Question 1

Margie's focus as a leader is on her employees as people. Margie could then be said to be an ________-centered leader.

Accepted Answer

A)  trait 
B)  behavior 
C)  structure 
D)  job 
E)  employee 
A)  trait 
B)  behavior 
C)  structure 
D)  job 
E)  employee

Question 2

Transformational leadership ________.

Accepted Answer

A)  proposes leaders match their style with the maturity levels of their followers 
B)  proposes that all good leaders possess a set of identifiable traits which are highly desirable 
C)  is characterized by a charismatic leader who considers the employees' opinion though he or she makes the decisions alone 
D)  inspires organizational success by affecting followers' beliefs in what an organization should be as well as their values 
E)  shares the view that leaders' major job is to make decisions that help the organization grow as an independent entity 
A)  proposes leaders match their style with the maturity levels of their followers 
B)  proposes that all good leaders possess a set of identifiable traits which are highly desirable 
C)  is characterized by a charismatic leader who considers the employees' opinion though he or she makes the decisions alone 
D)  inspires organizational success by affecting followers' beliefs in what an organization should be as well as their values 
E)  shares the view that leaders' major job is to make decisions that help the organization grow as an independent entity

Question 3

A manager adopts the GII style of decision making. He or she would ________.

Accepted Answer

A)  meet with the group to discuss the situation and allow the group to make decisions 
B)  make organizational decisions alone, without consulting followers 
C)  ask for information from subordinates but make the decisions alone 
D)  meet with the followers to discuss the situation, but make the decision alone 
E)  share the situation with subordinates and ask for information before making the decision 
A)  meet with the group to discuss the situation and allow the group to make decisions 
B)  make organizational decisions alone, without consulting followers 
C)  ask for information from subordinates but make the decisions alone 
D)  meet with the followers to discuss the situation, but make the decision alone 
E)  share the situation with subordinates and ask for information before making the decision

Question 4

A manager who has the tendency to "sell" his or her decisions is most likely to ________.

Accepted Answer

A)  be on the right-hand side of the Tannenbaum and Schmidt Leadership Continuum 
B)  remain a follower-friendly and popular leader 
C)  give up his authority to increase effectiveness 
D)  identify the problem and make decisions independently 
E)  seek the opinion of employees before implementing decisions 
A)  be on the right-hand side of the Tannenbaum and Schmidt Leadership Continuum 
B)  remain a follower-friendly and popular leader 
C)  give up his authority to increase effectiveness 
D)  identify the problem and make decisions independently 
E)  seek the opinion of employees before implementing decisions

Question 5

Which of the following statements of a manager is consistent with the views expressed by the life cycle theory?

Accepted Answer

A)  Organizational productivity is more important to leadership than individual behaviors. 
B)  Managers must not use directive style when making decisions concerning employees. 
C)  Situational approaches to leadership are more effective than the behavioral approaches. 
D)  Leadership styles depend on the ability of followers to perform jobs independently. 
E)  Task behaviors and relationship behaviors of managers are independent of each other. 
A)  Organizational productivity is more important to leadership than individual behaviors. 
B)  Managers must not use directive style when making decisions concerning employees. 
C)  Situational approaches to leadership are more effective than the behavioral approaches. 
D)  Leadership styles depend on the ability of followers to perform jobs independently. 
E)  Task behaviors and relationship behaviors of managers are independent of each other.

Question 6

________ leadership, focuses on blending the leader's personal humility with an intense will to build long range organizational success.

Accepted Answer

A)  Servant 
B)  Level 5 
C)  Humility 
D)  Ministerial 
E)  Authentic 
A)  Servant 
B)  Level 5 
C)  Humility 
D)  Ministerial 
E)  Authentic

Question 7

An organization considers its managers to have moral courage. The managers at this organization can be considered ________.

Accepted Answer

A)  transformational leaders 
B)  servant leaders 
C)  Level 5 leaders 
D)  authentic leaders 
E)  coaching leaders 
A)  transformational leaders 
B)  servant leaders 
C)  Level 5 leaders 
D)  authentic leaders 
E)  coaching leaders

Question 8

Compare and contrast the life cycle theory of leadership with Fiedler's model.

Accepted Answer

The Life Cycle Theory of Leadership esse

Question 9

A manager displays the highest degree of subordinate-centered leadership when he or she ________.

Accepted Answer

A)  permits subordinates to function within limits defined by superior 
B)  defines the limits and asks the group to make decisions 
C)  presents a problem and gets suggestions from subordinates before making decisions 
D)  presents a tentative decision subject to change based on follower opinions 
E)  suggests ideas and invites questions from the followers 
A)  permits subordinates to function within limits defined by superior 
B)  defines the limits and asks the group to make decisions 
C)  presents a problem and gets suggestions from subordinates before making decisions 
D)  presents a tentative decision subject to change based on follower opinions 
E)  suggests ideas and invites questions from the followers

Question 10

Under which of the following leadership theories does the leader inspire organizational success by profoundly affecting followers' beliefs in what an organization should be, as well as their values, such as justice and integrity?

Accepted Answer

A)  situational leadership 
B)  path-goal leadership 
C)  transformational leadership 
D)  entrepreneurial leadership 
E)  superleadership 
A)  situational leadership 
B)  path-goal leadership 
C)  transformational leadership 
D)  entrepreneurial leadership 
E)  superleadership

Question 11

According to Fiedler's contingency theory of leadership, which of the following is a primary factor that should be considered when moving leaders into situations appropriate for their leadership styles?

Accepted Answer

A)  participative behavior 
B)  analytic skills of managers 
C)  past performances 
D)  task structure 
E)  emotional intelligence 
A)  participative behavior 
B)  analytic skills of managers 
C)  past performances 
D)  task structure 
E)  emotional intelligence

Question 12

What are the major forces in a situation that influence a manager's determination of how to make decisions? Explain briefly.

Accepted Answer

Organizational factors, including the si

Question 13

According to the Michigan studies, behavior that focuses primarily on the work a subordinate is doing is known as ________.

Accepted Answer

A)  employee-centered behavior 
B)  job-centered behavior 
C)  consideration behavior 
D)  structure behavior 
E)  subordinate-centered behavior 
A)  employee-centered behavior 
B)  job-centered behavior 
C)  consideration behavior 
D)  structure behavior 
E)  subordinate-centered behavior

Question 14

Which of the following statements is most closely associated with the concepts of the path-goal theory of leadership?

Accepted Answer

A)  Achievement of organizational goals is more important than the paths used to achieve them. 
B)  Managers must set the goals for performance and allow employees to select the path they use to achieve the goal. 
C)  Directive behavior is not appropriate when precise performance goals and procedures exist. 
D)  Effective leaders are characterized by high degree of acceptance and low task-orientation. 
E)  Managers can help job performance by showing employees how their performance directly affects reception of rewards. 
A)  Achievement of organizational goals is more important than the paths used to achieve them. 
B)  Managers must set the goals for performance and allow employees to select the path they use to achieve the goal. 
C)  Directive behavior is not appropriate when precise performance goals and procedures exist. 
D)  Effective leaders are characterized by high degree of acceptance and low task-orientation. 
E)  Managers can help job performance by showing employees how their performance directly affects reception of rewards.

Question 15

What is the central theme of the path-goal theory of leadership? What kinds of leadership behavior does it describe? Give an example of a situation in which a manager uses this model to decide how to act with a particular subordinate.

Accepted Answer

The path-goal theory of leadership is a

Question 16

According to Tannenbaum and Schmidt, one extreme of the continuum is boss-centered leadership where ________.

Accepted Answer

A)  the manager presents tentative decisions as subject to change 
B)  the manager sells decisions to subordinates 
C)  the manager defines limits and asks the group to make the decision 
D)  the manager presents ideas and invites questions 
E)  the manager makes the decision and announces it to the subordinates 
A)  the manager presents tentative decisions as subject to change 
B)  the manager sells decisions to subordinates 
C)  the manager defines limits and asks the group to make the decision 
D)  the manager presents ideas and invites questions 
E)  the manager makes the decision and announces it to the subordinates

Question 17

Which of the following is a conclusion derived from the OSU studies on leadership?

Accepted Answer

A)  Individual traits are crucial to leadership effectiveness. 
B)  Employee-centered leaders are more effective than job-centered leaders. 
C)  Leaders exhibit structure behavior and consideration behavior. 
D)  Leadership styles should be linked with various situations. 
E)  Followers progress from immaturity to maturity in their lifecycle. 
A)  Individual traits are crucial to leadership effectiveness. 
B)  Employee-centered leaders are more effective than job-centered leaders. 
C)  Leaders exhibit structure behavior and consideration behavior. 
D)  Leadership styles should be linked with various situations. 
E)  Followers progress from immaturity to maturity in their lifecycle.

Question 18

Explain how leaders behave and make decisions using the 7 concepts of Tannenbaum and Schmidt Leadership Continuum.

Accepted Answer

1. The manager makes the decision and an

Question 19

Managers must assume an autocratic or boss-centered approach to making decisions when subordinates are characterized by ________.

Accepted Answer

A)  high tolerance for ambiguity 
B)  high need for independence 
C)  moderate intellectual capabilities 
D)  low levels of aggression 
E)  low level of job experience 
A)  high tolerance for ambiguity 
B)  high need for independence 
C)  moderate intellectual capabilities 
D)  low levels of aggression 
E)  low level of job experience

Question 20

Which of the following types of behavior is a leader engaging in when he sets challenging goals for followers to reach and demonstrates confidence that they will measure up to the challenge?

Accepted Answer

A)  supportive 
B)  accommodating 
C)  directive 
D)  participative 
E)  achievement 
A)  supportive 
B)  accommodating 
C)  directive 
D)  participative 
E)  achievement

Exam 13: Leadership

Margie's focus as a leader is on her employees as people. Margie could then be said to be an ________-centered leader.

Transformational leadership ________.

A manager adopts the GII style of decision making. He or she would ________.

A manager who has the tendency to "sell" his or her decisions is most likely to ________.

Which of the following statements of a manager is consistent with the views expressed by the life cycle theory?

________ leadership, focuses on blending the leader's personal humility with an intense will to build long range organizational success.

An organization considers its managers to have moral courage. The managers at this organization can be considered ________.

Compare and contrast the life cycle theory of leadership with Fiedler's model.

A manager displays the highest degree of subordinate-centered leadership when he or she ________.

Under which of the following leadership theories does the leader inspire organizational success by profoundly affecting followers' beliefs in what an organization should be, as well as their values, such as justice and integrity?

According to Fiedler's contingency theory of leadership, which of the following is a primary factor that should be considered when moving leaders into situations appropriate for their leadership styles?

What are the major forces in a situation that influence a manager's determination of how to make decisions? Explain briefly.

According to the Michigan studies, behavior that focuses primarily on the work a subordinate is doing is known as ________.

Which of the following statements is most closely associated with the concepts of the path-goal theory of leadership?

What is the central theme of the path-goal theory of leadership? What kinds of leadership behavior does it describe? Give an example of a situation in which a manager uses this model to decide how to act with a particular subordinate.

According to Tannenbaum and Schmidt, one extreme of the continuum is boss-centered leadership where ________.

Which of the following is a conclusion derived from the OSU studies on leadership?

Explain how leaders behave and make decisions using the 7 concepts of Tannenbaum and Schmidt Leadership Continuum.

Managers must assume an autocratic or boss-centered approach to making decisions when subordinates are characterized by ________.

Which of the following types of behavior is a leader engaging in when he sets challenging goals for followers to reach and demonstrates confidence that they will measure up to the challenge?

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

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