Question 1

According to the situational leadership theory:
-A follower with the desired ability and willingness is likely to be ________.

Accepted Answer

A) lacking in the area of motivation 
B) deficient in the specific skills required 
C) comfortable in his ability to do the job well 
D) highly skilled in relevant areas but low on experience 
E) in need of leadership that is highly task oriented 
A) lacking in the area of motivation 
B) deficient in the specific skills required 
C) comfortable in his ability to do the job well 
D) highly skilled in relevant areas but low on experience 
E) in need of leadership that is highly task oriented

Question 2

According to the attribution theory of leadership, a person aiming to be a leader has to ________.

Accepted Answer

A) gain sufficient experience to be a leader 
B) possess qualities like charisma and intelligence 
C) make changes on ground before leading people 
D) possess many significant actual accomplishments 
E) shape the perception that he or she could be a leader 
A) gain sufficient experience to be a leader 
B) possess qualities like charisma and intelligence 
C) make changes on ground before leading people 
D) possess many significant actual accomplishments 
E) shape the perception that he or she could be a leader

Question 3

Genetics and experiences shape young people, and the relationship between these factors and CEO success is complex.

Accepted Answer

A) True 
 B)False

Question 4

Strong leadership is an adequate condition to enable an organization to function at an optimal level of effectiveness.

Accepted Answer

A) True 
 B)False

Question 5

Emotional intelligence (EI)is critical to effective leadership because one of its core components is ________, which reflects the consideration that leaders must be able to express.

Accepted Answer

A) conscientiousness 
B) empathy 
C) optimism 
D) introversion 
E) perfectionism 
A) conscientiousness 
B) empathy 
C) optimism 
D) introversion 
E) perfectionism

Question 6

In the context of the Fiedler contingency model, leader-member relations measures the degree of influence a leader has over power variables such as hiring, firing, discipline, promotions, and salary increases.

Accepted Answer

A) True 
 B)False

Question 7

Which of the following is a neutralizer of leadership?

Accepted Answer

A) indifference to rewards 
B) experience and training 
C) explicit formalized rules 
D) cohesive work groups 
E) highly structured task 
A) indifference to rewards 
B) experience and training 
C) explicit formalized rules 
D) cohesive work groups 
E) highly structured task

Question 8

Which theory of leadership proposes that followers attribute heroic or extraordinary leadership abilities when they observe certain behaviors?

Accepted Answer

A) situational leadership theory 
B) path-goal leadership theory 
C) transactional leadership theory 
D) behavioral leadership theory 
E) charismatic leadership theory 
A) situational leadership theory 
B) path-goal leadership theory 
C) transactional leadership theory 
D) behavioral leadership theory 
E) charismatic leadership theory

Question 9

Which of the following statements regarding leadership is true?

Accepted Answer

A) All managers are leaders. 
B) Formal rights ensure good leadership. 
C) Formal appointment is essential in creating leaders. 
D) All leaders are hierarchically superior to followers. 
E) Nonsanctioned leadership is as important as formal influence. 
A) All managers are leaders. 
B) Formal rights ensure good leadership. 
C) Formal appointment is essential in creating leaders. 
D) All leaders are hierarchically superior to followers. 
E) Nonsanctioned leadership is as important as formal influence.

Question 10

Dora Lee has just completed and scored the LPC questionnaire given to her during an evaluation exercise. She is surprised when she finds out that she described her least preferred co-worker in relatively positive terms because she recalls being particularly annoyed by this difficult co-worker several times in the past. Based on your understanding of Fiedler's model, you explain to Dora that her LPC score makes sense within the model because ________.

Accepted Answer

A) Dora tends to become very dominating when given ambiguous tasks 
B) Dora is usually much more focused on productivity than on developing relationships 
C) Dora tends in general to focus on building good relationships with the other employees 
D) Dora has a spotty work history and has tended to switch jobs every couple of years 
E) Dora is usually chosen for positions of high responsibility within your organization 
A) Dora tends to become very dominating when given ambiguous tasks 
B) Dora is usually much more focused on productivity than on developing relationships 
C) Dora tends in general to focus on building good relationships with the other employees 
D) Dora has a spotty work history and has tended to switch jobs every couple of years 
E) Dora is usually chosen for positions of high responsibility within your organization

Question 11

The leader-member exchange (LMX)theory proposes that the leader implicitly categorizes the follower as belonging to his ingroup or out group after a detailed analysis of his or her performance over a prolonged period of time.

Accepted Answer

A) True 
 B)False

Question 12

The situational leadership theory focuses on follower readiness to determine the appropriate leadership behavior.

Accepted Answer

A) True 
 B)False

Question 13

According to the situational leadership theory, if followers are unable and willing to do a task, then a leader needs to ________.

Accepted Answer

A) follow a supportive style 
B) engage in participative leadership 
C) refrain from providing too many inputs 
D) display high task and relationship orientation 
E) demonstrate high task and low relationship orientation 
A) follow a supportive style 
B) engage in participative leadership 
C) refrain from providing too many inputs 
D) display high task and relationship orientation 
E) demonstrate high task and low relationship orientation

Question 14

Leaders who want to foster a climate that reinforces ethical behavior do all of the following except ________.

Accepted Answer

A) set high ethical standards 
B) demonstrate good ethical behavior 
C) encourage integrity among employees 
D) reward employees demonstrating integrity 
E) use their charisma to enhance power over followers, directed towards self-serving ends 
A) set high ethical standards 
B) demonstrate good ethical behavior 
C) encourage integrity among employees 
D) reward employees demonstrating integrity 
E) use their charisma to enhance power over followers, directed towards self-serving ends

Question 15

Which of the following is a substitute for leadership in the theory that suggests leaders' actions are irrelevant in many situations?

Accepted Answer

A) lack of experience 
B) training 
C) ambiguous task 
D) high need for supervision 
E) external feedback 
A) lack of experience 
B) training 
C) ambiguous task 
D) high need for supervision 
E) external feedback

Question 16

What is the role played by traits in predicting leadership behaviors?

Accepted Answer

Studies have shown that the extraversion

Question 17

Transactional leaders guide their followers toward established goals by clarifying role and task requirements.

Accepted Answer

A) True 
 B)False

Question 18

Fiedler defines the degree of confidence, trust, and respect that subordinates have in their leader as ________.

Accepted Answer

A) leader-member relations 
B) task structure 
C) positional power 
D) follower variables 
E) path-goal frameworks 
A) leader-member relations 
B) task structure 
C) positional power 
D) follower variables 
E) path-goal frameworks

Question 19

According to evidence, what is the first step a charismatic leader takes to influence followers?

Accepted Answer

A) developing a formal vision statement 
B) engaging in emotion-inducing and often unconventional behavior 
C) setting an example for followers through actions and words 
D) articulating an appealing vision 
E) communicating high performance expectations 
A) developing a formal vision statement 
B) engaging in emotion-inducing and often unconventional behavior 
C) setting an example for followers through actions and words 
D) articulating an appealing vision 
E) communicating high performance expectations

Question 20

Which of the following situational dimensions identified by Fiedler relates to the degree to which job assignments are procedurized, that is, structured or unstructured?

Accepted Answer

A) task reflexivity 
B) task significance 
C) task structure 
D) task complexity 
E) task orientation 
A) task reflexivity 
B) task significance 
C) task structure 
D) task complexity 
E) task orientation

According to the situational leadership theory: -A follower with the desired ability and willingness is likely to be ________.

According to the attribution theory of leadership, a person aiming to be a leader has to ________.

Genetics and experiences shape young people, and the relationship between these factors and CEO success is complex.

Strong leadership is an adequate condition to enable an organization to function at an optimal level of effectiveness.

Emotional intelligence (EI)is critical to effective leadership because one of its core components is ________, which reflects the consideration that leaders must be able to express.

In the context of the Fiedler contingency model, leader-member relations measures the degree of influence a leader has over power variables such as hiring, firing, discipline, promotions, and salary increases.

Which of the following is a neutralizer of leadership?

Which theory of leadership proposes that followers attribute heroic or extraordinary leadership abilities when they observe certain behaviors?

Which of the following statements regarding leadership is true?

The leader-member exchange (LMX)theory proposes that the leader implicitly categorizes the follower as belonging to his ingroup or out group after a detailed analysis of his or her performance over a prolonged period of time.

The situational leadership theory focuses on follower readiness to determine the appropriate leadership behavior.

According to the situational leadership theory, if followers are unable and willing to do a task, then a leader needs to ________.

Leaders who want to foster a climate that reinforces ethical behavior do all of the following except ________.

Which of the following is a substitute for leadership in the theory that suggests leaders' actions are irrelevant in many situations?

What is the role played by traits in predicting leadership behaviors?

Transactional leaders guide their followers toward established goals by clarifying role and task requirements.

Fiedler defines the degree of confidence, trust, and respect that subordinates have in their leader as ________.

According to evidence, what is the first step a charismatic leader takes to influence followers?

Which of the following situational dimensions identified by Fiedler relates to the degree to which job assignments are procedurized, that is, structured or unstructured?

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

According to the situational leadership theory: -A follower with the desired ability and willingness is likely to be ________.

According to the attribution theory of leadership, a person aiming to be a leader has to ________.

Genetics and experiences shape young people, and the relationship between these factors and CEO success is complex.

Strong leadership is an adequate condition to enable an organization to function at an optimal level of effectiveness.

Emotional intelligence (EI)is critical to effective leadership because one of its core components is ________, which reflects the consideration that leaders must be able to express.

In the context of the Fiedler contingency model, leader-member relations measures the degree of influence a leader has over power variables such as hiring, firing, discipline, promotions, and salary increases.

Which of the following is a neutralizer of leadership?

Which theory of leadership proposes that followers attribute heroic or extraordinary leadership abilities when they observe certain behaviors?

Which of the following statements regarding leadership is true?

The leader-member exchange (LMX)theory proposes that the leader implicitly categorizes the follower as belonging to his ingroup or out group after a detailed analysis of his or her performance over a prolonged period of time.

The situational leadership theory focuses on follower readiness to determine the appropriate leadership behavior.

According to the situational leadership theory, if followers are unable and willing to do a task, then a leader needs to ________.

Leaders who want to foster a climate that reinforces ethical behavior do all of the following except ________.

Which of the following is a substitute for leadership in the theory that suggests leaders' actions are irrelevant in many situations?

What is the role played by traits in predicting leadership behaviors?

Transactional leaders guide their followers toward established goals by clarifying role and task requirements.

Fiedler defines the degree of confidence, trust, and respect that subordinates have in their leader as ________.

According to evidence, what is the first step a charismatic leader takes to influence followers?

Which of the following situational dimensions identified by Fiedler relates to the degree to which job assignments are procedurized, that is, structured or unstructured?

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