Question 1

According to Fiedler, a favorable situation for leadership is defined by three dimensions that include:

Accepted Answer

A) positive relationships with subordinates, well-defined tasks, and decision-making power. 
B) directive, need-oriented, and supportive behaviors. 
C) need for achievement, self-esteem, and task structure. 
D) subordinate satisfaction, effort, and performance. 
A) positive relationships with subordinates, well-defined tasks, and decision-making power. 
B) directive, need-oriented, and supportive behaviors. 
C) need for achievement, self-esteem, and task structure. 
D) subordinate satisfaction, effort, and performance.

Question 2

The theory that views leadership as the outcome of a perceptual process involving both leaders and subordinates is:

Accepted Answer

A) leader-member exchange theory. 
B) path-goal theory. 
C) transformational leadership theory. 
D) implicit leadership theory. 
A) leader-member exchange theory. 
B) path-goal theory. 
C) transformational leadership theory. 
D) implicit leadership theory.

Question 3

The process through which transformational leaders increase subordinates' ability to see problems from a new perspective is known as:

Accepted Answer

A) contingent reinforcement. 
B) inspirational motivation. 
C) individualized consideration. 
D) intellectual stimulation. 
A) contingent reinforcement. 
B) inspirational motivation. 
C) individualized consideration. 
D) intellectual stimulation.

Question 4

According to House's (1971) path-goal theory, leader behaviors that involve mentoring, guidance, and coaching are known as:

Accepted Answer

A) instrumental leader behaviors. 
B) developmental leader behaviors. 
C) participative leader behaviors. 
D) achievement-oriented leader behaviors. 
A) instrumental leader behaviors. 
B) developmental leader behaviors. 
C) participative leader behaviors. 
D) achievement-oriented leader behaviors.

Question 5

The facet of transformational leadership where a leader focuses on the best in people and gives followers a reason to engage in shared goals is:

Accepted Answer

A) individualized consideration. 
B) idealized influence. 
C) inspirational motivation. 
D) intellectual stimulation. 
A) individualized consideration. 
B) idealized influence. 
C) inspirational motivation. 
D) intellectual stimulation.

Question 6

Identify the "four I's" of transformational leadership, and describe a behavior that might reflect each of them.

Accepted Answer

Examples will vary. An example behavior

Question 7

Name the three early approaches to leadership research. Describe how the approaches differ from one another.

Accepted Answer

Trait theories focused on identifying wh

Question 8

According to research on leader-member exchange (LMX) theory, which statement is false?

Accepted Answer

A) Positive LMX relationships are related to favorable performance ratings. 
B) LMX relationship quality is significantly related to job satisfaction. 
C) LMX relationship quality is unrelated to turnover intentions. 
D) Employees in favorable LMX relationships are more likely to accept organizational change. 
A) Positive LMX relationships are related to favorable performance ratings. 
B) LMX relationship quality is significantly related to job satisfaction. 
C) LMX relationship quality is unrelated to turnover intentions. 
D) Employees in favorable LMX relationships are more likely to accept organizational change.

Question 9

Recent research suggests that conscientiousness and _____ are related to the emergence of a leader.

Accepted Answer

A) agreeableness 
B) extraversion 
C) emotional stability 
D) openness to experience 
A) agreeableness 
B) extraversion 
C) emotional stability 
D) openness to experience

Question 10

Allen is completing a questionnaire that requires him to describe the single worst colleague has ever encountered and to evaluate him or her on a scale of bipolar adjectives (e.g., pleasant-unpleasant, friendly-unfriendly). Allen is likely completing the:

Accepted Answer

A) Leadership Opinion Questionnaire. 
B) Leader Behavior Description Questionnaire. 
C) Leader-Member Exchange Survey. 
D) Least Preferred Coworker Scale. 
A) Leadership Opinion Questionnaire. 
B) Leader Behavior Description Questionnaire. 
C) Leader-Member Exchange Survey. 
D) Least Preferred Coworker Scale.

Question 11

In general, which statement BEST summarizes research on leader behaviors?

Accepted Answer

A) Both initiating structure and consideration are important behaviors, but findings on how they affect performance have been inconsistent. 
B) Research shows that consideration is more important than initiating structure for leadership effectiveness. 
C) Research shows that initiating structure is more important than consideration for leadership effectiveness. 
D) Researchers have concluded that discussing leader behaviors is not particularly useful in applied settings. 
A) Both initiating structure and consideration are important behaviors, but findings on how they affect performance have been inconsistent. 
B) Research shows that consideration is more important than initiating structure for leadership effectiveness. 
C) Research shows that initiating structure is more important than consideration for leadership effectiveness. 
D) Researchers have concluded that discussing leader behaviors is not particularly useful in applied settings.

Question 12

Janet is a leader who focuses on outlining clear expectations for her team. In a weekly email, she informs her team of the rewards they will receive for meeting her expectations. Janet is most likely engaged in:

Accepted Answer

A) transformational leadership. 
B) transactional leadership. 
C) implicit leadership. 
D) authoritarian leadership. 
A) transformational leadership. 
B) transactional leadership. 
C) implicit leadership. 
D) authoritarian leadership.

Question 13

Which of these is a component of transformational leadership?

Accepted Answer

A) industrialized structuring 
B) idealized influence 
C) contingent reinforcement 
D) institutional consideration 
A) industrialized structuring 
B) idealized influence 
C) contingent reinforcement 
D) institutional consideration

Question 14

Why are there very few women leading organizations? Based on research, is this difference justified?

Accepted Answer

Research demonstrates the existence of t

Question 15

House's (1996) concept of _____ is quite similar to initiating-structure behaviors.

Accepted Answer

A) directive leader behaviors 
B) supportive leader behaviors 
C) achievement-oriented leader behaviors 
D) participative leader behaviors 
A) directive leader behaviors 
B) supportive leader behaviors 
C) achievement-oriented leader behaviors 
D) participative leader behaviors

Question 16

Identify and describe the four kinds of leader behaviors mentioned in path-goal theory.

Accepted Answer

Directive leader behaviors provide struc

Question 17

According to the Glass Ceiling Commission, in 1991 women held _____ of administrative and management positions and _____ of top leadership positions.

Accepted Answer

A) 80%; 20% 
B) 43%; 5% 
C) 50%; 50% 
D) 20%; 30% 
A) 80%; 20% 
B) 43%; 5% 
C) 50%; 50% 
D) 20%; 30%

Question 18

Two conflicting outcomes that can result from transformational leadership are:

Accepted Answer

A) dependence on the leader and empowered self-direction. 
B) organizational commitment and turnover intentions. 
C) job satisfaction and job dissatisfaction. 
D) motivation and actual turnover. 
A) dependence on the leader and empowered self-direction. 
B) organizational commitment and turnover intentions. 
C) job satisfaction and job dissatisfaction. 
D) motivation and actual turnover.

Question 19

The main difference between transformational leadership and authentic leadership is:

Accepted Answer

A) authentic leadership does not demonstrate any relationship with follower performance. 
B) authentic leadership does not necessarily include a charismatic component. 
C) transformational leadership does not demonstrate any relationship with follower performance. 
D) transformational leadership does not necessarily include a charismatic component. 
A) authentic leadership does not demonstrate any relationship with follower performance. 
B) authentic leadership does not necessarily include a charismatic component. 
C) transformational leadership does not demonstrate any relationship with follower performance. 
D) transformational leadership does not necessarily include a charismatic component.

Question 20

The glass ceiling is a phenomenon in which:

Accepted Answer

A) people with low status in an organization have difficulty determining what they need to do to move up. 
B) leaders ensure they are being transparent in their decision-making so that subordinates understand their reasoning. 
C) people who want to move up in the organization sometimes collide with people currently in the position who are not interested in moving up and out of that position. 
D) qualified individuals cannot move up in an organization because of discrimination. 
A) people with low status in an organization have difficulty determining what they need to do to move up. 
B) leaders ensure they are being transparent in their decision-making so that subordinates understand their reasoning. 
C) people who want to move up in the organization sometimes collide with people currently in the position who are not interested in moving up and out of that position. 
D) qualified individuals cannot move up in an organization because of discrimination.

According to Fiedler, a favorable situation for leadership is defined by three dimensions that include:

The theory that views leadership as the outcome of a perceptual process involving both leaders and subordinates is:

The process through which transformational leaders increase subordinates' ability to see problems from a new perspective is known as:

According to House's (1971) path-goal theory, leader behaviors that involve mentoring, guidance, and coaching are known as:

The facet of transformational leadership where a leader focuses on the best in people and gives followers a reason to engage in shared goals is:

Identify the "four I's" of transformational leadership, and describe a behavior that might reflect each of them.

Name the three early approaches to leadership research. Describe how the approaches differ from one another.

According to research on leader-member exchange (LMX) theory, which statement is false?

Recent research suggests that conscientiousness and _____ are related to the emergence of a leader.

Allen is completing a questionnaire that requires him to describe the single worst colleague has ever encountered and to evaluate him or her on a scale of bipolar adjectives (e.g., pleasant-unpleasant, friendly-unfriendly). Allen is likely completing the:

In general, which statement BEST summarizes research on leader behaviors?

Janet is a leader who focuses on outlining clear expectations for her team. In a weekly email, she informs her team of the rewards they will receive for meeting her expectations. Janet is most likely engaged in:

Which of these is a component of transformational leadership?

Why are there very few women leading organizations? Based on research, is this difference justified?

House's (1996) concept of _____ is quite similar to initiating-structure behaviors.

Identify and describe the four kinds of leader behaviors mentioned in path-goal theory.

According to the Glass Ceiling Commission, in 1991 women held _ of administrative and management positions and _ of top leadership positions.

Two conflicting outcomes that can result from transformational leadership are:

The main difference between transformational leadership and authentic leadership is:

The glass ceiling is a phenomenon in which:

Io Psychology: Then and Now

Research Methods in Io Psychology

Job Analysis

Criterion Measurement

Performance Appraisal

Predictors

Selection Decisions and Personnel Law

Training and Development

Motivation

Job Attitudes: Antecedents and Consequences

Stress and Worker Well-Being

Group Processes and Work Teams

Organizational Theory and Development

Filters

Exam 13: Leadership

According to Fiedler, a favorable situation for leadership is defined by three dimensions that include:

The theory that views leadership as the outcome of a perceptual process involving both leaders and subordinates is:

The process through which transformational leaders increase subordinates' ability to see problems from a new perspective is known as:

According to House's (1971) path-goal theory, leader behaviors that involve mentoring, guidance, and coaching are known as:

The facet of transformational leadership where a leader focuses on the best in people and gives followers a reason to engage in shared goals is:

Identify the "four I's" of transformational leadership, and describe a behavior that might reflect each of them.

Name the three early approaches to leadership research. Describe how the approaches differ from one another.

According to research on leader-member exchange (LMX) theory, which statement is false?

Recent research suggests that conscientiousness and _____ are related to the emergence of a leader.

Allen is completing a questionnaire that requires him to describe the single worst colleague has ever encountered and to evaluate him or her on a scale of bipolar adjectives (e.g., pleasant-unpleasant, friendly-unfriendly). Allen is likely completing the:

In general, which statement BEST summarizes research on leader behaviors?

Janet is a leader who focuses on outlining clear expectations for her team. In a weekly email, she informs her team of the rewards they will receive for meeting her expectations. Janet is most likely engaged in:

Which of these is a component of transformational leadership?

Why are there very few women leading organizations? Based on research, is this difference justified?

House's (1996) concept of _____ is quite similar to initiating-structure behaviors.

Identify and describe the four kinds of leader behaviors mentioned in path-goal theory.

According to the Glass Ceiling Commission, in 1991 women held _____ of administrative and management positions and _____ of top leadership positions.

Two conflicting outcomes that can result from transformational leadership are:

The main difference between transformational leadership and authentic leadership is:

The glass ceiling is a phenomenon in which:

Io Psychology: Then and Now

Research Methods in Io Psychology

Job Analysis

Criterion Measurement

Performance Appraisal

Predictors

Selection Decisions and Personnel Law

Training and Development

Motivation

Job Attitudes: Antecedents and Consequences

Stress and Worker Well-Being

Group Processes and Work Teams

Organizational Theory and Development

Filters

According to the Glass Ceiling Commission, in 1991 women held _ of administrative and management positions and _ of top leadership positions.