Question 1

Path-goal theory argues that

Accepted Answer

A) leadership is relatively unimportant in organizations. 
B) participative leadership is the most effective style of leadership. 
C) the most effective leader behaviour depends on the situation. 
D) supportive leadership is best where the employee's job is highly satisfying. 
E) great leaders are born, not made. 
A) leadership is relatively unimportant in organizations. 
B) participative leadership is the most effective style of leadership. 
C) the most effective leader behaviour depends on the situation. 
D) supportive leadership is best where the employee's job is highly satisfying. 
E) great leaders are born, not made.

Question 2

When people have leadership prototypes, they

Accepted Answer

A) tend to observe the leader's performance rather than physical features and other traits. 
B) attribute the actions of leaders to external causes. 
C) give leaders more credit or blame than they are due because of our need to believe that life's events are caused mainly by human agents. 
D) believe that effective leaders are infallible. 
E) believe that leaders are effective only if they behave consistently with their own preconceptions of how an effective leader should act. 
A) tend to observe the leader's performance rather than physical features and other traits. 
B) attribute the actions of leaders to external causes. 
C) give leaders more credit or blame than they are due because of our need to believe that life's events are caused mainly by human agents. 
D) believe that effective leaders are infallible. 
E) believe that leaders are effective only if they behave consistently with their own preconceptions of how an effective leader should act.

Question 3

________ leadership includes behaviours that define and structure work roles

Accepted Answer

A) Task-oriented 
B) Organization-oriented 
C) Work-oriented 
D) Goal-oriented 
E) Staff-oriented 
A) Task-oriented 
B) Organization-oriented 
C) Work-oriented 
D) Goal-oriented 
E) Staff-oriented

Question 4

Managerial leadership is most closely related to

Accepted Answer

A) creating a vision. 
B) inspiring employees using charisma. 
C) Both performing daily activities and inspiring employees using charisma. 
D) performing daily activities. 
E) managerial accounting. 
A) creating a vision. 
B) inspiring employees using charisma. 
C) Both performing daily activities and inspiring employees using charisma. 
D) performing daily activities. 
E) managerial accounting.

Question 5

One problem with the personal attributes perspective of leadership is that

Accepted Answer

A) competencies reflect the leader's performance rather than potential. 
B) most leadership competencies are too specific, leaving no opportunity to interpret their meaning broadly. 
C) researchers haven't yet considered physical appearance in the list of possible leadership traits. 
D) it implies a universal rather than contingency approach to leadership. 
E) research doesn't find any evidence that effective leaders have specific competencies. 
A) competencies reflect the leader's performance rather than potential. 
B) most leadership competencies are too specific, leaving no opportunity to interpret their meaning broadly. 
C) researchers haven't yet considered physical appearance in the list of possible leadership traits. 
D) it implies a universal rather than contingency approach to leadership. 
E) research doesn't find any evidence that effective leaders have specific competencies.

Question 6

According to the leadership substitute theory, coworkers substitute for leadership in high involvement team structures.

Accepted Answer

A) True 
 B)False

Question 7

An effective strategic vision must include all of these identifiable features, EXCEPT

Accepted Answer

A) it needs to energize employees. 
B) it is necessarily abstract. 
C) it needs to be meaningful and appealing to employees. 
D) an idealized future with a higher purpose. 
E) it needs to be easily understood by all. 
A) it needs to energize employees. 
B) it is necessarily abstract. 
C) it needs to be meaningful and appealing to employees. 
D) an idealized future with a higher purpose. 
E) it needs to be easily understood by all.

Question 8

Leadership competencies identify leadership potential, not leadership performance.

Accepted Answer

A) True 
 B)False

Question 9

Managerial leadership may be distilled into two clusters of leadership behaviour. Describe each of the two clusters.

Accepted Answer

One cluster is people-oriented leadershi

Question 10

The Hersey-Blanchard situational leadership theory identifies the following four leadership styles:

Accepted Answer

A) True 
 B)False

Question 11

The situational leadership theory states that a person's leadership style does not change, so we must put leaders in situations that match their natural style.

Accepted Answer

A) True 
 B)False

Question 12

Which of the following is a limitation of the transformational perspective of leadership?

Accepted Answer

A) It is typically presented as a contingency rather than universal perspective. 
B) It focuses too much on how leaders improve organizational efficiency. 
C) Researchers tend to define transformational leadership by its effects on employees, rather than by a set of behaviours used through the chance process. 
D) All of these are limitations of the transformational perspective. 
E) The transformational perspective does not yet have any known limitations. 
A) It is typically presented as a contingency rather than universal perspective. 
B) It focuses too much on how leaders improve organizational efficiency. 
C) Researchers tend to define transformational leadership by its effects on employees, rather than by a set of behaviours used through the chance process. 
D) All of these are limitations of the transformational perspective. 
E) The transformational perspective does not yet have any known limitations.

Question 13

The implicit theory of leadership states that

Accepted Answer

A) there is no such thing as leadership. 
B) leadership is a perception of followers, not just actual behaviours and competencies of people called leaders. 
C) everyone is capable of being an effective leader. 
D) the best leadership style depends on both the characteristics of employees and the environment in which they work. 
E) leaders are people who change organizations. 
A) there is no such thing as leadership. 
B) leadership is a perception of followers, not just actual behaviours and competencies of people called leaders. 
C) everyone is capable of being an effective leader. 
D) the best leadership style depends on both the characteristics of employees and the environment in which they work. 
E) leaders are people who change organizations.

Question 14

According to the path-goal theory of leadership

Accepted Answer

A) the best leaders possess high levels of emotional intelligence. 
B) great leaders are born, not made. 
C) leaders are considered effective by followers when they act and look consistently with the perceptions and stereotypes that followers hold of ideal leaders. 
D) directive leadership is ineffective when employees are experienced and work in routine jobs. 
E) achievement-oriented leadership is the most effective style of leadership. 
A) the best leaders possess high levels of emotional intelligence. 
B) great leaders are born, not made. 
C) leaders are considered effective by followers when they act and look consistently with the perceptions and stereotypes that followers hold of ideal leaders. 
D) directive leadership is ineffective when employees are experienced and work in routine jobs. 
E) achievement-oriented leadership is the most effective style of leadership.

Question 15

The situational leadership theory states that the best leadership style depends on

Accepted Answer

A) the ability and motivation of followers. 
B) the cognitive abilities of followers. 
C) the leader's capacity to walk the talk. 
D) the availability of leadership substitutes. 
E) None of these conditions apply. 
A) the ability and motivation of followers. 
B) the cognitive abilities of followers. 
C) the leader's capacity to walk the talk. 
D) the availability of leadership substitutes. 
E) None of these conditions apply.

Question 16

Which of the following would be considered a leadership substitute?

Accepted Answer

A) Employees with extensive experience 
B) Supportive colleagues 
C) Skilled employees 
D) Performance-based reward systems 
E) All of these are leadership substitutes. 
A) Employees with extensive experience 
B) Supportive colleagues 
C) Skilled employees 
D) Performance-based reward systems 
E) All of these are leadership substitutes.

Question 17

Transformational leaders are reluctant to encourage experimentation, because it could lead the organization astray.

Accepted Answer

A) True 
 B)False

Question 18

The most popular leadership perspective today-and arguably the most important in the domain of leadership-is transactional leadership.

Accepted Answer

A) True 
 B)False

Question 19

The implicit leadership theory states that everyone has beliefs about leadership prototypes.

Accepted Answer

A) True 
 B)False

Question 20

What is the relevance of emotional intelligence in leadership?

Accepted Answer

A) Emotional intelligence is one of the most frequently identified contingencies of employees when choosing the best leadership style. 
B) Emotional intelligence is the psychological condition that makes people want to believe that leaders make a difference. 
C) Researchers who conduct leadership studies tend to have a higher level of emotional intelligence than researchers who study other organizational behaviour topics. 
D) Emotional intelligence is one of the attributes of effective leaders. 
E) Emotional intelligence is not relevant to the study of leadership. 
A) Emotional intelligence is one of the most frequently identified contingencies of employees when choosing the best leadership style. 
B) Emotional intelligence is the psychological condition that makes people want to believe that leaders make a difference. 
C) Researchers who conduct leadership studies tend to have a higher level of emotional intelligence than researchers who study other organizational behaviour topics. 
D) Emotional intelligence is one of the attributes of effective leaders. 
E) Emotional intelligence is not relevant to the study of leadership.

Path-goal theory argues that

When people have leadership prototypes, they

________ leadership includes behaviours that define and structure work roles

Managerial leadership is most closely related to

One problem with the personal attributes perspective of leadership is that

According to the leadership substitute theory, coworkers substitute for leadership in high involvement team structures.

An effective strategic vision must include all of these identifiable features, EXCEPT

Leadership competencies identify leadership potential, not leadership performance.

Managerial leadership may be distilled into two clusters of leadership behaviour. Describe each of the two clusters.

The Hersey-Blanchard situational leadership theory identifies the following four leadership styles:

The situational leadership theory states that a person's leadership style does not change, so we must put leaders in situations that match their natural style.

Which of the following is a limitation of the transformational perspective of leadership?

The implicit theory of leadership states that

According to the path-goal theory of leadership

The situational leadership theory states that the best leadership style depends on

Which of the following would be considered a leadership substitute?

Transformational leaders are reluctant to encourage experimentation, because it could lead the organization astray.

The most popular leadership perspective today-and arguably the most important in the domain of leadership-is transactional leadership.

The implicit leadership theory states that everyone has beliefs about leadership prototypes.

What is the relevance of emotional intelligence in leadership?

Introduction to the Field of Organizational Behaviour

Individual Behaviour

Perceiving Ourselves and Others in Organizations

Workplace Emotions

Foundations of Employee Motivation

Applied Performance Practices

Decision Making and Creativity

Team Dynamics

Communicating in Organizations

Power and Influence in the Workplace

Conflict and Negotiation in the Workplace

Designing Organizational Structures

Organizational Culture

Organizational Change

Filters

Exam 12: Leadership in Organizational Settings

Path-goal theory argues that

When people have leadership prototypes, they

________ leadership includes behaviours that define and structure work roles

Managerial leadership is most closely related to

One problem with the personal attributes perspective of leadership is that

According to the leadership substitute theory, coworkers substitute for leadership in high involvement team structures.

An effective strategic vision must include all of these identifiable features, EXCEPT

Leadership competencies identify leadership potential, not leadership performance.

Managerial leadership may be distilled into two clusters of leadership behaviour. Describe each of the two clusters.

The Hersey-Blanchard situational leadership theory identifies the following four leadership styles:

The situational leadership theory states that a person's leadership style does not change, so we must put leaders in situations that match their natural style.

Which of the following is a limitation of the transformational perspective of leadership?

The implicit theory of leadership states that

According to the path-goal theory of leadership

The situational leadership theory states that the best leadership style depends on

Which of the following would be considered a leadership substitute?

Transformational leaders are reluctant to encourage experimentation, because it could lead the organization astray.

The most popular leadership perspective today-and arguably the most important in the domain of leadership-is transactional leadership.

The implicit leadership theory states that everyone has beliefs about leadership prototypes.

What is the relevance of emotional intelligence in leadership?

Introduction to the Field of Organizational Behaviour

Individual Behaviour

Perceiving Ourselves and Others in Organizations

Workplace Emotions

Foundations of Employee Motivation

Applied Performance Practices

Decision Making and Creativity

Team Dynamics

Communicating in Organizations

Power and Influence in the Workplace

Conflict and Negotiation in the Workplace

Designing Organizational Structures

Organizational Culture

Organizational Change

Filters