department head, begins a project meeting by having her whole team envision what the final product of this campaign must aim at. She then sets progressively higher standards for the team and clarifies what each member of the team stands to gain if the project is a success. In allocating roles and tasks, she often incorporates the needs and preferences of her team members. 
D) Wayne Torres believes that setting targets, monitoring employee performance, and correcting defaulting employees are his tried and tested ways to accomplish tasks. He rewards employees who do well and match his predetermined expectations and recognizes accomplishments that he values. His team, however, has not grown substantially and seems to be at a functional status quo. 
E) Glenn Cruzz works at Leverage as a senior consultant. She ensures that her team of consultants has a framework of flexible tools and skills to help clients who come their way with diversity and inclusion issues. Through audits, research, and workshops, her team is encouraged to come up with unconventional solutions that help clients establish and leverage its employee diversity.

Question 8

________ is defined as a psychological state that exists when you agree to make yourself vulnerable to another because you have positive expectations about how things are going to turn out.

Accepted Answer

A) Consideration 
B) Trust 
C) Support 
D) Empathy 
E) Respect 
A) Consideration 
B) Trust 
C) Support 
D) Empathy 
E) Respect

Question 9

Which of the following is a desirable feature of leadership?

Accepted Answer

A) one-directional influence from the leader to the follower 
B) coercive power and authority 
C) lack of freedom 
D) passivity of followers 
E) coexistence of leaders and managers 
A) one-directional influence from the leader to the follower 
B) coercive power and authority 
C) lack of freedom 
D) passivity of followers 
E) coexistence of leaders and managers

Question 10

What is leadership? How is it different from management?

Accepted Answer

Leadership can be defined as the ability

Question 11

The two dimensions of leadership behavior identified in the University of Michigan studies are ________.

Accepted Answer

A) absolute leadership and contingency leadership 
B) transformational leaders and authentic leaders 
C) employee-oriented leaders and production-oriented leaders 
D) initiating structure and consideration 
E) initiation and completion 
A) absolute leadership and contingency leadership 
B) transformational leaders and authentic leaders 
C) employee-oriented leaders and production-oriented leaders 
D) initiating structure and consideration 
E) initiation and completion

Question 12

Describe the path-goal theory of leadership.

Accepted Answer

Developed by Robert House, path-goal the

Question 13

The primary gains from mentoring are seen in greater compensation and higher job performance.

Accepted Answer

A) True 
 B)False

Question 14

According to the Big Five personality model, emotional stability is the most important trait of effective leaders.

Accepted Answer

A) True 
 B)False

Question 15

Leaders who function primarily by clarifying role and task requirements to accomplish established goals exhibit a(n)________ style of leadership.

Accepted Answer

A) transformational 
B) transactional 
C) charismatic 
D) laissez-faire 
E) employee-oriented 
A) transformational 
B) transactional 
C) charismatic 
D) laissez-faire 
E) employee-oriented

Question 16

Transformational leadership has a greater impact on the bottom line in smaller, privately held firms than in more complex organizations.

Accepted Answer

A) True 
 B)False

Question 17

George has been a project leader at NSys for five years. George's job description involves scheduling work for his team, coordinating their work with that of the other departments, and providing feedback. George, who has successfully led this team, believes that it is his task-oriented and directive approach that has helped him in the last five years. Which of the following, if true, would weaken his argument supporting a directive leadership?

Accepted Answer

A) The members of the team are resentful with George's directives relating to work. 
B) George has seen that employees in his team lack initiative and motivation to work hard. 
C) The team's workload is expected to rise substantially as the company is growing at an unprecedented rate. 
D) George's team is organized as a wheel network and depends on his ability to coordinate amongst members of the team and between other departments. 
E) NSys hires only highly qualified and experienced employees. 
A) The members of the team are resentful with George's directives relating to work. 
B) George has seen that employees in his team lack initiative and motivation to work hard. 
C) The team's workload is expected to rise substantially as the company is growing at an unprecedented rate. 
D) George's team is organized as a wheel network and depends on his ability to coordinate amongst members of the team and between other departments. 
E) NSys hires only highly qualified and experienced employees.

Question 18

Norman has been working in the sales division for a large manufacturing company for four months. In this short period of time, Norman has learned that Mr. Hill, his manager, keeps increasing monthly targets significantly, and though each time the target appears unrealistic, Norman has been able to achieve them throughout the last four months. Mr. Lee's approach of leading his employees to work more efficiently by setting successively higher targets is an example of his ________ leadership.

Accepted Answer

A) employee-oriented 
B) consideration-based 
C) person-oriented 
D) production-oriented 
E) support-oriented 
A) employee-oriented 
B) consideration-based 
C) person-oriented 
D) production-oriented 
E) support-oriented

Question 19

Servant leadership reflects the ________.

Accepted Answer

A) traditional view that followers are expected to serve the leaders 
B) task-oriented approach to leadership 
C) use of empathy, listening, and persuasion by leaders 
D) Western prototype of a leader who gives orders to followers 
E) tendency of leaders to prioritize their interests over the interests of their employees 
A) traditional view that followers are expected to serve the leaders 
B) task-oriented approach to leadership 
C) use of empathy, listening, and persuasion by leaders 
D) Western prototype of a leader who gives orders to followers 
E) tendency of leaders to prioritize their interests over the interests of their employees

Question 20

Compare and contrast charismatic leadership from the understanding of leadership under the attribution theory.

Accepted Answer

Charismatic leadership is a leadership t

How would you relate substitutes, trust, and online leadership?

According to the Fiedler model of leadership, how can leader effectiveness be improved?

Intellectual stimulation and individualized consideration are likely to be seen in the management by exception (active)style of leadership.

According to the attribution theory of leadership, leadership is characterized by ________.

The University of Michigan studies define a(n)________ leader as one who takes a personal interest in the needs of his or her subordinates.

Which of the following scenarios reflects a transactional approach to leadership?

________ is defined as a psychological state that exists when you agree to make yourself vulnerable to another because you have positive expectations about how things are going to turn out.

Which of the following is a desirable feature of leadership?

What is leadership? How is it different from management?

The two dimensions of leadership behavior identified in the University of Michigan studies are ________.

Describe the path-goal theory of leadership.

The primary gains from mentoring are seen in greater compensation and higher job performance.

According to the Big Five personality model, emotional stability is the most important trait of effective leaders.

Leaders who function primarily by clarifying role and task requirements to accomplish established goals exhibit a(n)________ style of leadership.

Transformational leadership has a greater impact on the bottom line in smaller, privately held firms than in more complex organizations.

Servant leadership reflects the ________.

Compare and contrast charismatic leadership from the understanding of leadership under the attribution theory.

What Is Organizational Behavior?

Diversity in Organizations

Attitudes and Job Satisfaction

Emotions and Moods

Personality and Values

Perception and Individual Decision Making

Motivation Concepts

Motivation: From Concepts to Applications

Foundations of Group Behavior

Understanding Work Teams

Communication

Power and Politics

Conflict and Negotiation

Foundations of Organization Structure

Organizational Culture

Human Resource Policies and Practices

Organizational Change and Stress Management

Filters

Exam 12: Leadership

How would you relate substitutes, trust, and online leadership?

According to the Fiedler model of leadership, how can leader effectiveness be improved?

Intellectual stimulation and individualized consideration are likely to be seen in the management by exception (active)style of leadership.

According to the attribution theory of leadership, leadership is characterized by ________.

The University of Michigan studies define a(n)________ leader as one who takes a personal interest in the needs of his or her subordinates.

Which of the following scenarios reflects a transactional approach to leadership?

________ is defined as a psychological state that exists when you agree to make yourself vulnerable to another because you have positive expectations about how things are going to turn out.

Which of the following is a desirable feature of leadership?

What is leadership? How is it different from management?

The two dimensions of leadership behavior identified in the University of Michigan studies are ________.

Describe the path-goal theory of leadership.

The primary gains from mentoring are seen in greater compensation and higher job performance.

According to the Big Five personality model, emotional stability is the most important trait of effective leaders.

Leaders who function primarily by clarifying role and task requirements to accomplish established goals exhibit a(n)________ style of leadership.

Transformational leadership has a greater impact on the bottom line in smaller, privately held firms than in more complex organizations.

Servant leadership reflects the ________.

Compare and contrast charismatic leadership from the understanding of leadership under the attribution theory.

What Is Organizational Behavior?

Diversity in Organizations

Attitudes and Job Satisfaction

Emotions and Moods

Personality and Values

Perception and Individual Decision Making

Motivation Concepts

Motivation: From Concepts to Applications

Foundations of Group Behavior

Understanding Work Teams

Communication

Power and Politics

Conflict and Negotiation

Foundations of Organization Structure

Organizational Culture

Human Resource Policies and Practices

Organizational Change and Stress Management

Filters