Question 1

The path-goal theory is based on the premise:

Accepted Answer

A) that an employee does not have to be a supervisor or manager to engage in leader behavior. 
B) leadership effectiveness goes beyond traits and behaviors. 
C) leaders are unlikely to be successful in all situations. 
D) leaders need to modify their style to fit a situation. 
E) leadership styles are not universally effective. 
A) that an employee does not have to be a supervisor or manager to engage in leader behavior. 
B) leadership effectiveness goes beyond traits and behaviors. 
C) leaders are unlikely to be successful in all situations. 
D) leaders need to modify their style to fit a situation. 
E) leadership styles are not universally effective.

Question 2

_____, a set of leader behaviors, includes behaviors such as sacrificing for the good of the group, being a role model, and displaying high ethical standards.

Accepted Answer

A) Inspirational motivation 
B) Individualized consideration 
C) Idealized influence 
D) Intellectual stimulation 
E) Organizational culture 
A) Inspirational motivation 
B) Individualized consideration 
C) Idealized influence 
D) Intellectual stimulation 
E) Organizational culture

Question 3

Shared leadership is beneficial when people are working on tasks or projects that require one to be independent and have the ability to follow rules.

Accepted Answer

A) True 
 B)False

Question 4

According to the path-goal leadership theory:

Accepted Answer

A) leadership effectiveness goes beyond traits and behaviors. 
B) leaders are unlikely to be successful in all situations. 
C) all the employee characteristics and environmental factors are relevant contingency factors. 
D) effective leaders possess and use more than one style of leadership. 
E) management development programs can be used to build a pipeline of leadership talent. 
A) leadership effectiveness goes beyond traits and behaviors. 
B) leaders are unlikely to be successful in all situations. 
C) all the employee characteristics and environmental factors are relevant contingency factors. 
D) effective leaders possess and use more than one style of leadership. 
E) management development programs can be used to build a pipeline of leadership talent.

Question 5

Compare transactional and transformational leadership.

Accepted Answer

Transactional leadership focuses on clar

Question 6

Traits ultimately impact leadership effectiveness.

Accepted Answer

A) True 
 B)False

Question 7

Jim is the daytime supervisor for an automobile assembly line. He supervises forty-five people who perform relatively routine jobs that require minimal training. The shop is unionized, so Jim has little latitude when it comes to dismissing poor performers. However, he does have the authority to transfer employees and has been known to reassign poor performers to less desirable jobs on the assembly line. Jim has a reputation for only transferring employees with just cause, and generally is viewed as a fair supervisor by his employees. Although he would like greater autonomy to determine salaries, Jim generally divides bonuses and raises equally among his employees. To do otherwise would likely create conflict with union members and representatives. According to Fiedler's Contingency Model, how would you characterize the level of situational control in these circumstances?

Accepted Answer

A) Negligible 
B) Low 
C) Moderate 
D) High 
E) Absolute 
A) Negligible 
B) Low 
C) Moderate 
D) High 
E) Absolute

Question 8

According to the trait approach to studying leadership, three traits-intelligence, dominance, and masculinity-are associated with leadership prototypes.

Accepted Answer

A) True 
 B)False

Question 9

Which of the following is the first step of the four-step process for followers to use in managing the leader-follower relationship?

Accepted Answer

A) Followers need to understand their own style, needs, goals, expectations, and strengths and weaknesses. 
B) Followers should attempt to gain an appreciation for their manager's leadership style, interpersonal style, goals, expectations, pressures, and strengths and weaknesses. 
C) Followers need to conduct a gap analysis between the understanding they have about their boss and the understanding they have about themselves. 
D) Leaders are required to perform functions associated with planning, investigating, organizing, and control. 
E) Followers are required to build on mutual strengths and to adjust or accommodate the leader's divergent style, goals, expectations, and weaknesses. 
A) Followers need to understand their own style, needs, goals, expectations, and strengths and weaknesses. 
B) Followers should attempt to gain an appreciation for their manager's leadership style, interpersonal style, goals, expectations, pressures, and strengths and weaknesses. 
C) Followers need to conduct a gap analysis between the understanding they have about their boss and the understanding they have about themselves. 
D) Leaders are required to perform functions associated with planning, investigating, organizing, and control. 
E) Followers are required to build on mutual strengths and to adjust or accommodate the leader's divergent style, goals, expectations, and weaknesses.

Question 10

Locus of control and task ability are important environmental contingency factors within the path-goal theory.

Accepted Answer

A) True 
 B)False

Question 11

Men displayed more social leadership while women displayed more task leadership.

Accepted Answer

A) True 
 B)False

Question 12

Which of the following types of leaderships engenders trust, seeks to develop leadership in others, exhibits self-sacrifice and serves as a moral agent?

Accepted Answer

A) Trait leadership 
B) Transformational leadership 
C) Contingency leadership 
D) Path-goal leadership 
E) Leader-member exchange leadership 
A) Trait leadership 
B) Transformational leadership 
C) Contingency leadership 
D) Path-goal leadership 
E) Leader-member exchange leadership

Question 13

_____ is defined as a process whereby an individual influences others to achieve a common goal.

Accepted Answer

A) Leadership 
B) Management 
C) Power 
D) Socialization 
E) Mentoring 
A) Leadership 
B) Management 
C) Power 
D) Socialization 
E) Mentoring

Question 14

According to _____, leaders have one dominant leadership style that is resistant to change-either task motivated or relationship motivated.

Accepted Answer

A) Graen's leader-member exchange model 
B) Hersey and Blanchard's situational leadership theory 
C) House's path-goal theory 
D) Stogdill's trait theory 
E) Fiedler's contingency model 
A) Graen's leader-member exchange model 
B) Hersey and Blanchard's situational leadership theory 
C) House's path-goal theory 
D) Stogdill's trait theory 
E) Fiedler's contingency model

Question 15

One of the key sets of leader behavior, referred to as _____, involves establishing an attractive vision of the future, the use of emotional arguments, and exhibition of optimism and enthusiasm.

Accepted Answer

A) idealized influence 
B) inspirational motivation 
C) individualized consideration 
D) intellectual stimulation 
E) organizational culture 
A) idealized influence 
B) inspirational motivation 
C) individualized consideration 
D) intellectual stimulation 
E) organizational culture

Question 16

The LMX model is based on the assumption that:

Accepted Answer

A) new employees should withhold their loyalty, support, and cooperativeness from their manager. 
B) out-group members have no choice but to oversee the improvement of mutual trust and respect. 
C) leaders develop unique one-to-one relationships with each of the people reporting to them. 
D) managers need to give employees ample opportunity to prove themselves. 
E) managers should consciously try to decrease the number of members in the in-group. 
A) new employees should withhold their loyalty, support, and cooperativeness from their manager. 
B) out-group members have no choice but to oversee the improvement of mutual trust and respect. 
C) leaders develop unique one-to-one relationships with each of the people reporting to them. 
D) managers need to give employees ample opportunity to prove themselves. 
E) managers should consciously try to decrease the number of members in the in-group.

Question 17

Transformational leaders:

Accepted Answer

A) can be ethical or unethical. 
B) rely primarily on extrinsic sources of motivation. 
C) influence individuals, but not groups. 
D) focus on rewarding and punishing people depending on their performance. 
E) provide followers with only the positive rewards contingent on performance. 
A) can be ethical or unethical. 
B) rely primarily on extrinsic sources of motivation. 
C) influence individuals, but not groups. 
D) focus on rewarding and punishing people depending on their performance. 
E) provide followers with only the positive rewards contingent on performance.

Question 18

Research supports that in the leader-member exchange model there is not a significant relationship between the type of leader-member exchange and job-related outcomes.

Accepted Answer

A) True 
 B)False

Question 19

Organizational leaders want their followers to create feelings of significance, community, and excitement.

Accepted Answer

A) True 
 B)False

Question 20

According to Fiedler's contingency model, leaders are either task-motivated or relationship-motivated.

Accepted Answer

A) True 
 B)False

The path-goal theory is based on the premise:

_____, a set of leader behaviors, includes behaviors such as sacrificing for the good of the group, being a role model, and displaying high ethical standards.

Shared leadership is beneficial when people are working on tasks or projects that require one to be independent and have the ability to follow rules.

According to the path-goal leadership theory:

Compare transactional and transformational leadership.

Traits ultimately impact leadership effectiveness.

According to the trait approach to studying leadership, three traits-intelligence, dominance, and masculinity-are associated with leadership prototypes.

Which of the following is the first step of the four-step process for followers to use in managing the leader-follower relationship?

Locus of control and task ability are important environmental contingency factors within the path-goal theory.

Men displayed more social leadership while women displayed more task leadership.

Which of the following types of leaderships engenders trust, seeks to develop leadership in others, exhibits self-sacrifice and serves as a moral agent?

_____ is defined as a process whereby an individual influences others to achieve a common goal.

According to _____, leaders have one dominant leadership style that is resistant to change-either task motivated or relationship motivated.

One of the key sets of leader behavior, referred to as _____, involves establishing an attractive vision of the future, the use of emotional arguments, and exhibition of optimism and enthusiasm.

The LMX model is based on the assumption that:

Transformational leaders:

Research supports that in the leader-member exchange model there is not a significant relationship between the type of leader-member exchange and job-related outcomes.

Organizational leaders want their followers to create feelings of significance, community, and excitement.

According to Fiedler's contingency model, leaders are either task-motivated or relationship-motivated.

Organizational Behavior: The Quest for People-Centered Organizations and Ethical Conduct

Managing Diversity: Releasing Every Employees Potential

Organizational Culture, Socialization, and Mentoring

International OB: Managing Across Cultures

Key Individual Differences and the Road to Success

Values, Attitudes, Job Satisfaction, and Counter-Productive Work Behaviors

Social Perception and Attributions

Foundations of Motivation

Improving Job Performance With Goals, Feedback, Rewards, and Positive Reinforcement

Group Dynamics

Developing and Leading Effective Teams

Individual and Group Decision Making

Managing Conflict and Negotiating

Communicating in the Digital Age

Influence, Empowerment, and Politics

Organizational Design, Effectiveness, and Innovation

Managing Change and Stress

Filters

Exam 16: Leadership

The path-goal theory is based on the premise:

_____, a set of leader behaviors, includes behaviors such as sacrificing for the good of the group, being a role model, and displaying high ethical standards.

Shared leadership is beneficial when people are working on tasks or projects that require one to be independent and have the ability to follow rules.

According to the path-goal leadership theory:

Compare transactional and transformational leadership.

Traits ultimately impact leadership effectiveness.

According to the trait approach to studying leadership, three traits-intelligence, dominance, and masculinity-are associated with leadership prototypes.

Which of the following is the first step of the four-step process for followers to use in managing the leader-follower relationship?

Locus of control and task ability are important environmental contingency factors within the path-goal theory.

Men displayed more social leadership while women displayed more task leadership.

Which of the following types of leaderships engenders trust, seeks to develop leadership in others, exhibits self-sacrifice and serves as a moral agent?

_____ is defined as a process whereby an individual influences others to achieve a common goal.

According to _____, leaders have one dominant leadership style that is resistant to change-either task motivated or relationship motivated.

One of the key sets of leader behavior, referred to as _____, involves establishing an attractive vision of the future, the use of emotional arguments, and exhibition of optimism and enthusiasm.

The LMX model is based on the assumption that:

Transformational leaders:

Research supports that in the leader-member exchange model there is not a significant relationship between the type of leader-member exchange and job-related outcomes.

Organizational leaders want their followers to create feelings of significance, community, and excitement.

According to Fiedler's contingency model, leaders are either task-motivated or relationship-motivated.

Organizational Behavior: The Quest for People-Centered Organizations and Ethical Conduct

Managing Diversity: Releasing Every Employees Potential

Organizational Culture, Socialization, and Mentoring

International OB: Managing Across Cultures

Key Individual Differences and the Road to Success

Values, Attitudes, Job Satisfaction, and Counter-Productive Work Behaviors

Social Perception and Attributions

Foundations of Motivation

Improving Job Performance With Goals, Feedback, Rewards, and Positive Reinforcement

Group Dynamics

Developing and Leading Effective Teams

Individual and Group Decision Making

Managing Conflict and Negotiating

Communicating in the Digital Age

Influence, Empowerment, and Politics

Organizational Design, Effectiveness, and Innovation

Managing Change and Stress

Filters