Question 1

The path-goal leadership theory is a(n):

Accepted Answer

A) transformational leadership theory. 
B) implicit leadership theory. 
C) behavioural leadership theory. 
D) leadership competencies type of theory. 
E) contingency approach to managerial leadership. 
A) transformational leadership theory. 
B) implicit leadership theory. 
C) behavioural leadership theory. 
D) leadership competencies type of theory. 
E) contingency approach to managerial leadership.

Question 2

Leadership competencies identify leadership potential,not leadership performance.

Accepted Answer

A) True 
 B)False

Question 3

Which of the following would be considered a leadership substitute?

Accepted Answer

A) Skilled employees 
B) Employees with extensive experience 
C) Performance-based reward systems 
D) Supportive colleagues 
E) All of these are leadership substitutes. 
A) Skilled employees 
B) Employees with extensive experience 
C) Performance-based reward systems 
D) Supportive colleagues 
E) All of these are leadership substitutes.

Question 4

Personal attributes,transformational,managerial,and implicit represent four of the main:

Accepted Answer

A) sources of organizational power. 
B) perspectives of leadership. 
C) perspectives of shared leadership. 
D) anchors of organizational behaviour. 
E) contingencies of influencE. 
A) sources of organizational power. 
B) perspectives of leadership. 
C) perspectives of shared leadership. 
D) anchors of organizational behaviour. 
E) contingencies of influencE.

Question 5

Which of the following statements about transformational leaders is FALSE?

Accepted Answer

A) They encourage employees to question current practices. 
B) They support a learning orientation. 
C) They encourage experimentation. 
D) They are very focused on their leadership image. 
E) They view reasonable mistakes as part of the learning process. 
A) They encourage employees to question current practices. 
B) They support a learning orientation. 
C) They encourage experimentation. 
D) They are very focused on their leadership image. 
E) They view reasonable mistakes as part of the learning process.

Question 6

Which of the following has become more important as organizations remove supervisors and shift towards team-based structures?

Accepted Answer

A) Task-oriented behaviours 
B) Implicit leadership 
C) Leadership substitutes 
D) Situational leadership theory 
E) Fiedler's contingency model of leadership 
A) Task-oriented behaviours 
B) Implicit leadership 
C) Leadership substitutes 
D) Situational leadership theory 
E) Fiedler's contingency model of leadership

Question 7

Compared to male leaders,female leaders tend to make relatively greater use of the:

Accepted Answer

A) task-oriented style. 
B) people-oriented style. 
C) participative style. 
D) people-oriented style and participative style. 
E) Male and female leaders do not differ in their leadership styles. 
A) task-oriented style. 
B) people-oriented style. 
C) participative style. 
D) people-oriented style and participative style. 
E) Male and female leaders do not differ in their leadership styles.

Question 8

Shared leadership roles are formally assigned by the team.

Accepted Answer

A) True 
 B)False

Question 9

Telling,selling,participating,and delegating represent the four leadership styles identified in:

Accepted Answer

A) path-goal theory. 
B) transformational leadership theory. 
C) leadership competencies theory. 
D) Hersey and Blanchard's situational leadership theory. 
E) implicit leadership theory. 
A) path-goal theory. 
B) transformational leadership theory. 
C) leadership competencies theory. 
D) Hersey and Blanchard's situational leadership theory. 
E) implicit leadership theory.

Question 10

Fiedler's contingency model of leadership states that the best leadership style depends on:

Accepted Answer

A) the leader's emotional intelligence. 
B) the level of situational control. 
C) the leader's level of servant leadership. 
D) the leader's knowledge of the employee's job. 
E) All of these conditions apply. 
A) the leader's emotional intelligence. 
B) the level of situational control. 
C) the leader's level of servant leadership. 
D) the leader's knowledge of the employee's job. 
E) All of these conditions apply.

Question 11

The fundamental attribution error is associated with:

Accepted Answer

A) trait leadership theory. 
B) the romance of leadership. 
C) contingency perspective of leadership. 
D) transformational leadership. 
E) None of these are correct. 
A) trait leadership theory. 
B) the romance of leadership. 
C) contingency perspective of leadership. 
D) transformational leadership. 
E) None of these are correct.

Question 12

The managerial leadership perspective assumes the organization's objectives are stable and aligned with the external environment.

Accepted Answer

A) True 
 B)False

Question 13

One economics-based study concluded that companies have lower return on assets,when their chief executive officer exhibits servant leadership behaviours.

Accepted Answer

A) True 
 B)False

Question 14

There is a strong tendency in Western cultures to believe that life events are generated more from people than from uncontrollable natural forces.

Accepted Answer

A) True 
 B)False

Question 15

Suppose Axel was the new supervisor of a unit of employees who work in non-routine jobs.These employees are highly experienced and confident in their work.According to path-goal theory,which leadership style would be most appropriate for Axel to use in this situation?

Accepted Answer

A) Directive 
B) Participative 
C) Supportive 
D) Abusive 
E) Draconian 
A) Directive 
B) Participative 
C) Supportive 
D) Abusive 
E) Draconian

Question 16

Effective transformational leaders build commitment towards the strategic vision by using words,symbols,and stories that inspire and energize employees to adopt the vision as their own.

Accepted Answer

A) True 
 B)False

Question 17

An insurance adjuster is highly experienced but lacks confidence in her abilities,particularly on new assignments.She seems to believe that any new accomplishments are due more to luck than her own expertise.Moreover,her work involves interacting with clients who are sometimes aggressive or hostile.This is a stressful situation to most insurance adjusters,including this employee.Use path-goal theory to identify the best leadership style(s)that this employee's immediate supervisor should use to improve her effectiveness as an insurance adjuster.

Accepted Answer

According to path-goal theory,the leader

Question 18

Shared leadership is the view that leadership is a role.Therefore,anyone in the organization may be a leader in various ways and at various times.

Accepted Answer

A) True 
 B)False

Question 19

Transformational leaders build commitment through:

Accepted Answer

A) judicious use of coercion when it is needed. 
B) better job design. 
C) rewards. 
D) micro-focus. 
E) task-oriented behaviours. 
A) judicious use of coercion when it is needed. 
B) better job design. 
C) rewards. 
D) micro-focus. 
E) task-oriented behaviours.

Question 20

According to path-goal theory,directive leadership should be applied where the task is complex and the employee has an external locus of control.

Accepted Answer

A) True 
 B)False

The path-goal leadership theory is a(n):

Leadership competencies identify leadership potential,not leadership performance.

Which of the following would be considered a leadership substitute?

Personal attributes,transformational,managerial,and implicit represent four of the main:

Which of the following statements about transformational leaders is FALSE?

Which of the following has become more important as organizations remove supervisors and shift towards team-based structures?

Compared to male leaders,female leaders tend to make relatively greater use of the:

Shared leadership roles are formally assigned by the team.

Telling,selling,participating,and delegating represent the four leadership styles identified in:

Fiedler's contingency model of leadership states that the best leadership style depends on:

The fundamental attribution error is associated with:

The managerial leadership perspective assumes the organization's objectives are stable and aligned with the external environment.

One economics-based study concluded that companies have lower return on assets,when their chief executive officer exhibits servant leadership behaviours.

There is a strong tendency in Western cultures to believe that life events are generated more from people than from uncontrollable natural forces.

Suppose Axel was the new supervisor of a unit of employees who work in non-routine jobs.These employees are highly experienced and confident in their work.According to path-goal theory,which leadership style would be most appropriate for Axel to use in this situation?

Effective transformational leaders build commitment towards the strategic vision by using words,symbols,and stories that inspire and energize employees to adopt the vision as their own.

Shared leadership is the view that leadership is a role.Therefore,anyone in the organization may be a leader in various ways and at various times.

Transformational leaders build commitment through:

According to path-goal theory,directive leadership should be applied where the task is complex and the employee has an external locus of control.

Introduction to the Field of Organizational Behaviour

Individual Behaviour, Personality, and Values

Perceiving Ourselves and Others in Organizations

Workplace Emotions, Attitudes, and Stress

Foundations of Employee Motivation

Applied Performance Practices

Decision Making and Creativity

Team Dynamics

Communicating in Organizations Revised

Power and Influence in the Workplace

Conflict and Negotiation in the Workplace Revised

Designing Organizational Structures

Organizational Culture

Organizational Change

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Exam 12: Leadership in Organizational Settings

The path-goal leadership theory is a(n):

Leadership competencies identify leadership potential,not leadership performance.

Which of the following would be considered a leadership substitute?

Personal attributes,transformational,managerial,and implicit represent four of the main:

Which of the following statements about transformational leaders is FALSE?

Which of the following has become more important as organizations remove supervisors and shift towards team-based structures?

Compared to male leaders,female leaders tend to make relatively greater use of the:

Shared leadership roles are formally assigned by the team.

Telling,selling,participating,and delegating represent the four leadership styles identified in:

Fiedler's contingency model of leadership states that the best leadership style depends on:

The fundamental attribution error is associated with:

The managerial leadership perspective assumes the organization's objectives are stable and aligned with the external environment.

One economics-based study concluded that companies have lower return on assets,when their chief executive officer exhibits servant leadership behaviours.

There is a strong tendency in Western cultures to believe that life events are generated more from people than from uncontrollable natural forces.

Suppose Axel was the new supervisor of a unit of employees who work in non-routine jobs.These employees are highly experienced and confident in their work.According to path-goal theory,which leadership style would be most appropriate for Axel to use in this situation?

Effective transformational leaders build commitment towards the strategic vision by using words,symbols,and stories that inspire and energize employees to adopt the vision as their own.

Shared leadership is the view that leadership is a role.Therefore,anyone in the organization may be a leader in various ways and at various times.

Transformational leaders build commitment through:

According to path-goal theory,directive leadership should be applied where the task is complex and the employee has an external locus of control.

Introduction to the Field of Organizational Behaviour

Individual Behaviour, Personality, and Values

Perceiving Ourselves and Others in Organizations

Workplace Emotions, Attitudes, and Stress

Foundations of Employee Motivation

Applied Performance Practices

Decision Making and Creativity

Team Dynamics

Communicating in Organizations Revised

Power and Influence in the Workplace

Conflict and Negotiation in the Workplace Revised

Designing Organizational Structures

Organizational Culture

Organizational Change

Filters