Question 1

The belief that a person must be physically large to secure compliance from followers relies heavily on the notion of _______________.

Accepted Answer

A)  charisma 
B)  coercive power 
C)  adaptability 
D)  self-confidence 
A)  charisma 
B)  coercive power 
C)  adaptability 
D)  self-confidence

Question 2

An extreme intelligence difference between a leader and his or her followers is always beneficial to the organization.

Accepted Answer

A) True 
 B)False

Question 3

Leader-member relations can typically be modified through all of the following except:

Accepted Answer

A)  Volunteering to direct difficult or troublesome subordinates 
B)  Bringing new or unusual tasks or problems to the unit 
C)  Transferring particular subordinates out of the unit 
D)  Requesting particular people for work in the group 
A)  Volunteering to direct difficult or troublesome subordinates 
B)  Bringing new or unusual tasks or problems to the unit 
C)  Transferring particular subordinates out of the unit 
D)  Requesting particular people for work in the group

Question 4

Behavior that is helpful or even essential in some situations can be detrimental in others.

Accepted Answer

A) True 
 B)False

Question 5

"Followers have different needs that must be fulfilled with the help of a leader" is a statement that best represents:

Accepted Answer

A)  Fiedler's contingency model 
B)  Vroom, Yetton, and Jago 
C)  House's Path-Goal theory 
D)  the Hersey-Blanchard Situational Leadership theory 
A)  Fiedler's contingency model 
B)  Vroom, Yetton, and Jago 
C)  House's Path-Goal theory 
D)  the Hersey-Blanchard Situational Leadership theory

Question 6

Within SLT,what is denoted by the terms maturity and readiness?

Accepted Answer

Readiness is defined as the ab

Question 7

Congratulations! You have just been named director of your organization's new effort to produce athletic shoes.You will be working with your corporate office in New York for designs,a German subsidiary for wearable technology development,a Chinese firm for textile development and an Indonesian company for manufacturing.What may make managing this,or for that matter any global joint ventures difficult?

Accepted Answer

The complexity of global joint ventures

Question 8

The skills and other competencies of the leader comprise only one variable in the leadership context.

Accepted Answer

A) True 
 B)False

Question 9

Patterns of effective behavior depend largely on the situation.

Accepted Answer

A) True 
 B)False

Question 10

Leadership style can measured using the Least-Preferred Coworker Scale (LPC),an instrument developed by Fiedler.What do high and low scores on the LPC suggest?

Accepted Answer

Low scores on the LPC are thou

Question 11

Making decisions without input from your subordinates,or securing input from subordinates and then making the decision yourself,represents the _______________ style of decision-making.

Accepted Answer

A)  consultative 
B)  group 
C)  delegated 
D)  autocratic 
A)  consultative 
B)  group 
C)  delegated 
D)  autocratic

Question 12

Initiating structure designates behavior in which the leader _______________.

Accepted Answer

A)  organizes and defines the relationships in the group 
B)  establishes well-defined patterns and channels of communication 
C)  spells out ways of getting the job done 
D)  All of the choices are correct. 
A)  organizes and defines the relationships in the group 
B)  establishes well-defined patterns and channels of communication 
C)  spells out ways of getting the job done 
D)  All of the choices are correct.

Question 13

In his cross-cultural studies of managers,what did Bass suggest in regard to reliance on others?

Accepted Answer

In his seven suggestions for e

Question 14

To be effective,a leader should never admit mistakes.

Accepted Answer

A) True 
 B)False

Question 15

What is typically thought of as the first requirement for exercising charismatic leadership?

Accepted Answer

Expressing a shared

Question 16

Keen analytical abilities can contribute to effectiveness in non-charismatic leaders.

Accepted Answer

A) True 
 B)False

Question 17

According to the Hersey-Blanchard situational leadership model,explaining decisions and providing an opportunity for clarification is:

Accepted Answer

A)  Participating 
B)  Delegating 
C)  Selling 
D)  Telling 
A)  Participating 
B)  Delegating 
C)  Selling 
D)  Telling

Question 18

In addition to charisma,transformational leaders need communication abilities and sensitivity to others.

Accepted Answer

A) True 
 B)False

Question 19

Doug Blevins was born with cerebral palsy and has never walked,and yet he managed to become the kicking coach for the Miami Dolphins by using his exceptional observational and coaching skills.List four of the hints that he gives on how to be a good coach.

Accepted Answer

Any four of the following: 
(a)Observe t

Question 20

If a decision has high quality and follower commitment,it is an effective decision,regardless of how long it takes to make it.

Accepted Answer

A) True 
 B)False

The belief that a person must be physically large to secure compliance from followers relies heavily on the notion of _______________.

An extreme intelligence difference between a leader and his or her followers is always beneficial to the organization.

Leader-member relations can typically be modified through all of the following except:

Behavior that is helpful or even essential in some situations can be detrimental in others.

"Followers have different needs that must be fulfilled with the help of a leader" is a statement that best represents:

Within SLT,what is denoted by the terms maturity and readiness?

The skills and other competencies of the leader comprise only one variable in the leadership context.

Patterns of effective behavior depend largely on the situation.

Leadership style can measured using the Least-Preferred Coworker Scale (LPC),an instrument developed by Fiedler.What do high and low scores on the LPC suggest?

Making decisions without input from your subordinates,or securing input from subordinates and then making the decision yourself,represents the _______________ style of decision-making.

Initiating structure designates behavior in which the leader _______________.

In his cross-cultural studies of managers,what did Bass suggest in regard to reliance on others?

To be effective,a leader should never admit mistakes.

What is typically thought of as the first requirement for exercising charismatic leadership?

Keen analytical abilities can contribute to effectiveness in non-charismatic leaders.

According to the Hersey-Blanchard situational leadership model,explaining decisions and providing an opportunity for clarification is:

In addition to charisma,transformational leaders need communication abilities and sensitivity to others.

Doug Blevins was born with cerebral palsy and has never walked,and yet he managed to become the kicking coach for the Miami Dolphins by using his exceptional observational and coaching skills.List four of the hints that he gives on how to be a good coach.

If a decision has high quality and follower commitment,it is an effective decision,regardless of how long it takes to make it.

Effective Managers Understand Organizational Behavior

International and Organizational Culture

Individual Differences at Work

Perceptions and Attributions

Motivation

Job Design and Performance

Evaluation and Rewards Influence Behavior

Managing Employee Behavior

Managing Individual Stress

Groups and Teams

Managing Conflict and Negotiations

Power and Politics

Communicating Effectively

Decision Making

Organizational Structure and Design

Managing Organizational Change

Filters

Exam 15: Leadership

The belief that a person must be physically large to secure compliance from followers relies heavily on the notion of _______________.

An extreme intelligence difference between a leader and his or her followers is always beneficial to the organization.

Leader-member relations can typically be modified through all of the following except:

Behavior that is helpful or even essential in some situations can be detrimental in others.

"Followers have different needs that must be fulfilled with the help of a leader" is a statement that best represents:

Within SLT,what is denoted by the terms maturity and readiness?

The skills and other competencies of the leader comprise only one variable in the leadership context.

Patterns of effective behavior depend largely on the situation.

Leadership style can measured using the Least-Preferred Coworker Scale (LPC),an instrument developed by Fiedler.What do high and low scores on the LPC suggest?

Making decisions without input from your subordinates,or securing input from subordinates and then making the decision yourself,represents the _______________ style of decision-making.

Initiating structure designates behavior in which the leader _______________.

In his cross-cultural studies of managers,what did Bass suggest in regard to reliance on others?

To be effective,a leader should never admit mistakes.

What is typically thought of as the first requirement for exercising charismatic leadership?

Keen analytical abilities can contribute to effectiveness in non-charismatic leaders.

According to the Hersey-Blanchard situational leadership model,explaining decisions and providing an opportunity for clarification is:

In addition to charisma,transformational leaders need communication abilities and sensitivity to others.

Doug Blevins was born with cerebral palsy and has never walked,and yet he managed to become the kicking coach for the Miami Dolphins by using his exceptional observational and coaching skills.List four of the hints that he gives on how to be a good coach.

If a decision has high quality and follower commitment,it is an effective decision,regardless of how long it takes to make it.

Effective Managers Understand Organizational Behavior

International and Organizational Culture

Individual Differences at Work

Perceptions and Attributions

Motivation

Job Design and Performance

Evaluation and Rewards Influence Behavior

Managing Employee Behavior

Managing Individual Stress

Groups and Teams

Managing Conflict and Negotiations

Power and Politics

Communicating Effectively

Decision Making

Organizational Structure and Design

Managing Organizational Change

Filters