Question 1

The early contingency theories have many conceptual weaknesses that make them difficult to validate and limit their practical utility.

Accepted Answer

A) True 
 B)False

Question 2

The primary explanatory process in Path-goal Theory of leadership is the influence of leader ________.

Accepted Answer

A)  expectations on subordinate behavior 
B)  expectations on subordinate expectations 
C)  behavior on subordinate expectations 
D)  behavior on group processes 
A)  expectations on subordinate behavior 
B)  expectations on subordinate expectations 
C)  behavior on subordinate expectations 
D)  behavior on group processes

Question 3

________ tend to be more concerned with technical matters, staffing, scheduling work, and monitoring subordinate performance.

Accepted Answer

A)  Top executives 
B)  Higher-level managers 
C)  Middle managers 
D)  Lower-level managers 
A)  Top executives 
B)  Higher-level managers 
C)  Middle managers 
D)  Lower-level managers

Question 4

Which of the following is one of the LEAST useful of the early contingency theories?

Accepted Answer

A)  Path-goal Theory 
B)  Leader Substitutes Theory 
C)  Situational Leadership Theory 
D)  Multiple Linkage Model 
A)  Path-goal Theory 
B)  Leader Substitutes Theory 
C)  Situational Leadership Theory 
D)  Multiple Linkage Model

Question 5

Demands and constraints ________ choices in the short run; over a longer time period a leader has the opportunity to modify demands and remove constraints in order to ________ choices.

Accepted Answer

A)  limit; expand 
B)  limit; limit 
C)  expand; expand 
D)  expand; limit 
A)  limit; expand 
B)  limit; limit 
C)  expand; expand 
D)  expand; limit

Question 6

A general guideline for managers that can be derived from the contingency leadership research is that leaders need to provide more direction to subordinates with simple and repetitive tasks.

Accepted Answer

A) True 
 B)False

Question 7

________ are the required duties, activities, and responsibilities for someone in a managerial position.

Accepted Answer

A)  Demands 
B)  Constraints 
C)  Choices 
D)  Patterns of relationships 
A)  Demands 
B)  Constraints 
C)  Choices 
D)  Patterns of relationships

Question 8

Heller and Yukl found that as span of control increased, upper-level managers made ________ autocratic decisions and used ________ delegation.

Accepted Answer

A)  fewer; less 
B)  fewer; more 
C)  more; less 
D)  more; more 
A)  fewer; less 
B)  fewer; more 
C)  more; less 
D)  more; more

Question 9

________ include bureaucratic rules, policies, and regulations that must be observed.

Accepted Answer

A)  Demands 
B)  Constraints 
C)  Choices 
D)  Patterns of relationships 
A)  Demands 
B)  Constraints 
C)  Choices 
D)  Patterns of relationships

Question 10

Discuss the concerns and authority of lower-level managers.

Accepted Answer

Student answers may vary. Low-level mana

Question 11

________ are characteristics of the organization and external environment limiting what a manager can do.

Accepted Answer

A)  Demands 
B)  Constraints 
C)  Choices 
D)  Patterns of relationships 
A)  Demands 
B)  Constraints 
C)  Choices 
D)  Patterns of relationships

Question 12

Which of the following is a substitute for instrumental leadership?

Accepted Answer

A)  an unstructured and highly varied task 
B)  minimal prior training and experience for subordinates 
C)  an intrinsically satisfying task 
D)  extensive rules and standard procedures 
A)  an unstructured and highly varied task 
B)  minimal prior training and experience for subordinates 
C)  an intrinsically satisfying task 
D)  extensive rules and standard procedures

Question 13

A situational moderator variable is called a neutralizer when it ________.

Accepted Answer

A)  decreases the effect of leader behavior on the dependent variable or prevents any effect from occurring 
B)  increases the effects of leader behavior on the dependent variable but does not directly influence the dependent variable 
C)  makes a mediating variable or an outcome more favorable 
D)  makes a mediating variable or an outcome less favorable 
A)  decreases the effect of leader behavior on the dependent variable or prevents any effect from occurring 
B)  increases the effects of leader behavior on the dependent variable but does not directly influence the dependent variable 
C)  makes a mediating variable or an outcome more favorable 
D)  makes a mediating variable or an outcome less favorable

Question 14

Leader Substitutes Theory suggests that in many situations no leadership is necessary.

Accepted Answer

A) True 
 B)False

Question 15

A substitute can indirectly influence leader behavior ________.

Accepted Answer

A)  when it decreases the effect of leader behavior on the dependent variable 
B)  if it becomes obvious to the leader that some types of behavior are redundant 
C)  when it increases the effect of leader behavior on the independent variable 
D)  if the leader is unaware that some types of behavior are unnecessary 
A)  when it decreases the effect of leader behavior on the dependent variable 
B)  if it becomes obvious to the leader that some types of behavior are redundant 
C)  when it increases the effect of leader behavior on the independent variable 
D)  if the leader is unaware that some types of behavior are unnecessary

Question 16

Which of the following was NOT a recommendation for effective time management?

Accepted Answer

A)  Determine how much time is spent on different activities. 
B)  Eliminate activities that require a lot of time. 
C)  Plan daily and weekly activities. 
D)  Avoid procrastination. 
A)  Determine how much time is spent on different activities. 
B)  Eliminate activities that require a lot of time. 
C)  Plan daily and weekly activities. 
D)  Avoid procrastination.

Question 17

According to the Path-goal Theory of leadership, task characteristics have a direct effect on subordinate effort and satisfaction.

Accepted Answer

A) True 
 B)False

Question 18

What is the difference between demands and constraints?

Accepted Answer

Student answers may vary. Demands are th

Question 19

All of the following can result in more exposure for an organization EXCEPT when ________.

Accepted Answer

A)  decisions do not have immediate consequences 
B)  actions have highly visible outcomes 
C)  mistakes can result in risk to human health and life 
D)  poor judgment can result in disruption of operations 
A)  decisions do not have immediate consequences 
B)  actions have highly visible outcomes 
C)  mistakes can result in risk to human health and life 
D)  poor judgment can result in disruption of operations

Question 20

Professionals who are internally motivated by their values, needs, and ethics ________ quality work.

Accepted Answer

A)  do not need to be encouraged by their leader to do 
B)  require additional encouragement from their leader to do 
C)  are willing but incapable of producing 
D)  need extensive direction and training to produce 
A)  do not need to be encouraged by their leader to do 
B)  require additional encouragement from their leader to do 
C)  are willing but incapable of producing 
D)  need extensive direction and training to produce

The early contingency theories have many conceptual weaknesses that make them difficult to validate and limit their practical utility.

The primary explanatory process in Path-goal Theory of leadership is the influence of leader ________.

________ tend to be more concerned with technical matters, staffing, scheduling work, and monitoring subordinate performance.

Which of the following is one of the LEAST useful of the early contingency theories?

Demands and constraints choices in the short run; over a longer time period a leader has the opportunity to modify demands and remove constraints in order to choices.

A general guideline for managers that can be derived from the contingency leadership research is that leaders need to provide more direction to subordinates with simple and repetitive tasks.

________ are the required duties, activities, and responsibilities for someone in a managerial position.

Heller and Yukl found that as span of control increased, upper-level managers made autocratic decisions and used delegation.

________ include bureaucratic rules, policies, and regulations that must be observed.

Discuss the concerns and authority of lower-level managers.

________ are characteristics of the organization and external environment limiting what a manager can do.

Which of the following is a substitute for instrumental leadership?

A situational moderator variable is called a neutralizer when it ________.

Leader Substitutes Theory suggests that in many situations no leadership is necessary.

A substitute can indirectly influence leader behavior ________.

Which of the following was NOT a recommendation for effective time management?

According to the Path-goal Theory of leadership, task characteristics have a direct effect on subordinate effort and satisfaction.

What is the difference between demands and constraints?

All of the following can result in more exposure for an organization EXCEPT when ________.

Professionals who are internally motivated by their values, needs, and ethics ________ quality work.

The Nature of Leadership

Leadership Behavior

Decision Making and Empowerment by Leaders

Leading Change and Innovation

Power and Influence Tactics

Leader Traits and Skills

Charismatic and Transformational Leadership

Value-Based and Ethical Leadership

Dyadic Relations and Followers

Leadership in Teams and Decision Groups

Strategic Leadership

Cross-Cultural Leadership and Diversity

Developing Leadership Skills

Overview and Integration

Filters

Exam 3: Leadership Situation

The early contingency theories have many conceptual weaknesses that make them difficult to validate and limit their practical utility.

The primary explanatory process in Path-goal Theory of leadership is the influence of leader ________.

________ tend to be more concerned with technical matters, staffing, scheduling work, and monitoring subordinate performance.

Which of the following is one of the LEAST useful of the early contingency theories?

Demands and constraints ________ choices in the short run; over a longer time period a leader has the opportunity to modify demands and remove constraints in order to ________ choices.

A general guideline for managers that can be derived from the contingency leadership research is that leaders need to provide more direction to subordinates with simple and repetitive tasks.

________ are the required duties, activities, and responsibilities for someone in a managerial position.

Heller and Yukl found that as span of control increased, upper-level managers made ________ autocratic decisions and used ________ delegation.

________ include bureaucratic rules, policies, and regulations that must be observed.

Discuss the concerns and authority of lower-level managers.

________ are characteristics of the organization and external environment limiting what a manager can do.

Which of the following is a substitute for instrumental leadership?

A situational moderator variable is called a neutralizer when it ________.

Leader Substitutes Theory suggests that in many situations no leadership is necessary.

A substitute can indirectly influence leader behavior ________.

Which of the following was NOT a recommendation for effective time management?

According to the Path-goal Theory of leadership, task characteristics have a direct effect on subordinate effort and satisfaction.

What is the difference between demands and constraints?

All of the following can result in more exposure for an organization EXCEPT when ________.

Professionals who are internally motivated by their values, needs, and ethics ________ quality work.

The Nature of Leadership

Leadership Behavior

Decision Making and Empowerment by Leaders

Leading Change and Innovation

Power and Influence Tactics

Leader Traits and Skills

Charismatic and Transformational Leadership

Value-Based and Ethical Leadership

Dyadic Relations and Followers

Leadership in Teams and Decision Groups

Strategic Leadership

Cross-Cultural Leadership and Diversity

Developing Leadership Skills

Overview and Integration

Filters

Demands and constraints choices in the short run; over a longer time period a leader has the opportunity to modify demands and remove constraints in order to choices.

Heller and Yukl found that as span of control increased, upper-level managers made autocratic decisions and used delegation.