Question 1

Explain with examples what the "behavior model" of leadership is.

Accepted Answer

The behavior model focuses not on what e

Question 2

Leadership that makes subordinates aware of their jobs' importance to the organization is called:

Accepted Answer

A)  consideration leadership. 
B)  empowerment leadership. 
C)  transformational leadership. 
D)  transactional leadership. 
E)  path-goal leadership. 
A)  consideration leadership. 
B)  empowerment leadership. 
C)  transformational leadership. 
D)  transactional leadership. 
E)  path-goal leadership.

Question 3

According to Fiedler's model,when a situation is very unfavorable for a leader,he/she will be more effective if he/she is:

Accepted Answer

A)  task-oriented. 
B)  relationship-oriented. 
C)  participative. 
D)  autocratic. 
E)  balanced between task-and relationship-orientation. 
A)  task-oriented. 
B)  relationship-oriented. 
C)  participative. 
D)  autocratic. 
E)  balanced between task-and relationship-orientation.

Question 4

When a leader assigns work to a subordinate and makes sure that the work gets done acceptably,the leader is engaging in:

Accepted Answer

A)  empowerment. 
B)  initiating structure. 
C)  consideration. 
D)  relationship-oriented behavior. 
E)  expert power. 
A)  empowerment. 
B)  initiating structure. 
C)  consideration. 
D)  relationship-oriented behavior. 
E)  expert power.

Question 5

A factory supervisor gives the responsibility to a production worker to reject any parts that that worker feels do not measure up to the required quality standards.This is an example of:

Accepted Answer

A)  transformation. 
B)  transaction. 
C)  empowerment. 
D)  directive leadership. 
E)  relationship-oriented power. 
A)  transformation. 
B)  transaction. 
C)  empowerment. 
D)  directive leadership. 
E)  relationship-oriented power.

Question 6

Consideration is the behavior that indicates a manager's trust,respect,and care for the subordinates.

Accepted Answer

A) True 
 B)False

Question 7

Ownership power is the ability of a manager to give or withhold tangible and intangible rewards.

Accepted Answer

A) True 
 B)False

Question 8

Legitimate power is the authority a manager has by virtue of his/her position in an organization's hierarchy.

Accepted Answer

A) True 
 B)False

Question 9

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

Accepted Answer

A) True 
 B)False

Question 10

Because Ann is a department manager,she has reward power.As a result of Ann's power,she:

Accepted Answer

A)  is able to give pay raises. 
B)  is an expert in the eyes of her subordinates. 
C)  can punish her subordinates,such as give verbal reprimands. 
D)  provides technical expertise relevant to the tasks her subordinates perform. 
E)  does subordinate performance appraisals. 
A)  is able to give pay raises. 
B)  is an expert in the eyes of her subordinates. 
C)  can punish her subordinates,such as give verbal reprimands. 
D)  provides technical expertise relevant to the tasks her subordinates perform. 
E)  does subordinate performance appraisals.

Question 11

Because Greg is the assistant manager,he able to give or withhold tangible rewards.Therefore,Greg is able to:

Accepted Answer

A)  delegate choice job assignments. 
B)  give verbal praise. 
C)  give a pat on the back. 
D)  grant respect. 
E)  take advice from a subordinate on important decisions. 
A)  delegate choice job assignments. 
B)  give verbal praise. 
C)  give a pat on the back. 
D)  grant respect. 
E)  take advice from a subordinate on important decisions.

Question 12

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

Accepted Answer

Path-goal theory suggests that managers

Question 13

Leaders motivate subordinates by clarifying for subordinates the paths leading to the attainment of work goals.

Accepted Answer

A) True 
 B)False

Question 14

Contingency models of leadership take into account the context within which the manager acts.

Accepted Answer

A) True 
 B)False

Question 15

When leaders take steps to ensure that subordinates perform their tasks in an acceptable fashion,this is known as consideration.

Accepted Answer

A) True 
 B)False

Question 16

The ability of a leader to get others to act in certain ways is known as that leader's:

Accepted Answer

A)  power. 
B)  initiating structure. 
C)  philosophy. 
D)  task orientation. 
E)  task structure. 
A)  power. 
B)  initiating structure. 
C)  philosophy. 
D)  task orientation. 
E)  task structure.

Question 17

The specific ways in which a manager chooses to influence others is known as:

Accepted Answer

A)  legitimate power. 
B)  coercive power. 
C)  reward power. 
D)  expert power. 
E)  personal leadership style. 
A)  legitimate power. 
B)  coercive power. 
C)  reward power. 
D)  expert power. 
E)  personal leadership style.

Question 18

Transformational leaders do not engage in transactional leadership.

Accepted Answer

A) True 
 B)False

Question 19

Although there are relatively more women in management positions today than there were ten years ago,there are still relatively few women in top management.

Accepted Answer

A) True 
 B)False

Question 20

Participative behavior is similar to consideration.

Accepted Answer

A) True 
 B)False

Explain with examples what the "behavior model" of leadership is.

Leadership that makes subordinates aware of their jobs' importance to the organization is called:

According to Fiedler's model,when a situation is very unfavorable for a leader,he/she will be more effective if he/she is:

When a leader assigns work to a subordinate and makes sure that the work gets done acceptably,the leader is engaging in:

A factory supervisor gives the responsibility to a production worker to reject any parts that that worker feels do not measure up to the required quality standards.This is an example of:

Consideration is the behavior that indicates a manager's trust,respect,and care for the subordinates.

Ownership power is the ability of a manager to give or withhold tangible and intangible rewards.

Legitimate power is the authority a manager has by virtue of his/her position in an organization's hierarchy.

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

Because Ann is a department manager,she has reward power.As a result of Ann's power,she:

Because Greg is the assistant manager,he able to give or withhold tangible rewards.Therefore,Greg is able to:

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

Leaders motivate subordinates by clarifying for subordinates the paths leading to the attainment of work goals.

Contingency models of leadership take into account the context within which the manager acts.

When leaders take steps to ensure that subordinates perform their tasks in an acceptable fashion,this is known as consideration.

The ability of a leader to get others to act in certain ways is known as that leader's:

The specific ways in which a manager chooses to influence others is known as:

Transformational leaders do not engage in transactional leadership.

Although there are relatively more women in management positions today than there were ten years ago,there are still relatively few women in top management.

Participative behavior is similar to consideration.

The Management Process Today

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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

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Exam 10: Leaders and Leadership

Explain with examples what the "behavior model" of leadership is.

Leadership that makes subordinates aware of their jobs' importance to the organization is called:

According to Fiedler's model,when a situation is very unfavorable for a leader,he/she will be more effective if he/she is:

When a leader assigns work to a subordinate and makes sure that the work gets done acceptably,the leader is engaging in:

A factory supervisor gives the responsibility to a production worker to reject any parts that that worker feels do not measure up to the required quality standards.This is an example of:

Consideration is the behavior that indicates a manager's trust,respect,and care for the subordinates.

Ownership power is the ability of a manager to give or withhold tangible and intangible rewards.

Legitimate power is the authority a manager has by virtue of his/her position in an organization's hierarchy.

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

Because Ann is a department manager,she has reward power.As a result of Ann's power,she:

Because Greg is the assistant manager,he able to give or withhold tangible rewards.Therefore,Greg is able to:

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

Leaders motivate subordinates by clarifying for subordinates the paths leading to the attainment of work goals.

Contingency models of leadership take into account the context within which the manager acts.

When leaders take steps to ensure that subordinates perform their tasks in an acceptable fashion,this is known as consideration.

The ability of a leader to get others to act in certain ways is known as that leader's:

The specific ways in which a manager chooses to influence others is known as:

Transformational leaders do not engage in transactional leadership.

Although there are relatively more women in management positions today than there were ten years ago,there are still relatively few women in top management.

Participative behavior is similar to consideration.

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