Question 1

According to the situational leadership theory, a follower with the desired ability and willingness is likely to be ________.

Accepted Answer

A)  lacking in the area of motivation 
B)  deficient in the specific skills required 
C)  comfortable in his ability to do the job well 
D)  highly skilled in relevant areas but low on experience 
E)  in need of leadership that is highly task oriented 
A)  lacking in the area of motivation 
B)  deficient in the specific skills required 
C)  comfortable in his ability to do the job well 
D)  highly skilled in relevant areas but low on experience 
E)  in need of leadership that is highly task oriented

Question 2

Trait theories of leadership most accurately predict the emergence and appearance of leadership.

Accepted Answer

A) True 
 B)False

Question 3

________ is a dimension of trust defined as honesty, truthfulness, and the ability to display consistency between one's words and action.

Accepted Answer

A)  Consideration 
B)  Sensitivity 
C)  Support 
D)  Reflexivity 
E)  Integrity 
A)  Consideration 
B)  Sensitivity 
C)  Support 
D)  Reflexivity 
E)  Integrity

Question 4

The primary quality produced by authentic leadership is ________.

Accepted Answer

A)  efficiency 
B)  reinforcement 
C)  supervision 
D)  trust 
E)  authority 
A)  efficiency 
B)  reinforcement 
C)  supervision 
D)  trust 
E)  authority

Question 5

Fiedler's contingency model assumes that ________.

Accepted Answer

A)  an individual's leadership style is essentially fixed 
B)  an individual is constantly striving to develop a more productive style 
C)  an individual's leadership is primarily determined by the features of the followers 
D)  an individual's leadership style can be altered much like his or her personality traits 
E)  an individual's leadership style must be task oriented to be effective 
A)  an individual's leadership style is essentially fixed 
B)  an individual is constantly striving to develop a more productive style 
C)  an individual's leadership is primarily determined by the features of the followers 
D)  an individual's leadership style can be altered much like his or her personality traits 
E)  an individual's leadership style must be task oriented to be effective

Question 6

The primary gains from mentoring are seen in greater compensation and higher job performance.

Accepted Answer

A) True 
 B)False

Question 7

Which of the following situational dimensions identified by Fiedler relates to the degree to which job assignments are regimented, that is, structured or unstructured?

Accepted Answer

A)  task reflexivity 
B)  task significance 
C)  task structure 
D)  task complexity 
E)  task orientation 
A)  task reflexivity 
B)  task significance 
C)  task structure 
D)  task complexity 
E)  task orientation

Question 8

Maura Ruiz has been working in the e-learning industry for over eight years. She is aware of the fact that in this industry, once an employee has learned his or her job, the work becomes fairly automatic and competence can be achieved rapidly. She has been noticing how in her team, this competence has come along with a lot of complacency; the employees, though able, are unwilling to work hard. According to the situational leadership theory, to rectify this situation, Maura would benefit the most if she uses the ________ style of leadership.

Accepted Answer

A)  task-oriented 
B)  production-oriented 
C)  participative 
D)  directive 
E)  autocratic 
A)  task-oriented 
B)  production-oriented 
C)  participative 
D)  directive 
E)  autocratic

Question 9

A long-term strategy for attaining a goal by linking the present with a better future for the organization is defined as a(n) ________.

Accepted Answer

A)  transaction 
B)  attribution 
C)  contingent plan 
D)  vision 
E)  substitution 
A)  transaction 
B)  attribution 
C)  contingent plan 
D)  vision 
E)  substitution

Question 10

Trait theories of leadership focus on ________.

Accepted Answer

A)  the special relationship that leaders establish with a small group of their followers 
B)  the personal qualities and characteristics that differentiate leaders from nonleaders 
C)  the way the leader makes decisions 
D)  the extent to which followers are willing and able to accomplish a specific task 
E)  the match between the leader's style and the degree to which the situation gives the leader control 
A)  the special relationship that leaders establish with a small group of their followers 
B)  the personal qualities and characteristics that differentiate leaders from nonleaders 
C)  the way the leader makes decisions 
D)  the extent to which followers are willing and able to accomplish a specific task 
E)  the match between the leader's style and the degree to which the situation gives the leader control

Question 11

Which of the following leadership behaviors is likely to differentiate between transactional and transformational leaders?

Accepted Answer

A)  management by exception (active and passive) 
B)  contingent reward 
C)  individualized consideration 
D)  micromanagement 
E)  laissez-faire 
A)  management by exception (active and passive) 
B)  contingent reward 
C)  individualized consideration 
D)  micromanagement 
E)  laissez-faire

Question 12

In terms of the full range of leadership models, which leadership behavior is the least effective?

Accepted Answer

A)  management by exception (active) 
B)  contingent reward 
C)  management by exception (passive) 
D)  individualized consideration 
E)  laissez-faire 
A)  management by exception (active) 
B)  contingent reward 
C)  management by exception (passive) 
D)  individualized consideration 
E)  laissez-faire

Question 13

What is abusive supervision?

Accepted Answer

Abusive supervision refers to supervisio

Question 14

Which of the following scenarios reflects a transactional approach to leadership?

Accepted Answer

A)  Samuel Perez has been running a small automobile service agency with a set of employees that he hired and trained over a decade ago. Though the business is mediocre and profit margins are not substantial, the employees work well as a team because each of them treats the other as equal, just like Samuel himself does. 
B)  Carol Turner began V Care, a non-profit organization, with the purpose of battling various forms of abuse. As the organization grew, she took care to hire employees who felt the same kind of sensitivity she felt for victims of abuse. Today, she openly proclaims that the organization that she started is successful because every single employee shares and understands what the organization is aiming for. 
C)  When new projects come, it is a time of excitement for the content production team of Impact, an advertising agency. Lori Wood, the department head, begins a project meeting by having her whole team envision what the final product of this campaign must aim at. She then sets progressively higher standards for the team and clarifies what each member of the team stands to gain if the project is a success. In allocating roles and tasks, she often incorporates the needs and preferences of her team members. 
D)  Wayne Torres believes that setting targets, monitoring employee performance, and correcting defaulting employees are his tried and tested ways to accomplish tasks. He rewards employees who do well and match his predetermined expectations and recognizes accomplishments that he values. His team, however, has not grown substantially and seems to be at a functional status quo. 
E)  Glenn Cruzz works at Leverage as a senior consultant. She ensures that her team of consultants has a framework of flexible tools and skills to help clients who come their way with diversity and inclusion issues. Through audits, research, and workshops, her team is encouraged to come up with unconventional solutions that help clients establish and leverage its employee diversity. 
A)  Samuel Perez has been running a small automobile service agency with a set of employees that he hired and trained over a decade ago. Though the business is mediocre and profit margins are not substantial, the employees work well as a team because each of them treats the other as equal, just like Samuel himself does. 
B)  Carol Turner began V Care, a non-profit organization, with the purpose of battling various forms of abuse. As the organization grew, she took care to hire employees who felt the same kind of sensitivity she felt for victims of abuse. Today, she openly proclaims that the organization that she started is successful because every single employee shares and understands what the organization is aiming for. 
C)  When new projects come, it is a time of excitement for the content production team of Impact, an advertising agency. Lori Wood, the department head, begins a project meeting by having her whole team envision what the final product of this campaign must aim at. She then sets progressively higher standards for the team and clarifies what each member of the team stands to gain if the project is a success. In allocating roles and tasks, she often incorporates the needs and preferences of her team members. 
D)  Wayne Torres believes that setting targets, monitoring employee performance, and correcting defaulting employees are his tried and tested ways to accomplish tasks. He rewards employees who do well and match his predetermined expectations and recognizes accomplishments that he values. His team, however, has not grown substantially and seems to be at a functional status quo. 
E)  Glenn Cruzz works at Leverage as a senior consultant. She ensures that her team of consultants has a framework of flexible tools and skills to help clients who come their way with diversity and inclusion issues. Through audits, research, and workshops, her team is encouraged to come up with unconventional solutions that help clients establish and leverage its employee diversity.

Question 15

Which of the following dimensions of trust is defined as an individual's technical and interpersonal knowledge and skills?

Accepted Answer

A)  integrity 
B)  ability 
C)  propensity 
D)  reflexivity 
E)  complexity 
A)  integrity 
B)  ability 
C)  propensity 
D)  reflexivity 
E)  complexity

Question 16

Which of the following theories of leadership is based on situational variables?

Accepted Answer

A)  attribution theory 
B)  trait theories 
C)  charismatic leadership theory 
D)  path-goal theory 
E)  behavioral theories 
A)  attribution theory 
B)  trait theories 
C)  charismatic leadership theory 
D)  path-goal theory 
E)  behavioral theories

Question 17

The best leaders are transformational, not transactional.

Accepted Answer

A) True 
 B)False

Question 18

Which of the following is true with regard to getting the most from leadership-training budgets?

Accepted Answer

A)  Leadership training is likely to be more successful with low self-monitors. 
B)  It is difficult for organizations to teach implementation skills. 
C)  Teaching trust building and monitoring is virtually impossible. 
D)  Leaders can be trained in transformational leadership skills that have bottom-line results. 
E)  For online leaders, substitutes and neutralizers have no effect. 
A)  Leadership training is likely to be more successful with low self-monitors. 
B)  It is difficult for organizations to teach implementation skills. 
C)  Teaching trust building and monitoring is virtually impossible. 
D)  Leaders can be trained in transformational leadership skills that have bottom-line results. 
E)  For online leaders, substitutes and neutralizers have no effect.

Question 19

Charismatic leaders are not always authentic leaders. Discuss.

Accepted Answer

Charismatic leadership is a leadership t

Question 20

Describe the relationship between trust and leadership.

Accepted Answer

Trust is a psychological state that exis

According to the situational leadership theory, a follower with the desired ability and willingness is likely to be ________.

Trait theories of leadership most accurately predict the emergence and appearance of leadership.

________ is a dimension of trust defined as honesty, truthfulness, and the ability to display consistency between one's words and action.

The primary quality produced by authentic leadership is ________.

Fiedler's contingency model assumes that ________.

The primary gains from mentoring are seen in greater compensation and higher job performance.

Which of the following situational dimensions identified by Fiedler relates to the degree to which job assignments are regimented, that is, structured or unstructured?

A long-term strategy for attaining a goal by linking the present with a better future for the organization is defined as a(n) ________.

Trait theories of leadership focus on ________.

Which of the following leadership behaviors is likely to differentiate between transactional and transformational leaders?

In terms of the full range of leadership models, which leadership behavior is the least effective?

What is abusive supervision?

Which of the following scenarios reflects a transactional approach to leadership?

Which of the following dimensions of trust is defined as an individual's technical and interpersonal knowledge and skills?

Which of the following theories of leadership is based on situational variables?

The best leaders are transformational, not transactional.

Which of the following is true with regard to getting the most from leadership-training budgets?

Charismatic leaders are not always authentic leaders. Discuss.

Describe the relationship between trust and leadership.

What Is Organizational Behavior?

Diversity in Organizations

Attitudes and Job Satisfaction

Emotions and Moods

Personality and Values

Perception and Individual Decision Making

Motivation Concepts

Motivation: From Concepts to Applications

Foundations of Group Behavior

Understanding Work Teams

Communication

Power and Politics

Conflict and Negotiation

Foundations of Organization Structure

Organizational Culture

Human Resource Policies and Practices

Organizational Change and Stress Management

Filters

Exam 12: Leadership

According to the situational leadership theory, a follower with the desired ability and willingness is likely to be ________.

Trait theories of leadership most accurately predict the emergence and appearance of leadership.

________ is a dimension of trust defined as honesty, truthfulness, and the ability to display consistency between one's words and action.

The primary quality produced by authentic leadership is ________.

Fiedler's contingency model assumes that ________.

The primary gains from mentoring are seen in greater compensation and higher job performance.

Which of the following situational dimensions identified by Fiedler relates to the degree to which job assignments are regimented, that is, structured or unstructured?

A long-term strategy for attaining a goal by linking the present with a better future for the organization is defined as a(n) ________.

Trait theories of leadership focus on ________.

Which of the following leadership behaviors is likely to differentiate between transactional and transformational leaders?

In terms of the full range of leadership models, which leadership behavior is the least effective?

What is abusive supervision?

Which of the following scenarios reflects a transactional approach to leadership?

Which of the following dimensions of trust is defined as an individual's technical and interpersonal knowledge and skills?

Which of the following theories of leadership is based on situational variables?

The best leaders are transformational, not transactional.

Which of the following is true with regard to getting the most from leadership-training budgets?

Charismatic leaders are not always authentic leaders. Discuss.

Describe the relationship between trust and leadership.

What Is Organizational Behavior?

Diversity in Organizations

Attitudes and Job Satisfaction

Emotions and Moods

Personality and Values

Perception and Individual Decision Making

Motivation Concepts

Motivation: From Concepts to Applications

Foundations of Group Behavior

Understanding Work Teams

Communication

Power and Politics

Conflict and Negotiation

Foundations of Organization Structure

Organizational Culture

Human Resource Policies and Practices

Organizational Change and Stress Management

Filters