Question 1

In attribution theory,"consensus" refers to ___________.

Accepted Answer

A) the similarity of an individual's behavior on one task as compared to other tasks 
B) the similarity of an individual's behavior on a task as compared to previous attempts on that same task 
C) the similarity of an individual's behavior as compared to the group 
D) multiple managers assigning the same attribution to an employee 
A) the similarity of an individual's behavior on one task as compared to other tasks 
B) the similarity of an individual's behavior on a task as compared to previous attempts on that same task 
C) the similarity of an individual's behavior as compared to the group 
D) multiple managers assigning the same attribution to an employee

Question 2

The Vroom-Jago model expanded upon the traditional Vroom-Yetton in that it _________.

Accepted Answer

A) added five additional problem attributes 
B) incorporated continuous scales 
C) considers subordinate information and ability 
D) All of the above 
A) added five additional problem attributes 
B) incorporated continuous scales 
C) considers subordinate information and ability 
D) All of the above

Question 3

The traditional Vroom-Yetton model assumes _________.

Accepted Answer

A) direct leader interaction with subordinates could take place relatively easily 
B) the impact of geographically separated leaders and suburbanites can be quantified 
C) group meeting benefit is a specific function of geographic dispersion 
D) All of the above 
A) direct leader interaction with subordinates could take place relatively easily 
B) the impact of geographically separated leaders and suburbanites can be quantified 
C) group meeting benefit is a specific function of geographic dispersion 
D) All of the above

Question 4

Crisis-based charismatic leaders have an impact when _________.

Accepted Answer

A) the system must handle a situation for which existing knowledge,resources,and procedures are adequate 
B) the system must handle a situation for which existing knowledge,resources,and procedures are not adequate 
C) it focuses on long term organizational needs 
D) Both B and C 
A) the system must handle a situation for which existing knowledge,resources,and procedures are adequate 
B) the system must handle a situation for which existing knowledge,resources,and procedures are not adequate 
C) it focuses on long term organizational needs 
D) Both B and C

Question 5

Which of the following terms would likely apply to leader-follower relationships for a charismatic leader?

Accepted Answer

A) Elitist 
B) Egalitarian 
C) Consensus-seeking 
D) B and C 
A) Elitist 
B) Egalitarian 
C) Consensus-seeking 
D) B and C

Question 6

Transformational leadership is viewed as ___________ transactional leadership.

Accepted Answer

A) a dichotomous rival to 
B) a special case of 
C) more basic form of leadership than 
D) None of the above 
A) a dichotomous rival to 
B) a special case of 
C) more basic form of leadership than 
D) None of the above

Question 7

Transformational leadership may be viewed as a special case of transactional leadership with the employee's reward being internal.

Accepted Answer

A) True 
 B)False

Question 8

Attribution theory mainly concerns the emotional process by which a person interprets behavior as being caused by (attributed to)certain cues in the relevant environment.

Accepted Answer

A) True 
 B)False

Question 9

Spatial distance between superior and subordinates neutralizes _________.

Accepted Answer

A) relationship oriented leadership 
B) task relationship leadership 
C) Both A and B 
D) None of the above 
A) relationship oriented leadership 
B) task relationship leadership 
C) Both A and B 
D) None of the above

Question 10

Attribution theory offers a framework for explaining leader behavior more insightfully than either trait or personal behavioral theories.

Accepted Answer

A) True 
 B)False

Question 11

One advantage of the new Vroom-Jago model is that it forces a person to make a definite response and will not permit a "probably yes" or a "probably no," response.

Accepted Answer

A) True 
 B)False

Question 12

In contrast to Fred Fiedler,Vroom and Yetton attempted to provide a normative model that a leader can use in making decisions.

Accepted Answer

A) True 
 B)False

Question 13

While Jan turned in the most recent assignment late,all 10 of her previous assignments were completed on time.This behavior would be captured in the ___________ category of information.

Accepted Answer

A) distinctiveness 
B) consistency 
C) consensus 
D) external 
A) distinctiveness 
B) consistency 
C) consensus 
D) external

In attribution theory,"consensus" refers to ___________.

The Vroom-Jago model expanded upon the traditional Vroom-Yetton in that it _________.

The traditional Vroom-Yetton model assumes _________.

Crisis-based charismatic leaders have an impact when _________.

Which of the following terms would likely apply to leader-follower relationships for a charismatic leader?

Transformational leadership is viewed as ___________ transactional leadership.

Transformational leadership may be viewed as a special case of transactional leadership with the employee's reward being internal.

Attribution theory mainly concerns the emotional process by which a person interprets behavior as being caused by (attributed to)certain cues in the relevant environment.

Spatial distance between superior and subordinates neutralizes _________.

Attribution theory offers a framework for explaining leader behavior more insightfully than either trait or personal behavioral theories.

One advantage of the new Vroom-Jago model is that it forces a person to make a definite response and will not permit a "probably yes" or a "probably no," response.

In contrast to Fred Fiedler,Vroom and Yetton attempted to provide a normative model that a leader can use in making decisions.

While Jan turned in the most recent assignment late,all 10 of her previous assignments were completed on time.This behavior would be captured in the ___________ category of information.

Managing Effective Organizations

Organizational Culture

Managing Globally

Individual Behavior and Differences

Motivation: Background and Theories

Motivation: Organizational Applications

Managing Workplace Stress

Group and Team Behavior

Conflict and Negotiation

Power and Politics

Leadership: Fundamentals

Work Design

Organization Structure

Managing Communication

Decision Making

Managing Organizational Change and Learning

Filters

Exam 12: Leadership: Emerging Perspectives

In attribution theory,"consensus" refers to ___________.

The Vroom-Jago model expanded upon the traditional Vroom-Yetton in that it _________.

The traditional Vroom-Yetton model assumes _________.

Crisis-based charismatic leaders have an impact when _________.

Which of the following terms would likely apply to leader-follower relationships for a charismatic leader?

Transformational leadership is viewed as ___________ transactional leadership.

Transformational leadership may be viewed as a special case of transactional leadership with the employee's reward being internal.

Attribution theory mainly concerns the emotional process by which a person interprets behavior as being caused by (attributed to)certain cues in the relevant environment.

Spatial distance between superior and subordinates neutralizes _________.

Attribution theory offers a framework for explaining leader behavior more insightfully than either trait or personal behavioral theories.

One advantage of the new Vroom-Jago model is that it forces a person to make a definite response and will not permit a "probably yes" or a "probably no," response.

In contrast to Fred Fiedler,Vroom and Yetton attempted to provide a normative model that a leader can use in making decisions.

While Jan turned in the most recent assignment late,all 10 of her previous assignments were completed on time.This behavior would be captured in the ___________ category of information.

Managing Effective Organizations

Organizational Culture

Managing Globally

Individual Behavior and Differences

Motivation: Background and Theories

Motivation: Organizational Applications

Managing Workplace Stress

Group and Team Behavior

Conflict and Negotiation

Power and Politics

Leadership: Fundamentals

Work Design

Organization Structure

Managing Communication

Decision Making

Managing Organizational Change and Learning

Filters