Question 1

The more confidence a manager has in his/her employees, the more likely it is the manager's decision making style will be ________-centered.

Accepted Answer

A)  employee 
B)  finance 
C)  legally 
D)  authority 
E)  independently 
A)  employee 
B)  finance 
C)  legally 
D)  authority 
E)  independently

Question 2

Which of the following approaches to leadership suggests successful leadership requires a unique combination of leaders, followers, and leadership circumstances?

Accepted Answer

A)  the trait approach 
B)  the situational approach to leadership 
C)  transformational leadership 
D)  contingency approach 
E)  the behavioral approach 
A)  the trait approach 
B)  the situational approach to leadership 
C)  transformational leadership 
D)  contingency approach 
E)  the behavioral approach

Question 3

Which of the following is a critical characteristic of servant leaders?

Accepted Answer

A)  transformation 
B)  persistence 
C)  superior attitudes 
D)  good listening 
E)  inaccurate information 
A)  transformation 
B)  persistence 
C)  superior attitudes 
D)  good listening 
E)  inaccurate information

Question 4

Which of the following is a disadvantage of Fiedler's contingency model of leadership?

Accepted Answer

A)  The model is not suitable to decide leadership style if the task structure is weak. 
B)  The model may not provide concrete answers to leadership problems. 
C)  It does not emphasize the importance of situational variables. 
D)  Leadership behaviors are not considered in this model. 
E)  Leader-member relations are ignored when selecting a suitable style of leadership. 
A)  The model is not suitable to decide leadership style if the task structure is weak. 
B)  The model may not provide concrete answers to leadership problems. 
C)  It does not emphasize the importance of situational variables. 
D)  Leadership behaviors are not considered in this model. 
E)  Leader-member relations are ignored when selecting a suitable style of leadership.

Question 5

Which of the following statements is consistent with the trait approach to leadership?

Accepted Answer

A)  Good leaders change their behaviors based on the situation. 
B)  Emotional maturity and stability are important characteristics of leaders. 
C)  Leaders should be reactive rather than proactive. 
D)  People who have the skill to participate socially become ineffective leaders. 
E)  Past achievements are not significant determinants of leadership. 
A)  Good leaders change their behaviors based on the situation. 
B)  Emotional maturity and stability are important characteristics of leaders. 
C)  Leaders should be reactive rather than proactive. 
D)  People who have the skill to participate socially become ineffective leaders. 
E)  Past achievements are not significant determinants of leadership.

Question 6

Leading mainly emphasizes ________.

Accepted Answer

A)  performance evaluation and control 
B)  organizational performance 
C)  organizational productivity 
D)  behavioral issues of employees 
E)  individual performances 
A)  performance evaluation and control 
B)  organizational performance 
C)  organizational productivity 
D)  behavioral issues of employees 
E)  individual performances

Question 7

A manager makes sure the job gets done whereas a leader cares about and focuses on the people who do the job.

Accepted Answer

A) True 
 B)False

Question 8

Keith is the leader of a project team designated to design new products for a firm. He conducts group meetings and discussions regularly so that all team members are aware of the work progress. Keith ensures that all members participate in the meetings and that all the key decisions regarding product design are made by the team. According to the VYJ model, Keith's style of leadership can be classified as ________.

Accepted Answer

A)  GII 
B)  CI 
C)  AI 
D)  CII 
E)  AII 
A)  GII 
B)  CI 
C)  AI 
D)  CII 
E)  AII

Question 9

According to the life cycle theory, the ability of followers to perform their jobs independently, to assume additional responsibility, and to desire to achieve success is called ________.

Accepted Answer

A)  maturity 
B)  authority 
C)  responsibility 
D)  accountability 
E)  flexibility 
A)  maturity 
B)  authority 
C)  responsibility 
D)  accountability 
E)  flexibility

Question 10

As the manager of a department store, Joan focuses primarily on the work that each employee at the store is doing and provides rewards purely based on performance. This behavior is called ________.

Accepted Answer

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

The more confidence a manager has in his/her employees, the more likely it is the manager's decision making style will be ________-centered.

Which of the following approaches to leadership suggests successful leadership requires a unique combination of leaders, followers, and leadership circumstances?

Which of the following is a critical characteristic of servant leaders?

Which of the following is a disadvantage of Fiedler's contingency model of leadership?

Which of the following statements is consistent with the trait approach to leadership?

Leading mainly emphasizes ________.

A manager makes sure the job gets done whereas a leader cares about and focuses on the people who do the job.

According to the life cycle theory, the ability of followers to perform their jobs independently, to assume additional responsibility, and to desire to achieve success is called ________.

As the manager of a department store, Joan focuses primarily on the work that each employee at the store is doing and provides rewards purely based on performance. This behavior is called ________.

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 more confidence a manager has in his/her employees, the more likely it is the manager's decision making style will be ________-centered.

Which of the following approaches to leadership suggests successful leadership requires a unique combination of leaders, followers, and leadership circumstances?

Which of the following is a critical characteristic of servant leaders?

Which of the following is a disadvantage of Fiedler's contingency model of leadership?

Which of the following statements is consistent with the trait approach to leadership?

Leading mainly emphasizes ________.

A manager makes sure the job gets done whereas a leader cares about and focuses on the people who do the job.

According to the life cycle theory, the ability of followers to perform their jobs independently, to assume additional responsibility, and to desire to achieve success is called ________.

As the manager of a department store, Joan focuses primarily on the work that each employee at the store is doing and provides rewards purely based on performance. This behavior is called ________.

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