Question 1

According to John Kotter, leadership (in contrast to management) entails:

Accepted Answer

A) planning and budgeting 
B) organizing and staffing 
C) problem solving 
D) setting a direction for the organization 
A) planning and budgeting 
B) organizing and staffing 
C) problem solving 
D) setting a direction for the organization

Question 2

Match the following:
-Transactional Leader

Accepted Answer

A) One who can inspire others and initiate change and development. 
B) A leader who relies on coercive and reward power. 
C) A leader who can inspire and excite followers to high levels of performance. 
D) A leader with extreme referent power. 
E) Emphasis on physical attributes or personality characteristics. 
A) One who can inspire others and initiate change and development. 
B) A leader who relies on coercive and reward power. 
C) A leader who can inspire and excite followers to high levels of performance. 
D) A leader with extreme referent power. 
E) Emphasis on physical attributes or personality characteristics.

Question 3

Leaders agitate for change and new approaches, managers advocate stability and the status quo.

Accepted Answer

A) True 
 B)False

Question 4

The path-goal theory assumes that leaders:

Accepted Answer

A) adapt their behavior and style to fit the characteristics of the followers 
B) adapt their behavior and style to fit the characteristics of the environment in which they work 
C) structure the situation so as to best fit their leader style 
D) adapt their behavior and style to fit the characteristics of the work environment and followers 
A) adapt their behavior and style to fit the characteristics of the followers 
B) adapt their behavior and style to fit the characteristics of the environment in which they work 
C) structure the situation so as to best fit their leader style 
D) adapt their behavior and style to fit the characteristics of the work environment and followers

Question 5

Which of the following phrases reflects a new leadership style that has been added to the leadership grid?

Accepted Answer

A) "middle of the road" 
B) "if it isn't broke, don't fix it" 
C) "father knows best" 
D) "If you aren't making mistakes, you aren't learning" 
A) "middle of the road" 
B) "if it isn't broke, don't fix it" 
C) "father knows best" 
D) "If you aren't making mistakes, you aren't learning"

Question 6

According to the contingency theory developed by Fiedler, what is the most appropriate action where it is found there is a misfit between the leader and the situation?

Accepted Answer

A) Attempt to change the leaders behavior through training. 
B) Remove the leader and replace him/her with someone that will result in a fit. 
C) Reengineer the leader's situation to fit the leader's basic predisposition. 
D) Develop better assessment techniques for leaders as well as group members. 
A) Attempt to change the leaders behavior through training. 
B) Remove the leader and replace him/her with someone that will result in a fit. 
C) Reengineer the leader's situation to fit the leader's basic predisposition. 
D) Develop better assessment techniques for leaders as well as group members.

Question 7

The glass cliff refers to:

Accepted Answer

A) preventing women from taking on difficult leadership situations 
B) men perceiving women as less suited to difficult leadership positions due to their lack of decision making experience 
C) a trend in organizations to place more women in difficult leadership situations 
D) women perceiving difficult leadership situations as situations to avoid due to inherent risk of failure 
A) preventing women from taking on difficult leadership situations 
B) men perceiving women as less suited to difficult leadership positions due to their lack of decision making experience 
C) a trend in organizations to place more women in difficult leadership situations 
D) women perceiving difficult leadership situations as situations to avoid due to inherent risk of failure

Question 8

The LPC scale is:

Accepted Answer

A) an attitudinal scale that measures leadership style 
B) a projective technique that evaluates the person a leader has least preferred to work with 
C) highly reliable 
D) an instrument that evaluates the type of person a leader likes least 
A) an attitudinal scale that measures leadership style 
B) a projective technique that evaluates the person a leader has least preferred to work with 
C) highly reliable 
D) an instrument that evaluates the type of person a leader likes least

Question 9

Match the following:
-Traits

Accepted Answer

A) One who can inspire others and initiate change and development. 
B) A leader who relies on coercive and reward power. 
C) A leader who can inspire and excite followers to high levels of performance. 
D) A leader with extreme referent power. 
E) Emphasis on physical attributes or personality characteristics. 
A) One who can inspire others and initiate change and development. 
B) A leader who relies on coercive and reward power. 
C) A leader who can inspire and excite followers to high levels of performance. 
D) A leader with extreme referent power. 
E) Emphasis on physical attributes or personality characteristics.

Question 10

Kotter suggests that leadership and management:

Accepted Answer

A) consist of very similar activities 
B) involve the alignment of people to the overall direction of the organization through communication 
C) involve the management of major change efforts within the organization 
D) are two distinct, yet complementary systems of action in organizations 
A) consist of very similar activities 
B) involve the alignment of people to the overall direction of the organization through communication 
C) involve the management of major change efforts within the organization 
D) are two distinct, yet complementary systems of action in organizations

Question 11

The basic idea behind leader-member exchange theory is:

Accepted Answer

A) followership is based on member perceptions of equity 
B) leaders form two groups of followers (in-groups and out-groups) 
C) leaders develop relationships with followers based on the principle of who does what and how much for whom 
D) followership depends on the degree that a task is satisfying 
A) followership is based on member perceptions of equity 
B) leaders form two groups of followers (in-groups and out-groups) 
C) leaders develop relationships with followers based on the principle of who does what and how much for whom 
D) followership depends on the degree that a task is satisfying

Question 12

The ability of a leader to create a vision and convince others to become a part of it, even skeptics, is known as:

Accepted Answer

A) transactional leadership 
B) reality-distortion field 
C) out-group leadership persuasion 
D) the positive use of selling as reflected in the Situational Leadership Model 
A) transactional leadership 
B) reality-distortion field 
C) out-group leadership persuasion 
D) the positive use of selling as reflected in the Situational Leadership Model

Question 13

Adolf Hitler is an example of a charismatic leader.

Accepted Answer

A) True 
 B)False

Question 14

Transactional leaders use formal rewards and punishments to manage followers.

Accepted Answer

A) True 
 B)False

Question 15

Leading virtual teams requires higher emotional intelligence than trust because face-to-face interaction is not possible.

Accepted Answer

A) True 
 B)False

Question 16

Blake and Mouton's Leadership Grid identifies the country club manager as someone who:

Accepted Answer

A) exerts minimal effort to get the work done 
B) builds a highly productive work team 
C) conforms to requirements and applies considerable pressure on employees to perform 
D) creates a pleasing, happy work environment and applies minimal supervision 
A) exerts minimal effort to get the work done 
B) builds a highly productive work team 
C) conforms to requirements and applies considerable pressure on employees to perform 
D) creates a pleasing, happy work environment and applies minimal supervision

Question 17

Match the following:
-Autocratic

Accepted Answer

A) A style of leadership based on directive, enforcing, and controlling behavior. 
B) A laid-back, minimal involvement leadership style. 
C) Leader behavior that encourages good interpersonal relations between manager and employees. 
D) A leader who emphasizes efficient production 
E) A participatory leadership style. 
A) A style of leadership based on directive, enforcing, and controlling behavior. 
B) A laid-back, minimal involvement leadership style. 
C) Leader behavior that encourages good interpersonal relations between manager and employees. 
D) A leader who emphasizes efficient production 
E) A participatory leadership style.

Question 18

Fiedler's position power variable is the same as reward power in the French-Raven model.

Accepted Answer

A) True 
 B)False

Question 19

According to the Vroom-Yetton-Jago normative decision model, all of the following are possible appropriate decision-making strategies except:

Accepted Answer

A) authoritative 
B) democratic 
C) laissez-faire 
D) consultative 
A) authoritative 
B) democratic 
C) laissez-faire 
D) consultative

Question 20

Which of the following statements best reflects the support for trait theories to identify universal distinguishing attributes of leaders?

Accepted Answer

A) Trait studies have identified physical attributes as being more important to leadership than personality or leader abilities such as intelligence. 
B) When looking at physical attributes, height has been the indicator a leader attribute with universal generalizability. 
C) Findings on traits as a basis for explaining leader effectiveness are neither strong nor uniform. 
D) Trait theory studies have tended to conclude that there are strong implications for training and development rather then selection. 
A) Trait studies have identified physical attributes as being more important to leadership than personality or leader abilities such as intelligence. 
B) When looking at physical attributes, height has been the indicator a leader attribute with universal generalizability. 
C) Findings on traits as a basis for explaining leader effectiveness are neither strong nor uniform. 
D) Trait theory studies have tended to conclude that there are strong implications for training and development rather then selection.

According to John Kotter, leadership (in contrast to management) entails:

Match the following: -Transactional Leader

Leaders agitate for change and new approaches, managers advocate stability and the status quo.

The path-goal theory assumes that leaders:

Which of the following phrases reflects a new leadership style that has been added to the leadership grid?

According to the contingency theory developed by Fiedler, what is the most appropriate action where it is found there is a misfit between the leader and the situation?

The glass cliff refers to:

The LPC scale is:

Match the following: -Traits

Kotter suggests that leadership and management:

The basic idea behind leader-member exchange theory is:

The ability of a leader to create a vision and convince others to become a part of it, even skeptics, is known as:

Adolf Hitler is an example of a charismatic leader.

Transactional leaders use formal rewards and punishments to manage followers.

Leading virtual teams requires higher emotional intelligence than trust because face-to-face interaction is not possible.

Blake and Mouton's Leadership Grid identifies the country club manager as someone who:

Match the following: -Autocratic

Fiedler's position power variable is the same as reward power in the French-Raven model.

According to the Vroom-Yetton-Jago normative decision model, all of the following are possible appropriate decision-making strategies except:

Which of the following statements best reflects the support for trait theories to identify universal distinguishing attributes of leaders?

Organizational Behavior and Opportunity

Challenges for Managers

Personality, Perception, and Attribution

Attitudes, Emotions, and Ethics

Motivation at Work

Learning and Performance Management

Stress and Well-Being at Work

Communication

Work Teams and Groups

Decision Making by Individuals and Groups

Power and Political Behavior

Conflict and Negotiation

Jobs and the Design of Work

Organizational Design and Structure

Organizational Culture

Career Management

Managing Change

Filters

Exam 12: Leadership and Followership

According to John Kotter, leadership (in contrast to management) entails:

Match the following: -Transactional Leader

Leaders agitate for change and new approaches, managers advocate stability and the status quo.

The path-goal theory assumes that leaders:

Which of the following phrases reflects a new leadership style that has been added to the leadership grid?

According to the contingency theory developed by Fiedler, what is the most appropriate action where it is found there is a misfit between the leader and the situation?

The glass cliff refers to:

The LPC scale is:

Match the following: -Traits

Kotter suggests that leadership and management:

The basic idea behind leader-member exchange theory is:

The ability of a leader to create a vision and convince others to become a part of it, even skeptics, is known as:

Adolf Hitler is an example of a charismatic leader.

Transactional leaders use formal rewards and punishments to manage followers.

Leading virtual teams requires higher emotional intelligence than trust because face-to-face interaction is not possible.

Blake and Mouton's Leadership Grid identifies the country club manager as someone who:

Match the following: -Autocratic

Fiedler's position power variable is the same as reward power in the French-Raven model.

According to the Vroom-Yetton-Jago normative decision model, all of the following are possible appropriate decision-making strategies except:

Which of the following statements best reflects the support for trait theories to identify universal distinguishing attributes of leaders?

Organizational Behavior and Opportunity

Challenges for Managers

Personality, Perception, and Attribution

Attitudes, Emotions, and Ethics

Motivation at Work

Learning and Performance Management

Stress and Well-Being at Work

Communication

Work Teams and Groups

Decision Making by Individuals and Groups

Power and Political Behavior

Conflict and Negotiation

Jobs and the Design of Work

Organizational Design and Structure

Organizational Culture

Career Management

Managing Change

Filters