Question 1

leaders recognize the need for change and create a vision to guide that change.

Accepted Answer

Transformational

Question 2

Michael Eisner took over the stagnant Walt Disney firm in the early 1990s and turned things around in dramatic fashion.However, once stability was needed, Eisner was unable to change his approach to

Accepted Answer

A) charismatic leadership. 
B) transactional leadership. 
C) transformational leadership. 
D) strategic leadership. 
E) path-goal leadership. 
A) charismatic leadership. 
B) transactional leadership. 
C) transformational leadership. 
D) strategic leadership. 
E) path-goal leadership. B

Question 3

Herb Kelleher, Mary Kay Ash, and Steve Jobs are examples of charismatic leaders.

Accepted Answer

A) True 
 B)False  True

Question 4

According to the leader-member exchange model (LMX) of leadership, the out-group of subordinates may receive more responsibility and autonomy.

Accepted Answer

A) True 
 B)False

Question 5

The premise of the leadership substitutes perspective is that

Accepted Answer

A) leader behaviors may be irrelevant in some situations. 
B) anyone can be a leader with proper training. 
C) effective leaders replace the need for rigid rules and policies. 
D) non-leaders can fill in for leaders, but only temporarily. 
E) performing the leadership role requires replacing management 
A) leader behaviors may be irrelevant in some situations. 
B) anyone can be a leader with proper training. 
C) effective leaders replace the need for rigid rules and policies. 
D) non-leaders can fill in for leaders, but only temporarily. 
E) performing the leadership role requires replacing management

Question 6

Michelle is a manager whose subordinates are highly motivated and experienced.According to the Hersey and Blanchard model of leadership, Michelle should use which of the following styles?

Accepted Answer

A) Telling 
B) Selling 
C) Participating 
D) Delegating 
E) Situational 
A) Telling 
B) Selling 
C) Participating 
D) Delegating 
E) Situational

Question 7

Amanda often helps new employees learn the ropes and prepare to advance within the organization.Amanda is filling which role?

Accepted Answer

A) Monitor 
B) Instructor 
C) Intrapreneur 
D) Mentor 
E) Accelerator 
A) Monitor 
B) Instructor 
C) Intrapreneur 
D) Mentor 
E) Accelerator

Question 8

Why may some leadership theories be less applicable in today's diverse workforce?

Accepted Answer

A) Most past leadership research involved only white males. 
B) Past leadership theories have been shown to lead to discrimination. 
C) Leaders today work in a less educated workforce. 
D) Current civil rights laws require the development of modern theories and practices. 
E) Researchers have moved away from studying leaders and are now studying followers. 
A) Most past leadership research involved only white males. 
B) Past leadership theories have been shown to lead to discrimination. 
C) Leaders today work in a less educated workforce. 
D) Current civil rights laws require the development of modern theories and practices. 
E) Researchers have moved away from studying leaders and are now studying followers.

Question 9

Task characteristics that may substitute for leader behavior include all of the following except

Accepted Answer

A) frequent feedback. 
B) intrinsic satisfaction. 
C) routine. 
D) a high degree of structure. 
E) ability. 
A) frequent feedback. 
B) intrinsic satisfaction. 
C) routine. 
D) a high degree of structure. 
E) ability.

Question 10

Most people have long assumed that are ethical people.

Accepted Answer

The answer of Most people have long assumed that are...

Question 11

Charismatic leaders must rely on their personal charisma in order to compensate for low self-confidence.

Accepted Answer

A) True 
 B)False

Question 12

According to Robert House, charismatic leaders possess all of the following characteristics except

Accepted Answer

A) responsibility but typically little true authority. 
B) a tendency to express confidence in followers. 
C) self-confidence. 
D) a tendency to communicate high expectations. 
E) a strong need to influence people. 
A) responsibility but typically little true authority. 
B) a tendency to express confidence in followers. 
C) self-confidence. 
D) a tendency to communicate high expectations. 
E) a strong need to influence people.

Question 13

In the Hersey and Blanchard model of leadership, when leaders are faced with low subordinate readiness, they should adopt a
style.

Accepted Answer

The answer of In the Hersey and Blanchard model of...

Question 14

Leadership substitutes are individual, task, and organizational characteristics that tend to outweigh the leader's ability to affect subordinates' satisfaction and performance.

Accepted Answer

A) True 
 B)False

Question 15

Leadership attributions hold true that

Accepted Answer

A) our own behavior with regard to that person. 
B) the actual capacity of the person to behave like a leader. 
C) the ethical culture of the organization. 
D) when behaviors are observed in a context associated with leadership, others may attribute varying levels of leadership ability or power to the person displaying those behaviors. 
E) the actual capacity of the person to behave like a leader and the ethical culture of the organization. 
A) our own behavior with regard to that person. 
B) the actual capacity of the person to behave like a leader. 
C) the ethical culture of the organization. 
D) when behaviors are observed in a context associated with leadership, others may attribute varying levels of leadership ability or power to the person displaying those behaviors. 
E) the actual capacity of the person to behave like a leader and the ethical culture of the organization.

Question 16

Over the years, the path-goal theory of leadership has expanded to include additional forms of leader behavior.

Accepted Answer

A) True 
 B)False

Question 17

Most leadership research has been conducted on samples or case studies involving Asian Americans.

Accepted Answer

A) True 
 B)False

Question 18

In the Hersey and Blanchard model of leadership, when subordinate readiness is low, the leader should use a "delegating" style.

Accepted Answer

A) True 
 B)False

Question 19

Characteristics of the organization that may substitute for leadership include all of the following except

Accepted Answer

A) rules and procedures. 
B) professional orientation. 
C) rigid reward structure. 
D) plans and goals. 
E) physical distance between supervisor and employee. 
A) rules and procedures. 
B) professional orientation. 
C) rigid reward structure. 
D) plans and goals. 
E) physical distance between supervisor and employee.

Question 20

High standards of ethical conduct are being held up as a prerequisite for effective leadership.

Accepted Answer

A) True 
 B)False

leaders recognize the need for change and create a vision to guide that change.

Michael Eisner took over the stagnant Walt Disney firm in the early 1990s and turned things around in dramatic fashion.However, once stability was needed, Eisner was unable to change his approach to

Herb Kelleher, Mary Kay Ash, and Steve Jobs are examples of charismatic leaders.

According to the leader-member exchange model (LMX) of leadership, the out-group of subordinates may receive more responsibility and autonomy.

The premise of the leadership substitutes perspective is that

Michelle is a manager whose subordinates are highly motivated and experienced.According to the Hersey and Blanchard model of leadership, Michelle should use which of the following styles?

Amanda often helps new employees learn the ropes and prepare to advance within the organization.Amanda is filling which role?

Why may some leadership theories be less applicable in today's diverse workforce?

Task characteristics that may substitute for leader behavior include all of the following except

Most people have long assumed that are ethical people.

Charismatic leaders must rely on their personal charisma in order to compensate for low self-confidence.

According to Robert House, charismatic leaders possess all of the following characteristics except

In the Hersey and Blanchard model of leadership, when leaders are faced with low subordinate readiness, they should adopt a style.

Leadership substitutes are individual, task, and organizational characteristics that tend to outweigh the leader's ability to affect subordinates' satisfaction and performance.

Leadership attributions hold true that

Over the years, the path-goal theory of leadership has expanded to include additional forms of leader behavior.

Most leadership research has been conducted on samples or case studies involving Asian Americans.

In the Hersey and Blanchard model of leadership, when subordinate readiness is low, the leader should use a "delegating" style.

Characteristics of the organization that may substitute for leadership include all of the following except

High standards of ethical conduct are being held up as a prerequisite for effective leadership.

An Overview of Organizational Behavior

The Changing Environment of Organizations

Foundations of Individual Behavior

Motivation in Organizations

Motivating Employee Performance Through Work

Motivating Employee Performance Through Rewards

Managing Stress and the Work-Life Balance

Decision Making and Problem Solving

Foundations of Interpersonal and Group Behavior

Using Teams in Organizations

Communication in Organizations

Traditional Models for Understanding Leadership

Power, Politics, and Organizational Justice

Conflict and Negotiation in Organizations

Foundations of Organization Structure

Organization Design

Organization Culture

Organization Change and Development

Filters

Exam 13: Contemporary Views of Leadership in Organizations

leaders recognize the need for change and create a vision to guide that change.

Michael Eisner took over the stagnant Walt Disney firm in the early 1990s and turned things around in dramatic fashion.However, once stability was needed, Eisner was unable to change his approach to

Herb Kelleher, Mary Kay Ash, and Steve Jobs are examples of charismatic leaders.

According to the leader-member exchange model (LMX) of leadership, the out-group of subordinates may receive more responsibility and autonomy.

The premise of the leadership substitutes perspective is that

Michelle is a manager whose subordinates are highly motivated and experienced.According to the Hersey and Blanchard model of leadership, Michelle should use which of the following styles?

Amanda often helps new employees learn the ropes and prepare to advance within the organization.Amanda is filling which role?

Why may some leadership theories be less applicable in today's diverse workforce?

Task characteristics that may substitute for leader behavior include all of the following except

Most people have long assumed that are ethical people.

Charismatic leaders must rely on their personal charisma in order to compensate for low self-confidence.

According to Robert House, charismatic leaders possess all of the following characteristics except

In the Hersey and Blanchard model of leadership, when leaders are faced with low subordinate readiness, they should adopt a style.

Leadership substitutes are individual, task, and organizational characteristics that tend to outweigh the leader's ability to affect subordinates' satisfaction and performance.

Leadership attributions hold true that

Over the years, the path-goal theory of leadership has expanded to include additional forms of leader behavior.

Most leadership research has been conducted on samples or case studies involving Asian Americans.

In the Hersey and Blanchard model of leadership, when subordinate readiness is low, the leader should use a "delegating" style.

Characteristics of the organization that may substitute for leadership include all of the following except

High standards of ethical conduct are being held up as a prerequisite for effective leadership.

An Overview of Organizational Behavior

The Changing Environment of Organizations

Foundations of Individual Behavior

Motivation in Organizations

Motivating Employee Performance Through Work

Motivating Employee Performance Through Rewards

Managing Stress and the Work-Life Balance

Decision Making and Problem Solving

Foundations of Interpersonal and Group Behavior

Using Teams in Organizations

Communication in Organizations

Traditional Models for Understanding Leadership

Power, Politics, and Organizational Justice

Conflict and Negotiation in Organizations

Foundations of Organization Structure

Organization Design

Organization Culture

Organization Change and Development

Filters