Question 1

______ leaders are excited and enthusiastic about their vision and clearly communicate it to their subordinates.

Accepted Answer

A)  Transactional 
B)  Charismatic 
C)  Developmental 
D)  Terminal 
E)  Transient 
A)  Transactional 
B)  Charismatic 
C)  Developmental 
D)  Terminal 
E)  Transient

Question 2

Leaders who are high in ______ are more likely to be able to awaken and support the creative pursuits of their followers.

Accepted Answer

A)  ethnocentrism 
B)  emotional intelligence 
C)  dominance 
D)  coercive power 
E)  conformity 
A)  ethnocentrism 
B)  emotional intelligence 
C)  dominance 
D)  coercive power 
E)  conformity

Question 3

Which of the following is true of the trait model of leadership?

Accepted Answer

A)  The traits it identified had no consistent relationship with leadership effectiveness. 
B)  It proposed that leaders engaged in two types of behavior: consideration and initiating structure. 
C)  It took into account the situation or context within which leadership occurs. 
D)  It gave conclusive proof that effective leadership can be understood by the study of personality traits alone. 
E)  It identified two basic leader styles: relationship-oriented and task-oriented. 
A)  The traits it identified had no consistent relationship with leadership effectiveness. 
B)  It proposed that leaders engaged in two types of behavior: consideration and initiating structure. 
C)  It took into account the situation or context within which leadership occurs. 
D)  It gave conclusive proof that effective leadership can be understood by the study of personality traits alone. 
E)  It identified two basic leader styles: relationship-oriented and task-oriented.

Question 4

Which of the following is true of reward power?

Accepted Answer

A)  Effective managers use their reward power sparingly. 
B)  Effective managers use rewards in a controlling manner, signaling to subordinates that the manager has the upper hand. 
C)  Managers who exercise coercive power more often than reward power create a tension-free work environment. 
D)  Being able to give or withhold rewards based on performance allows managers to have a highly motivated workforce. 
E)  The use of reward power seldom produces high performance and is questionable ethically. 
A)  Effective managers use their reward power sparingly. 
B)  Effective managers use rewards in a controlling manner, signaling to subordinates that the manager has the upper hand. 
C)  Managers who exercise coercive power more often than reward power create a tension-free work environment. 
D)  Being able to give or withhold rewards based on performance allows managers to have a highly motivated workforce. 
E)  The use of reward power seldom produces high performance and is questionable ethically.

Question 5

According to the path-goal theory, which of the following is true of achievement-oriented behaviors?

Accepted Answer

A)  They are advisable when subordinates are experiencing high levels of stress. 
B)  They increase motivation levels of highly capable subordinates. 
C)  They clear a subordinate's path of challenges and obstacles. 
D)  They include expressing concern for subordinates and looking out for their best interests. 
E)  They are most effective when applied to subordinates who are highly motivated. 
A)  They are advisable when subordinates are experiencing high levels of stress. 
B)  They increase motivation levels of highly capable subordinates. 
C)  They clear a subordinate's path of challenges and obstacles. 
D)  They include expressing concern for subordinates and looking out for their best interests. 
E)  They are most effective when applied to subordinates who are highly motivated.

Question 6

_____ by transformational managers leads subordinates to view problems as challenges that they can and will meet and conquer.

Accepted Answer

A)  Intellectual stimulation 
B)  Transient power 
C)  Coercive power 
D)  Transactional leadership 
E)  Virtual stimulation 
A)  Intellectual stimulation 
B)  Transient power 
C)  Coercive power 
D)  Transactional leadership 
E)  Virtual stimulation

Question 7

Which of the following is true of empowerment?

Accepted Answer

A)  Empowerment is detrimental to effective leadership. 
B)  Empowerment increases managers' involvement in routine tasks. 
C)  Empowerment gives managers more time to concentrate on their pressing concerns. 
D)  Empowerment signifies a complete transfer of responsibility and accountability from a manager to his subordinate. 
E)  Empowerment is not incorporated readily into modern management styles. 
A)  Empowerment is detrimental to effective leadership. 
B)  Empowerment increases managers' involvement in routine tasks. 
C)  Empowerment gives managers more time to concentrate on their pressing concerns. 
D)  Empowerment signifies a complete transfer of responsibility and accountability from a manager to his subordinate. 
E)  Empowerment is not incorporated readily into modern management styles.

Question 8

The process by which a person exerts influence over others and inspires, motivates, and directs their activities is known as:

Accepted Answer

A)  empowerment. 
B)  determinism. 
C)  leadership. 
D)  benchmarking. 
E)  positivism. 
A)  empowerment. 
B)  determinism. 
C)  leadership. 
D)  benchmarking. 
E)  positivism.

Question 9

What is emotional intelligence? How does it contribute to leader effectiveness?

Accepted Answer

not answered
Explanation:Emotional intel

Question 10

A transformational manager engages and empowers subordinates to take personal responsibility for solving problems through _____.

Accepted Answer

A)  coercive power 
B)  intellectual stimulation 
C)  transient power 
D)  virtual stimulation 
E)  transactional leadership 
A)  coercive power 
B)  intellectual stimulation 
C)  transient power 
D)  virtual stimulation 
E)  transactional leadership

Question 11

Which of the following would an effective manager do?

Accepted Answer

A)  Use coercive power frequently to raise employee morale 
B)  Ignore the opinions of less-experienced subordinates 
C)  Use reward power and referent power sparingly 
D)  Use expert power to control employees 
E)  Use reward power to show appreciation for subordinates' work 
A)  Use coercive power frequently to raise employee morale 
B)  Ignore the opinions of less-experienced subordinates 
C)  Use reward power and referent power sparingly 
D)  Use expert power to control employees 
E)  Use reward power to show appreciation for subordinates' work

Question 12

According to Fiedler's model, the amount of legitimate, reward, and coercive power a leader has by virtue of his or her position in an organization is referred to as:

Accepted Answer

A)  position power. 
B)  personal power. 
C)  virtual power. 
D)  transitional power. 
E)  informal power. 
A)  position power. 
B)  personal power. 
C)  virtual power. 
D)  transitional power. 
E)  informal power.

Question 13

Male and female managers do not differ significantly in their propensities to perform different leader behaviors.

Accepted Answer

A) True 
 B)False

Question 14

Corby Motors allows assembly-line workers to discard parts that do not meet quality standards without needing the permission of their manager first. This is an example of _____.

Accepted Answer

A)  employee empowerment 
B)  intrinsic motivation 
C)  instrumentality 
D)  servant leadership 
E)  referent power 
A)  employee empowerment 
B)  intrinsic motivation 
C)  instrumentality 
D)  servant leadership 
E)  referent power

Question 15

_____ propose that whether a leader who possesses certain traits or performs certain behaviors is effective depends on the situation or context.

Accepted Answer

A)  Trait models 
B)  Contingency models 
C)  Empowerment models 
D)  Behavior models 
E)  Structural models 
A)  Trait models 
B)  Contingency models 
C)  Empowerment models 
D)  Behavior models 
E)  Structural models

Question 16

According to path-goal theory, _____ are similar to initiating structure and include setting goals, showing subordinates how to complete tasks, and taking concrete steps to improve performance.

Accepted Answer

A)  directive behaviors 
B)  supportive behaviors 
C)  relationship-oriented behaviors 
D)  affiliation-oriented behaviors 
E)  instrumental behaviors 
A)  directive behaviors 
B)  supportive behaviors 
C)  relationship-oriented behaviors 
D)  affiliation-oriented behaviors 
E)  instrumental behaviors

Question 17

According to contingency models of leadership, the behaviors that make a manager effective in one situation will make the manager effective in all situations.

Accepted Answer

A) True 
 B)False

Question 18

According to Fiedler, what type of leaders are primarily concerned with developing good relationships with their subordinates and being liked by them?

Accepted Answer

A)  Task-oriented leaders 
B)  Power-oriented leaders 
C)  Relationship-oriented leaders 
D)  Performance-oriented leaders 
E)  Achievement-oriented leaders 
A)  Task-oriented leaders 
B)  Power-oriented leaders 
C)  Relationship-oriented leaders 
D)  Performance-oriented leaders 
E)  Achievement-oriented leaders

Question 19

Quiet and earnest managers cannot be charismatic.

Accepted Answer

A) True 
 B)False

Question 20

Leaders who motivate subordinates primarily by rewarding and reprimanding them are called:

Accepted Answer

A)  transformational leaders. 
B)  transactional leaders. 
C)  transient leaders. 
D)  supportive leaders. 
E)  referent leaders. 
A)  transformational leaders. 
B)  transactional leaders. 
C)  transient leaders. 
D)  supportive leaders. 
E)  referent leaders.

______ leaders are excited and enthusiastic about their vision and clearly communicate it to their subordinates.

Leaders who are high in ______ are more likely to be able to awaken and support the creative pursuits of their followers.

Which of the following is true of the trait model of leadership?

Which of the following is true of reward power?

According to the path-goal theory, which of the following is true of achievement-oriented behaviors?

_____ by transformational managers leads subordinates to view problems as challenges that they can and will meet and conquer.

Which of the following is true of empowerment?

The process by which a person exerts influence over others and inspires, motivates, and directs their activities is known as:

What is emotional intelligence? How does it contribute to leader effectiveness?

A transformational manager engages and empowers subordinates to take personal responsibility for solving problems through _____.

Which of the following would an effective manager do?

According to Fiedler's model, the amount of legitimate, reward, and coercive power a leader has by virtue of his or her position in an organization is referred to as:

Male and female managers do not differ significantly in their propensities to perform different leader behaviors.

Corby Motors allows assembly-line workers to discard parts that do not meet quality standards without needing the permission of their manager first. This is an example of _____.

_____ propose that whether a leader who possesses certain traits or performs certain behaviors is effective depends on the situation or context.

According to path-goal theory, _____ are similar to initiating structure and include setting goals, showing subordinates how to complete tasks, and taking concrete steps to improve performance.

According to contingency models of leadership, the behaviors that make a manager effective in one situation will make the manager effective in all situations.

According to Fiedler, what type of leaders are primarily concerned with developing good relationships with their subordinates and being liked by them?

Quiet and earnest managers cannot be charismatic.

Leaders who motivate subordinates primarily by rewarding and reprimanding them are called:

Managers and Managing

The Evolution of Management

Values, Attitudes, Emotions, and Culture: The Manager As a Person

Ethics and Social Responsibility

Managing Diverse Employees in a Multicultural Environment

Managing in the Global Environment

Decision Making, Learning, Creativity, and Entrepreneurship

The Manager As a Planner and a Strategist

Value Chain Management: Functional Strategies for Competitive Advantage

Managing Organizational Structure and Culture

Organizational Control and Change

Human Resource Management

Motivation Performance

Effective Groups and Teams

Promoting Effective Communication

Managing Conflict, Politics, and Negotiation

Used Advanced Information Technology to Increase Performance

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Exam 14: Leadership

______ leaders are excited and enthusiastic about their vision and clearly communicate it to their subordinates.

Leaders who are high in ______ are more likely to be able to awaken and support the creative pursuits of their followers.

Which of the following is true of the trait model of leadership?

Which of the following is true of reward power?

According to the path-goal theory, which of the following is true of achievement-oriented behaviors?

_____ by transformational managers leads subordinates to view problems as challenges that they can and will meet and conquer.

Which of the following is true of empowerment?

The process by which a person exerts influence over others and inspires, motivates, and directs their activities is known as:

What is emotional intelligence? How does it contribute to leader effectiveness?

A transformational manager engages and empowers subordinates to take personal responsibility for solving problems through _____.

Which of the following would an effective manager do?

According to Fiedler's model, the amount of legitimate, reward, and coercive power a leader has by virtue of his or her position in an organization is referred to as:

Male and female managers do not differ significantly in their propensities to perform different leader behaviors.

Corby Motors allows assembly-line workers to discard parts that do not meet quality standards without needing the permission of their manager first. This is an example of _____.

_____ propose that whether a leader who possesses certain traits or performs certain behaviors is effective depends on the situation or context.

According to path-goal theory, _____ are similar to initiating structure and include setting goals, showing subordinates how to complete tasks, and taking concrete steps to improve performance.

According to contingency models of leadership, the behaviors that make a manager effective in one situation will make the manager effective in all situations.

According to Fiedler, what type of leaders are primarily concerned with developing good relationships with their subordinates and being liked by them?

Quiet and earnest managers cannot be charismatic.

Leaders who motivate subordinates primarily by rewarding and reprimanding them are called:

Managers and Managing

The Evolution of Management

Values, Attitudes, Emotions, and Culture: The Manager As a Person

Ethics and Social Responsibility

Managing Diverse Employees in a Multicultural Environment

Managing in the Global Environment

Decision Making, Learning, Creativity, and Entrepreneurship

The Manager As a Planner and a Strategist

Value Chain Management: Functional Strategies for Competitive Advantage

Managing Organizational Structure and Culture

Organizational Control and Change

Human Resource Management

Motivation Performance

Effective Groups and Teams

Promoting Effective Communication

Managing Conflict, Politics, and Negotiation

Used Advanced Information Technology to Increase Performance

Filters