Question 1

Research indicates that male and female leaders do not differ in their levels of task-oriented and people-oriented leadership.

Accepted Answer

A) True 
 B)False

Question 2

The current CEO at Tuk Energy Ltd.believes that there is too little leadership talent in the organization.This is troublesome for the executive,because over the next few years the company will require leaders who can bring about significant changes to the corporate culture and philosophy of doing business at Tuk.To address this challenge,Tuk's CEO wants to introduce a major leadership development program.You have been retained as a consultant to identify the leadership model that is most appropriate for Tuk's needs.
Describe the transformational leadership perspective and explain why this is the most appropriate theory to use.

Accepted Answer

A few pieces of information in this inci

Question 3

Servant leadership emphasizes the notion that:

Accepted Answer

A) employees are paid to serve their leaders. 
B) leaders should have servants to perform the work. 
C) employees are servants in the organization,so they should place organizational objectives above their personal needs. 
D) servants can be leaders too. 
E) Servant leadership emphasizes none of thesE. 
A) employees are paid to serve their leaders. 
B) leaders should have servants to perform the work. 
C) employees are servants in the organization,so they should place organizational objectives above their personal needs. 
D) servants can be leaders too. 
E) Servant leadership emphasizes none of thesE.

Question 4

Which of the following statements about leadership and gender is TRUE?

Accepted Answer

A) Male leaders tend to use the participative style more often than do female leaders. 
B) Male and female leaders generally do not differ in their use of task-oriented and people-oriented leadership. 
C) Male and female leaders generally do not differ in their levels of participative leadership. 
D) Sex stereotypes influence the evaluations that subordinates assign to their leaders. 
E) All of these statements are truE. 
A) Male leaders tend to use the participative style more often than do female leaders. 
B) Male and female leaders generally do not differ in their use of task-oriented and people-oriented leadership. 
C) Male and female leaders generally do not differ in their levels of participative leadership. 
D) Sex stereotypes influence the evaluations that subordinates assign to their leaders. 
E) All of these statements are truE.

Question 5

Servant leadership is most closely associated with:

Accepted Answer

A) path-goal leadership. 
B) the implicit leadership perspective. 
C) the competency perspective of leadership. 
D) the people-oriented leadership style. 
E) transformational leadership. 
A) path-goal leadership. 
B) the implicit leadership perspective. 
C) the competency perspective of leadership. 
D) the people-oriented leadership style. 
E) transformational leadership.

Question 6

Which of these statements about leadership is FALSE?

Accepted Answer

A) Anyone may be a leader at an appropriate time and place. 
B) Leaders use power and persuasion to get others to achieve organizational objectives. 
C) In the 1940s,leadership experts identified seven competencies that are consistently associated with effective leadership. 
D) Effective leaders provide an environment for followers to achieve team or organizational objectives. 
E) Organizational behaviour scholars study leadership from several different perspectives. 
A) Anyone may be a leader at an appropriate time and place. 
B) Leaders use power and persuasion to get others to achieve organizational objectives. 
C) In the 1940s,leadership experts identified seven competencies that are consistently associated with effective leadership. 
D) Effective leaders provide an environment for followers to achieve team or organizational objectives. 
E) Organizational behaviour scholars study leadership from several different perspectives.

Question 7

Which of these statements about shared leadership is FALSE?

Accepted Answer

A) It suggests that leadership is plural,not singular. 
B) Shared leadership lacks formal authority. 
C) Shared leadership calls for a collaborative organizational culture. 
D) Shared leadership is a concept rooted in socialism and the cooperative movement. 
E) A US government leader who introduced Medicare and public broadcasting once wrote that the "vitality" of large organizations depends on shared leadership. 
A) It suggests that leadership is plural,not singular. 
B) Shared leadership lacks formal authority. 
C) Shared leadership calls for a collaborative organizational culture. 
D) Shared leadership is a concept rooted in socialism and the cooperative movement. 
E) A US government leader who introduced Medicare and public broadcasting once wrote that the "vitality" of large organizations depends on shared leadership.

Question 8

Task-oriented leaders:

Accepted Answer

A) develop mutual trust and respect for subordinates. 
B) establish well-defined best work procedures. 
C) show interest in others as people. 
D) listen to employees. 
E) make the workplace more pleasant. 
A) develop mutual trust and respect for subordinates. 
B) establish well-defined best work procedures. 
C) show interest in others as people. 
D) listen to employees. 
E) make the workplace more pleasant.

Question 9

Which of the following best summarizes research on the personal attributes perspective of leadership?

Accepted Answer

A) Effective leaders tend to have a few common attributes,such as drive,intelligence,and integrity. 
B) Competencies have no importance in identifying effective leaders. 
C) Leadership scholars have identified at least two dozen competencies that are clearly related to effective leadership. 
D) The competency perspective of leadership has evolved into a sophisticated contingency-oriented model. 
E) A few physical appearance traits (E.g.height)are good predictors of leadership effectiveness. 
A) Effective leaders tend to have a few common attributes,such as drive,intelligence,and integrity. 
B) Competencies have no importance in identifying effective leaders. 
C) Leadership scholars have identified at least two dozen competencies that are clearly related to effective leadership. 
D) The competency perspective of leadership has evolved into a sophisticated contingency-oriented model. 
E) A few physical appearance traits (E.g.height)are good predictors of leadership effectiveness.

Question 10

Shared leadership calls for a collaborative rather than internally competitive culture.

Accepted Answer

A) True 
 B)False

Question 11

According to independent research teams that investigated leadership:

Accepted Answer

A) all great leaders are highly task-oriented and much lower in terms of people-oriented behaviours. 
B) leadership behaviours are clustered into either participative or achievement-oriented groups. 
C) leadership behaviours are clustered into people-oriented and task-oriented clusters. 
D) the best leadership style depends on the employee's behaviour at the time of interaction. 
E) leadership style is related to the individual's personality,and,therefore,organizations should engineer the situation to fit the leader's dominant stylE. 
A) all great leaders are highly task-oriented and much lower in terms of people-oriented behaviours. 
B) leadership behaviours are clustered into either participative or achievement-oriented groups. 
C) leadership behaviours are clustered into people-oriented and task-oriented clusters. 
D) the best leadership style depends on the employee's behaviour at the time of interaction. 
E) leadership style is related to the individual's personality,and,therefore,organizations should engineer the situation to fit the leader's dominant stylE.

Question 12

The two clusters of leadership behaviour are people-oriented and organization-oriented.

Accepted Answer

A) True 
 B)False

Question 13

When people have leadership prototypes,they:

Accepted Answer

A) attribute the actions of leaders to external causes. 
B) give leaders more credit or blame than they are due because of our need to believe that life's events are caused mainly by human agents. 
C) believe that effective leaders are infallible. 
D) believe that leaders are effective only if they behave consistently with their own preconceptions of how an effective leader should act. 
E) tend to observe the leader's performance rather than physical features and other traits. 
A) attribute the actions of leaders to external causes. 
B) give leaders more credit or blame than they are due because of our need to believe that life's events are caused mainly by human agents. 
C) believe that effective leaders are infallible. 
D) believe that leaders are effective only if they behave consistently with their own preconceptions of how an effective leader should act. 
E) tend to observe the leader's performance rather than physical features and other traits.

Question 14

According to the leadership substitute theory,coworkers substitute for leadership in high involvement team structures.

Accepted Answer

A) True 
 B)False

Question 15

An executive who acts consistently with cultural expectations is more likely to be perceived as an ineffective leader.

Accepted Answer

A) True 
 B)False

Question 16

Managerial leadership is more macro-focused,whereas transformational leadership is more micro-focused.

Accepted Answer

A) True 
 B)False

Question 17

The personal attributes perspective takes the view that:

Accepted Answer

A) effective leadership involves being both task-oriented and people-oriented. 
B) the best leadership style depends on the situation. 
C) introducing specific environmental conditions can replace the need for leaders. 
D) leadership is based on the characteristics of the person. 
E) people tend to inflate the importance of leadership in explaining organizational events. 
A) effective leadership involves being both task-oriented and people-oriented. 
B) the best leadership style depends on the situation. 
C) introducing specific environmental conditions can replace the need for leaders. 
D) leadership is based on the characteristics of the person. 
E) people tend to inflate the importance of leadership in explaining organizational events.

Question 18

NewTech Ltd.is searching for a new vice-president of marketing and wants to find someone with excellent leadership qualities.Along with evaluating each job candidate's past experience,NewTech intends to assess each candidate's personal attributes.Identify four personal leadership attributes that NewTech should be examining in each candidate.

Accepted Answer

Students can identify any four of the se

Question 19

One problem with path-goal theory is that:

Accepted Answer

A) it has very little research support. 
B) a few contingencies have limited research support. 
C) it ignores the possibility that the best leadership style depends on the situation. 
D) it overlooks the two dimensions of leadership identified in the behavioural perspective of leadership. 
E) it ignores team dynamics as a possible contingency of leadership. 
A) it has very little research support. 
B) a few contingencies have limited research support. 
C) it ignores the possibility that the best leadership style depends on the situation. 
D) it overlooks the two dimensions of leadership identified in the behavioural perspective of leadership. 
E) it ignores team dynamics as a possible contingency of leadership.

Question 20

Which of the following statements about path-goal theory is TRUE?

Accepted Answer

A) Path-goal theory considers seven different leadership competencies. 
B) Path-goal theory is based on the idea that leadership is a stable personality trait,so it is easier to change the situation to match the person's leadership style. 
C) Path-goal theory considers the subordinate's ability and experience when determining the best leadership style for the situation. 
D) Path-goal theory assumes that managers can apply only one leadership style in a given situation. 
E) The main objective of path-goal theory is to encourage leaders to develop highly people-oriented and task-oriented behaviours whenever they interact with subordinates. 
A) Path-goal theory considers seven different leadership competencies. 
B) Path-goal theory is based on the idea that leadership is a stable personality trait,so it is easier to change the situation to match the person's leadership style. 
C) Path-goal theory considers the subordinate's ability and experience when determining the best leadership style for the situation. 
D) Path-goal theory assumes that managers can apply only one leadership style in a given situation. 
E) The main objective of path-goal theory is to encourage leaders to develop highly people-oriented and task-oriented behaviours whenever they interact with subordinates.

Research indicates that male and female leaders do not differ in their levels of task-oriented and people-oriented leadership.

Servant leadership emphasizes the notion that:

Which of the following statements about leadership and gender is TRUE?

Servant leadership is most closely associated with:

Which of these statements about leadership is FALSE?

Which of these statements about shared leadership is FALSE?

Task-oriented leaders:

Which of the following best summarizes research on the personal attributes perspective of leadership?

Shared leadership calls for a collaborative rather than internally competitive culture.

According to independent research teams that investigated leadership:

The two clusters of leadership behaviour are people-oriented and organization-oriented.

When people have leadership prototypes,they:

According to the leadership substitute theory,coworkers substitute for leadership in high involvement team structures.

An executive who acts consistently with cultural expectations is more likely to be perceived as an ineffective leader.

Managerial leadership is more macro-focused,whereas transformational leadership is more micro-focused.

The personal attributes perspective takes the view that:

One problem with path-goal theory is that:

Which of the following statements about path-goal theory is TRUE?

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

Exam 12: Leadership in Organizational Settings

Research indicates that male and female leaders do not differ in their levels of task-oriented and people-oriented leadership.

Servant leadership emphasizes the notion that:

Which of the following statements about leadership and gender is TRUE?

Servant leadership is most closely associated with:

Which of these statements about leadership is FALSE?

Which of these statements about shared leadership is FALSE?

Task-oriented leaders:

Which of the following best summarizes research on the personal attributes perspective of leadership?

Shared leadership calls for a collaborative rather than internally competitive culture.

According to independent research teams that investigated leadership:

The two clusters of leadership behaviour are people-oriented and organization-oriented.

When people have leadership prototypes,they:

According to the leadership substitute theory,coworkers substitute for leadership in high involvement team structures.

An executive who acts consistently with cultural expectations is more likely to be perceived as an ineffective leader.

Managerial leadership is more macro-focused,whereas transformational leadership is more micro-focused.

The personal attributes perspective takes the view that:

One problem with path-goal theory is that:

Which of the following statements about path-goal theory is TRUE?

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