Question 1

_______ is about coping with complexity and ______ is about coping with change.

Accepted Answer

A) Management;leadership 
B) Middle management;top management 
C) Attitude;perception 
D) Leadership;management 
E) Perception;attitude 
A) Management;leadership 
B) Middle management;top management 
C) Attitude;perception 
D) Leadership;management 
E) Perception;attitude

Question 2

Explain Fiedler's contingency theory by describing the factors that contribute to a low-control situation,and what style of leadership would be prescribed in this case.Illustrate the situation with realistic circumstances in which this would occur.

Accepted Answer

The contingency leadership model determi

Question 3

According to Kotter,companies manage complexity in all the following ways except _____.

Accepted Answer

A) planning 
B) budgeting 
C) lobbying 
D) organizing and staffing 
E) controlling and solving problems 
A) planning 
B) budgeting 
C) lobbying 
D) organizing and staffing 
E) controlling and solving problems

Question 4

Jane leads a task force developing specifications for a new customer database to be used by several departments.Jane is an IT supervisor,but most of the others are directors of other departments.At the first meeting,a few of them asked questions that she couldn't answer.According to the contingency model,Jane's situational control is likely _____.

Accepted Answer

A) high 
B) moderate 
C) low 
D) extremely high 
E) unknown 
A) high 
B) moderate 
C) low 
D) extremely high 
E) unknown

Question 5

Research shows that followers seek and admire leaders who create feelings of _____.

Accepted Answer

A) anticipation 
B) individualism 
C) significance 
D) clarity 
E) freedom 
A) anticipation 
B) individualism 
C) significance 
D) clarity 
E) freedom

Question 6

Leaders benefit most from followers who are helpers (most compliant)rather than rebels (least compliant).

Accepted Answer

A) True 
 B)False

Question 7

The leadership styles of ________ originally included supportive and achievement-oriented and two others,but was more recently revised to include a total of eight styles.

Accepted Answer

A) Greenleaf's servant leadership model 
B) House's path-goal model 
C) leader-member exchange model 
D) Fiedler's contingency model 
E) LMX model of leadership 
A) Greenleaf's servant leadership model 
B) House's path-goal model 
C) leader-member exchange model 
D) Fiedler's contingency model 
E) LMX model of leadership

Question 8

Two contingency factors,employee characteristics and environmental factors,cause some leadership behaviors to be more effective than others according to path-goal theory.

Accepted Answer

A) True 
 B)False

Question 9

Reward power results from managers' authority to punish their employees.

Accepted Answer

A) True 
 B)False

Question 10

Three possible responses to an influence tactic are enthusiastic commitment,grudging compliance,and outright resistance.

Accepted Answer

A) True 
 B)False

Question 11

Narcissistic leaders tend to bring out the best work behaviors in others.

Accepted Answer

A) True 
 B)False

Question 12

Reminding someone of past favors or offering to trade favors to influence them is known as using exchange tactics.

Accepted Answer

A) True 
 B)False

Question 13

Revised path-goal theory indicates to managers that they must consider _____.

Accepted Answer

A) hiring new employees and eliminating current ones who don't fit your leadership style 
B) modifying their leadership style to fit employee and task characteristics 
C) stirring up the current work environment to generate competition 
D) focusing on applying relationship-oriented behaviors for workplace success 
E) altering their approach to that of servant leadership 
A) hiring new employees and eliminating current ones who don't fit your leadership style 
B) modifying their leadership style to fit employee and task characteristics 
C) stirring up the current work environment to generate competition 
D) focusing on applying relationship-oriented behaviors for workplace success 
E) altering their approach to that of servant leadership

Question 14

The three dimensions of situational control include leader-member relations,position power,and _____.

Accepted Answer

A) level of efficiency 
B) level of seniority 
C) organizational culture 
D) task structure 
E) organizational environment 
A) level of efficiency 
B) level of seniority 
C) organizational culture 
D) task structure 
E) organizational environment

Question 15

Kim supervises a group of customer service representatives.Kim is respected and well liked by her staff,and she has worked hard to make sure each of them knows how to do their job well.She is responsible for all staffing and reward decisions in her department.In the contingency model,Kim has _____.

Accepted Answer

A) low task structure 
B) low position power 
C) low leader-member relations 
D) high situational control 
E) high expert power 
A) low task structure 
B) low position power 
C) low leader-member relations 
D) high situational control 
E) high expert power

Question 16

The primary purpose of task-oriented leadership behaviors is to ensure that people,equipment,and other resources are used efficiently to accomplish a mission.

Accepted Answer

A) True 
 B)False

Question 17

James manages his employees by carefully monitoring their production,comparing what they do to predicted schedules and desired budgets.James can best be described as a ______ leader.

Accepted Answer

A) relationship-oriented 
B) charismatic 
C) transformational 
D) task-oriented 
E) servant 
A) relationship-oriented 
B) charismatic 
C) transformational 
D) task-oriented 
E) servant

Question 18

Which of the following is a characteristic of transformational leaders?

Accepted Answer

A) They are better in stable situations. 
B) They try to get people to do ordinary things. 
C) They monitor progress toward their achievement. 
D) They provide rewards in exchange for employees doing the work. 
E) They encourage people to do exceptional things with trust,commitment,and loyalty to produce significant results and change. 
A) They are better in stable situations. 
B) They try to get people to do ordinary things. 
C) They monitor progress toward their achievement. 
D) They provide rewards in exchange for employees doing the work. 
E) They encourage people to do exceptional things with trust,commitment,and loyalty to produce significant results and change.

Question 19

Full-range leadership suggests that leadership behavior varies along a full range of leadership styles,from passive (laissez-faire)"leadership" at one extreme,through transactional leadership,to transformational leadership at the other extreme.

Accepted Answer

A) True 
 B)False

Question 20

Leadership that occurs through the use of information technology is known as IT leadership.

Accepted Answer

A) True 
 B)False

_ is about coping with complexity and is about coping with change.

Explain Fiedler's contingency theory by describing the factors that contribute to a low-control situation,and what style of leadership would be prescribed in this case.Illustrate the situation with realistic circumstances in which this would occur.

According to Kotter,companies manage complexity in all the following ways except _____.

Research shows that followers seek and admire leaders who create feelings of _____.

Leaders benefit most from followers who are helpers (most compliant)rather than rebels (least compliant).

The leadership styles of ________ originally included supportive and achievement-oriented and two others,but was more recently revised to include a total of eight styles.

Two contingency factors,employee characteristics and environmental factors,cause some leadership behaviors to be more effective than others according to path-goal theory.

Reward power results from managers' authority to punish their employees.

Three possible responses to an influence tactic are enthusiastic commitment,grudging compliance,and outright resistance.

Narcissistic leaders tend to bring out the best work behaviors in others.

Reminding someone of past favors or offering to trade favors to influence them is known as using exchange tactics.

Revised path-goal theory indicates to managers that they must consider _____.

The three dimensions of situational control include leader-member relations,position power,and _____.

Kim supervises a group of customer service representatives.Kim is respected and well liked by her staff,and she has worked hard to make sure each of them knows how to do their job well.She is responsible for all staffing and reward decisions in her department.In the contingency model,Kim has _____.

The primary purpose of task-oriented leadership behaviors is to ensure that people,equipment,and other resources are used efficiently to accomplish a mission.

James manages his employees by carefully monitoring their production,comparing what they do to predicted schedules and desired budgets.James can best be described as a ______ leader.

Which of the following is a characteristic of transformational leaders?

Full-range leadership suggests that leadership behavior varies along a full range of leadership styles,from passive (laissez-faire)"leadership" at one extreme,through transactional leadership,to transformational leadership at the other extreme.

Leadership that occurs through the use of information technology is known as IT leadership.

The Exceptional Manager: What You Do,how You Do It

Management Theory: Essential Background for the Successful Manager

The Managers Changing Work Environment and Ethical Responsibilities: Doing the Right Thing

Global Management: Managing Across Borders

Planning: The Foundation of Successful Management

Strategic Management: How Exceptional Managers Realize a Grand Design

Individual and Group Decision Making: How Managers Make Things Happen

Organizational Culture,Structure,and Design: Building Blocks of the Organization

Human Resource Management: Getting the Right People for Managerial Success

Organizational Change and Innovation: Lifelong Challenges for the Exceptional Manager

Managing Individual Differences and Behavior: Supervising People As People

Motivating Employees: Achieving Superior Performance in the Workplace

Groups and Teams: Increasing Cooperation,reducing Conflict

Interpersonal and Organizational Communication: Mastering the Exchange of Information

Control Systems and Quality Management: Techniques for Enhancing Organizational Effectiveness

Filters

Exam 14: Power,Influence,and Leadership: From Becoming a Manager to Becoming a Leader

_______ is about coping with complexity and ______ is about coping with change.

Explain Fiedler's contingency theory by describing the factors that contribute to a low-control situation,and what style of leadership would be prescribed in this case.Illustrate the situation with realistic circumstances in which this would occur.

According to Kotter,companies manage complexity in all the following ways except _____.

Research shows that followers seek and admire leaders who create feelings of _____.

Leaders benefit most from followers who are helpers (most compliant)rather than rebels (least compliant).

The leadership styles of ________ originally included supportive and achievement-oriented and two others,but was more recently revised to include a total of eight styles.

Two contingency factors,employee characteristics and environmental factors,cause some leadership behaviors to be more effective than others according to path-goal theory.

Reward power results from managers' authority to punish their employees.

Three possible responses to an influence tactic are enthusiastic commitment,grudging compliance,and outright resistance.

Narcissistic leaders tend to bring out the best work behaviors in others.

Reminding someone of past favors or offering to trade favors to influence them is known as using exchange tactics.

Revised path-goal theory indicates to managers that they must consider _____.

The three dimensions of situational control include leader-member relations,position power,and _____.

Kim supervises a group of customer service representatives.Kim is respected and well liked by her staff,and she has worked hard to make sure each of them knows how to do their job well.She is responsible for all staffing and reward decisions in her department.In the contingency model,Kim has _____.

The primary purpose of task-oriented leadership behaviors is to ensure that people,equipment,and other resources are used efficiently to accomplish a mission.

James manages his employees by carefully monitoring their production,comparing what they do to predicted schedules and desired budgets.James can best be described as a ______ leader.

Which of the following is a characteristic of transformational leaders?

Full-range leadership suggests that leadership behavior varies along a full range of leadership styles,from passive (laissez-faire)"leadership" at one extreme,through transactional leadership,to transformational leadership at the other extreme.

Leadership that occurs through the use of information technology is known as IT leadership.

The Exceptional Manager: What You Do,how You Do It

Management Theory: Essential Background for the Successful Manager

The Managers Changing Work Environment and Ethical Responsibilities: Doing the Right Thing

Global Management: Managing Across Borders

Planning: The Foundation of Successful Management

Strategic Management: How Exceptional Managers Realize a Grand Design

Individual and Group Decision Making: How Managers Make Things Happen

Organizational Culture,Structure,and Design: Building Blocks of the Organization

Human Resource Management: Getting the Right People for Managerial Success

Organizational Change and Innovation: Lifelong Challenges for the Exceptional Manager

Managing Individual Differences and Behavior: Supervising People As People

Motivating Employees: Achieving Superior Performance in the Workplace

Groups and Teams: Increasing Cooperation,reducing Conflict

Interpersonal and Organizational Communication: Mastering the Exchange of Information

Control Systems and Quality Management: Techniques for Enhancing Organizational Effectiveness

Filters

_ is about coping with complexity and is about coping with change.