Question 1

The Vroom-Yetton-Jago model is a method for determining ________.

Accepted Answer

A)  when a leader should use which decision style 
B)  interpersonal dynamics of organizational leaders 
C)  the motivational appeals necessary to motivate followers 
D)  leadership traits and motivation of individuals 
E)  the effectiveness of leaders in various situations 
A)  when a leader should use which decision style 
B)  interpersonal dynamics of organizational leaders 
C)  the motivational appeals necessary to motivate followers 
D)  leadership traits and motivation of individuals 
E)  the effectiveness of leaders in various situations

Question 2

Joe is trying to understand the situational side of leadership. He seems to be pretty set that his leadership style is the best style. Joe could use some training and discussion on the benefit of leader ________.

Accepted Answer

A)  spontaneity 
B)  flexibility 
C)  adaptability 
D)  contingency 
E)  discretion 
A)  spontaneity 
B)  flexibility 
C)  adaptability 
D)  contingency 
E)  discretion

Question 3

The trait approach to leadership proposes that leaders are made, not born.

Accepted Answer

A) True 
 B)False

Question 4

An inexperienced man has just been hired as a salesperson in a men's clothing store. According to the life cycle theory, a low-task/high-relationship style of leadership should be maintained to effectively manage this person.

Accepted Answer

A) True 
 B)False

Question 5

Peter is the sales manager of an insurance company. He believes his primary job is to help his subordinates perform better in order to raise company profits. He considers his personal needs, aspirations, and interests as secondary to helping his subordinates improve. Peter can be considered a(n) ________.

Accepted Answer

A)  superleader 
B)  collaborative leader 
C)  high-consideration leader 
D)  emotionally intelligent leader 
E)  servant leader 
A)  superleader 
B)  collaborative leader 
C)  high-consideration leader 
D)  emotionally intelligent leader 
E)  servant leader

Question 6

Carrie is the CEO of a leading electronics manufacturer. She bases her managerial recruitments entirely on aspects such as the prospect's intelligence quotient, emotional maturity, dependability, persistence, and the drive for continuing achievement. Which of the following approaches to leadership does Carrie believe in?

Accepted Answer

A)  behavioral 
B)  transformational 
C)  trait 
D)  entrepreneurial 
E)  employee-centered 
A)  behavioral 
B)  transformational 
C)  trait 
D)  entrepreneurial 
E)  employee-centered

Question 7

A permissive, passive, and considerate leadership is most appropriate if the leadership situation is characterized by ________.

Accepted Answer

A)  good member relations, weak task structure, and weak leader position power 
B)  good member relations, weak task structure, and strong leader position power 
C)  moderately poor member relations, weak task structure, and weak leader position power 
D)  good member relations, high task structure, and weak leader position power 
E)  good member relations, high task structure, and strong leader position power 
A)  good member relations, weak task structure, and weak leader position power 
B)  good member relations, weak task structure, and strong leader position power 
C)  moderately poor member relations, weak task structure, and weak leader position power 
D)  good member relations, high task structure, and weak leader position power 
E)  good member relations, high task structure, and strong leader position power

Question 8

Moral courage is the strength to take actions that are consistent with moral beliefs despite pressures, either inside or outside of the organization, to do otherwise.

Accepted Answer

A) True 
 B)False

Question 9

A leader who works mostly by themselves and not closely with other workers is known as a/an ________ leader.

Accepted Answer

A)  credit hog 
B)  lone ranger 
C)  egomaniac 
D)  mule 
E)  hoarder 
A)  credit hog 
B)  lone ranger 
C)  egomaniac 
D)  mule 
E)  hoarder

Question 10

Discuss the benefits of situational leadership.

Accepted Answer

Leadership studies have shifted from the

Question 11

If the time available to come to a decision on a problem is very limited, it is most likely that ________.

Accepted Answer

A)  the manager will leave the subordinates to make the decision 
B)  the skills of the subordinates will be effectively used 
C)  the level of confidence the manager has in followers will be high 
D)  the skills of the manager as a decision maker will play a secondary role 
E)  the manager will take a boss-centered approach to leadership 
A)  the manager will leave the subordinates to make the decision 
B)  the skills of the subordinates will be effectively used 
C)  the level of confidence the manager has in followers will be high 
D)  the skills of the manager as a decision maker will play a secondary role 
E)  the manager will take a boss-centered approach to leadership

Question 12

According to the contingency theory of leadership, the extent to which the leader has control over the rewards and punishments received by followers is known as ________.

Accepted Answer

A)  leader-member relations 
B)  position power 
C)  task structure 
D)  power distance 
E)  motivational structure 
A)  leader-member relations 
B)  position power 
C)  task structure 
D)  power distance 
E)  motivational structure

Question 13

Which of the following is a valid observation of management and leadership?

Accepted Answer

A)  Leading is not a part of the influencing function. 
B)  Leading is synonymous to managing in most cases. 
C)  Leadership is considered a subset of management. 
D)  Leading is much broader in scope than managing. 
E)  Leading mainly emphasizes nonbehavioral issues. 
A)  Leading is not a part of the influencing function. 
B)  Leading is synonymous to managing in most cases. 
C)  Leadership is considered a subset of management. 
D)  Leading is much broader in scope than managing. 
E)  Leading mainly emphasizes nonbehavioral issues.

Question 14

The central theme of leadership is ________.

Accepted Answer

A)  rational assessment and handling of business situations 
B)  ensuring that the organization produces high quality products 
C)  the rational selection of goals and purposes 
D)  getting things accomplished through people 
E)  reducing the overall cost of the organization 
A)  rational assessment and handling of business situations 
B)  ensuring that the organization produces high quality products 
C)  the rational selection of goals and purposes 
D)  getting things accomplished through people 
E)  reducing the overall cost of the organization

Question 15

Situational theories of leadership, except for Fiedler's theory, are all based upon the concept of ________.

Accepted Answer

A)  leader flexibility 
B)  follower readiness 
C)  skills and abilities of managers 
D)  specific follower skills 
E)  leader-member relationships 
A)  leader flexibility 
B)  follower readiness 
C)  skills and abilities of managers 
D)  specific follower skills 
E)  leader-member relationships

Question 16

________ is a phenomenon in which the more the leaders believe their subordinates can achieve, the more the subordinates actually achieve.

Accepted Answer

A)  Superleadership 
B)  Internal orientation 
C)  Pygmalion effect 
D)  Position power transformation 
E)  Motivational effect 
A)  Superleadership 
B)  Internal orientation 
C)  Pygmalion effect 
D)  Position power transformation 
E)  Motivational effect

Question 17

Which of the following involves a leader putting themselves in another person's shoes?

Accepted Answer

A)  apathy 
B)  empathy 
C)  insight 
D)  charisma 
E)  transition 
A)  apathy 
B)  empathy 
C)  insight 
D)  charisma 
E)  transition

Question 18

When most individuals join an organization, they are unable to solve task-related problems independently. According to the life cycle theory, which of the following is the appropriate leadership style for these individuals?

Accepted Answer

A)  low task and low relationship 
B)  low task and high relationship 
C)  high task and high relationship 
D)  high task and low relationship 
E)  moderate task and relationship behavior 
A)  low task and low relationship 
B)  low task and high relationship 
C)  high task and high relationship 
D)  high task and low relationship 
E)  moderate task and relationship behavior

Question 19

Which of the following leadership facets is highlighted in the Tannenbaum and Schmidt Leadership Continuum?

Accepted Answer

A)  employee motivation 
B)  communication 
C)  workforce controlling 
D)  decision making 
E)  employee training 
A)  employee motivation 
B)  communication 
C)  workforce controlling 
D)  decision making 
E)  employee training

Question 20

Since Megan can allocate rewards and punishments in her leadership role, she has ________ power.

Accepted Answer

A)  position 
B)  personal 
C)  interpersonal 
D)  conceptual 
E)  situational 
A)  position 
B)  personal 
C)  interpersonal 
D)  conceptual 
E)  situational

The Vroom-Yetton-Jago model is a method for determining ________.

Joe is trying to understand the situational side of leadership. He seems to be pretty set that his leadership style is the best style. Joe could use some training and discussion on the benefit of leader ________.

The trait approach to leadership proposes that leaders are made, not born.

An inexperienced man has just been hired as a salesperson in a men's clothing store. According to the life cycle theory, a low-task/high-relationship style of leadership should be maintained to effectively manage this person.

A permissive, passive, and considerate leadership is most appropriate if the leadership situation is characterized by ________.

Moral courage is the strength to take actions that are consistent with moral beliefs despite pressures, either inside or outside of the organization, to do otherwise.

A leader who works mostly by themselves and not closely with other workers is known as a/an ________ leader.

Discuss the benefits of situational leadership.

If the time available to come to a decision on a problem is very limited, it is most likely that ________.

According to the contingency theory of leadership, the extent to which the leader has control over the rewards and punishments received by followers is known as ________.

Which of the following is a valid observation of management and leadership?

The central theme of leadership is ________.

Situational theories of leadership, except for Fiedler's theory, are all based upon the concept of ________.

________ is a phenomenon in which the more the leaders believe their subordinates can achieve, the more the subordinates actually achieve.

Which of the following involves a leader putting themselves in another person's shoes?

When most individuals join an organization, they are unable to solve task-related problems independently. According to the life cycle theory, which of the following is the appropriate leadership style for these individuals?

Which of the following leadership facets is highlighted in the Tannenbaum and Schmidt Leadership Continuum?

Since Megan can allocate rewards and punishments in her leadership role, she has ________ power.

Principles of Modern Management: Concepts and Skills

Managers, Society, and Sustainability

Management and Diversity

Managing in the Global Arena

Plans and Planning Tools

Making Decisions

Strategic Planning: Strategies, Tactics, and Competitive Dynamics

Fundamentals of Organizing

Responsibility, Authority, and Delegation

Human Resource Management

Organizational Change: Stress, Conflict and Virtuality

Influencing and Communication

Motivation

Groups and Teams

Managing Organization Culture

Controlling, Information, and Technology

Production and Control

Appendix 1: Managing History and Current Thinking

Management and Entrepreneurship: Handling Start-Ups and New Ventures

Encouraging Creativity and Innovation

Filters

Exam 13: Leadership

The Vroom-Yetton-Jago model is a method for determining ________.

Joe is trying to understand the situational side of leadership. He seems to be pretty set that his leadership style is the best style. Joe could use some training and discussion on the benefit of leader ________.

The trait approach to leadership proposes that leaders are made, not born.

An inexperienced man has just been hired as a salesperson in a men's clothing store. According to the life cycle theory, a low-task/high-relationship style of leadership should be maintained to effectively manage this person.

A permissive, passive, and considerate leadership is most appropriate if the leadership situation is characterized by ________.

Moral courage is the strength to take actions that are consistent with moral beliefs despite pressures, either inside or outside of the organization, to do otherwise.

A leader who works mostly by themselves and not closely with other workers is known as a/an ________ leader.

Discuss the benefits of situational leadership.

If the time available to come to a decision on a problem is very limited, it is most likely that ________.

According to the contingency theory of leadership, the extent to which the leader has control over the rewards and punishments received by followers is known as ________.

Which of the following is a valid observation of management and leadership?

The central theme of leadership is ________.

Situational theories of leadership, except for Fiedler's theory, are all based upon the concept of ________.

________ is a phenomenon in which the more the leaders believe their subordinates can achieve, the more the subordinates actually achieve.

Which of the following involves a leader putting themselves in another person's shoes?

When most individuals join an organization, they are unable to solve task-related problems independently. According to the life cycle theory, which of the following is the appropriate leadership style for these individuals?

Which of the following leadership facets is highlighted in the Tannenbaum and Schmidt Leadership Continuum?

Since Megan can allocate rewards and punishments in her leadership role, she has ________ power.

Principles of Modern Management: Concepts and Skills

Managers, Society, and Sustainability

Management and Diversity

Managing in the Global Arena

Plans and Planning Tools

Making Decisions

Strategic Planning: Strategies, Tactics, and Competitive Dynamics

Fundamentals of Organizing

Responsibility, Authority, and Delegation

Human Resource Management

Organizational Change: Stress, Conflict and Virtuality

Influencing and Communication

Motivation

Groups and Teams

Managing Organization Culture

Controlling, Information, and Technology

Production and Control

Appendix 1: Managing History and Current Thinking

Management and Entrepreneurship: Handling Start-Ups and New Ventures

Encouraging Creativity and Innovation

Filters