Question 1

Which of the following types of managerial power is used to punish subordinates?

Accepted Answer

A)  Reward power 
B)  Legitimate power 
C)  Referent power 
D)  Expert power 
E)  Coercive power 
A)  Reward power 
B)  Legitimate power 
C)  Referent power 
D)  Expert power 
E)  Coercive power

Question 2

Explain what a "trait model" of leadership is.Name at least four traits related to effective leadership and briefly explain how each could help a leader perform his/her job better.

Accepted Answer

The trait model of leadership focused on

Question 3

Discuss the three situational determinants in Fiedler's leadership theory that allow a leader to determine the favorableness or unfavorableness of a situation for leading.

Accepted Answer

Fiedler postulated that leader-member re

Question 4

The leader substitutes model is not a contingency model of leadership.

Accepted Answer

A) True 
 B)False

Question 5

Which of the following is an example of a tangible reward that managers can give or withhold?

Accepted Answer

A)  Choice of job assignments 
B)  Verbal praise 
C)  A pat on the back 
D)  Respect 
E)  Taking advice from a subordinate on important decisions 
A)  Choice of job assignments 
B)  Verbal praise 
C)  A pat on the back 
D)  Respect 
E)  Taking advice from a subordinate on important decisions

Question 6

When transformational leadership occurs,subordinates trust the managers,are highly motivated,and help the organization achieve its goals.

Accepted Answer

A) True 
 B)False

Question 7

Participative behavior is similar to consideration.

Accepted Answer

A) True 
 B)False

Question 8

According to Fiedler,task-oriented leaders are primarily concerned with developing good working relationships with their subordinates.

Accepted Answer

A) True 
 B)False

Question 9

Which of the following is a key finding from research on leader behaviors based on gender?

Accepted Answer

A)  Male and female managers tend to differ in their effectiveness as leaders. 
B)  Female managers engage in more consideration and initiating structure than male managers. 
C)  Male and female managers do not differ significantly in their propensities to perform different leader behaviors. 
D)  Women engage in more consideration than men. 
E)  Men engage in more initiating structure than women. 
A)  Male and female managers tend to differ in their effectiveness as leaders. 
B)  Female managers engage in more consideration and initiating structure than male managers. 
C)  Male and female managers do not differ significantly in their propensities to perform different leader behaviors. 
D)  Women engage in more consideration than men. 
E)  Men engage in more initiating structure than women.

Question 10

Compared to women,men tend to:

Accepted Answer

A)  be more participative. 
B)  initiate structure more. 
C)  be harsher when punishing workers. 
D)  be more effective leaders. 
E)  seek subordinates' input into decisions. 
A)  be more participative. 
B)  initiate structure more. 
C)  be harsher when punishing workers. 
D)  be more effective leaders. 
E)  seek subordinates' input into decisions.

Question 11

Compare and contrast "transformational leadership" with "transactional leadership."

Accepted Answer

Transformational leadership is often con

Question 12

According to the trait model,which of the following traits of leadership helps managers avoid acting selfishly,control their feelings,and admit when they have made a mistake?

Accepted Answer

A)  Dominance 
B)  Integrity and honesty 
C)  Maturity 
D)  Tolerance for stress 
E)  Intelligence 
A)  Dominance 
B)  Integrity and honesty 
C)  Maturity 
D)  Tolerance for stress 
E)  Intelligence

Question 13

Explain what is meant by the concept of "transformational leadership." Transformational leadership occurs when managers change (or transform)their subordinates in three important ways.Explain the three ways.

Accepted Answer

Transformational leadership is that whic

Question 14

A manager who is a transactional leader:

Accepted Answer

A)  uses punishment and extinction. 
B)  communicates vision to subordinates. 
C)  intellectually stimulates subordinates. 
D)  encourages subordinates to grow. 
E)  can never also be a transformational leader. 
A)  uses punishment and extinction. 
B)  communicates vision to subordinates. 
C)  intellectually stimulates subordinates. 
D)  encourages subordinates to grow. 
E)  can never also be a transformational leader.

Question 15

Anything that acts in place of a leader so that leadership is unnecessary is known as:

Accepted Answer

A)  empowerment. 
B)  initiating structure. 
C)  consideration. 
D)  a leadership substitute. 
E)  referent power. 
A)  empowerment. 
B)  initiating structure. 
C)  consideration. 
D)  a leadership substitute. 
E)  referent power.

Question 16

Path-goal theory provides managers with three guidelines for becoming an effective leader.Explain.

Accepted Answer

Path-goal theory suggests that managers

Question 17

According to Fiedler,leader style is an enduring characteristic that managers cannot change.

Accepted Answer

A) True 
 B)False

Question 18

"Trait" models may include characteristics such as skills,abilities,knowledge,and expertise.

Accepted Answer

A) True 
 B)False

Question 19

When a leader motivates subordinates to do a good job,the leader is engaging in which type of behavior?

Accepted Answer

A)  Consideration 
B)  Expert power 
C)  Coercive power 
D)  Empowerment 
E)  Initiating structure 
A)  Consideration 
B)  Expert power 
C)  Coercive power 
D)  Empowerment 
E)  Initiating structure

Question 20

According to the leadership substitutes model,sometimes managers do not need to exert influence over their subordinates.

Accepted Answer

A) True 
 B)False

Which of the following types of managerial power is used to punish subordinates?

Explain what a "trait model" of leadership is.Name at least four traits related to effective leadership and briefly explain how each could help a leader perform his/her job better.

Discuss the three situational determinants in Fiedler's leadership theory that allow a leader to determine the favorableness or unfavorableness of a situation for leading.

The leader substitutes model is not a contingency model of leadership.

Which of the following is an example of a tangible reward that managers can give or withhold?

When transformational leadership occurs,subordinates trust the managers,are highly motivated,and help the organization achieve its goals.

Participative behavior is similar to consideration.

According to Fiedler,task-oriented leaders are primarily concerned with developing good working relationships with their subordinates.

Which of the following is a key finding from research on leader behaviors based on gender?

Compared to women,men tend to:

Compare and contrast "transformational leadership" with "transactional leadership."

According to the trait model,which of the following traits of leadership helps managers avoid acting selfishly,control their feelings,and admit when they have made a mistake?

Explain what is meant by the concept of "transformational leadership." Transformational leadership occurs when managers change (or transform)their subordinates in three important ways.Explain the three ways.

A manager who is a transactional leader:

Anything that acts in place of a leader so that leadership is unnecessary is known as:

Path-goal theory provides managers with three guidelines for becoming an effective leader.Explain.

According to Fiedler,leader style is an enduring characteristic that managers cannot change.

"Trait" models may include characteristics such as skills,abilities,knowledge,and expertise.

When a leader motivates subordinates to do a good job,the leader is engaging in which type of behavior?

According to the leadership substitutes model,sometimes managers do not need to exert influence over their subordinates.

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Exam 10: Leaders and Leadership

Which of the following types of managerial power is used to punish subordinates?

Explain what a "trait model" of leadership is.Name at least four traits related to effective leadership and briefly explain how each could help a leader perform his/her job better.

Discuss the three situational determinants in Fiedler's leadership theory that allow a leader to determine the favorableness or unfavorableness of a situation for leading.

The leader substitutes model is not a contingency model of leadership.

Which of the following is an example of a tangible reward that managers can give or withhold?

When transformational leadership occurs,subordinates trust the managers,are highly motivated,and help the organization achieve its goals.

Participative behavior is similar to consideration.

According to Fiedler,task-oriented leaders are primarily concerned with developing good working relationships with their subordinates.

Which of the following is a key finding from research on leader behaviors based on gender?

Compared to women,men tend to:

Compare and contrast "transformational leadership" with "transactional leadership."

According to the trait model,which of the following traits of leadership helps managers avoid acting selfishly,control their feelings,and admit when they have made a mistake?

Explain what is meant by the concept of "transformational leadership." Transformational leadership occurs when managers change (or transform)their subordinates in three important ways.Explain the three ways.

A manager who is a transactional leader:

Anything that acts in place of a leader so that leadership is unnecessary is known as:

Path-goal theory provides managers with three guidelines for becoming an effective leader.Explain.

According to Fiedler,leader style is an enduring characteristic that managers cannot change.

"Trait" models may include characteristics such as skills,abilities,knowledge,and expertise.

When a leader motivates subordinates to do a good job,the leader is engaging in which type of behavior?

According to the leadership substitutes model,sometimes managers do not need to exert influence over their subordinates.

The Management Process Today

Values, Attitudes, Emotions, and Culture: The Manager As a Person

Managing Ethics and Diversity

Managing in the Global Environment

Decision Making, Learning, Creativity, and Entrepreneurship

Planning, Strategy, and Competitive Advantage

Designing Organizational Structure

Control, Change, and Entrepreneurship

Motivation

Effective Team Management

Building and Managing Human Resources

Communication and Information Technology Management

Operations Management: Managing Vital Operations and Processes

Filters