Question 1

Which theory of leadership proposes that followers attribute heroic or extraordinary leadership abilities when they observe certain behaviors?

Accepted Answer

A)  transformational leadership theory 
B)  authentic leadership theory 
C)  transactional leadership theory 
D)  attributional leadership theory 
E)  charismatic leadership theory 
A)  transformational leadership theory 
B)  authentic leadership theory 
C)  transactional leadership theory 
D)  attributional leadership theory 
E)  charismatic leadership theory E

Question 2

In the context of Fiedler's model, the situational dimension termed ________ relates to the degree of influence a leader has over power variables such as hiring, firing, discipline, promotions, and salary increases.

Accepted Answer

A)  task structure 
B)  leader-member exchange 
C)  position power 
D)  initiating structure 
E)  leader-member relations 
A)  task structure 
B)  leader-member exchange 
C)  position power 
D)  initiating structure 
E)  leader-member relations C

Question 3

Behavioral studies imply that people can be trained to be leaders.

Accepted Answer

A) True 
 B)False  True

Question 4

According to the Fiedler model of leadership, how can leader effectiveness be improved?

Accepted Answer

Fiedler views an individual's leadership

Question 5

A leader high in initiating structure is most likely to ________.

Accepted Answer

A)  emphasize meeting deadlines 
B)  yell at people in meetings 
C)  allow workers to define their own standards of performance 
D)  both A and B 
E)  both A and C 
A)  emphasize meeting deadlines 
B)  yell at people in meetings 
C)  allow workers to define their own standards of performance 
D)  both A and B 
E)  both A and C

Question 6

In Fiedler's approach, if a respondent uses unfavorable terms to describe the co-worker in question, the respondent can be said to be primarily task-oriented.

Accepted Answer

A) True 
 B)False

Question 7

The first comprehensive contingency model for leadership was developed by ________.

Accepted Answer

A)  Hersey and Blanchard 
B)  Blake and Mouton 
C)  Fred Fiedler 
D)  John Kotter 
E)  Douglas Surber 
A)  Hersey and Blanchard 
B)  Blake and Mouton 
C)  Fred Fiedler 
D)  John Kotter 
E)  Douglas Surber

Question 8

Within organizations, leaders are needed to ________ and managers are needed to ________.

Accepted Answer

A)  oversee the manager; execute the leaders ideas 
B)  challenge the status quo; create visions of the future 
C)  formulate detailed plans; create efficient organizational structures 
D)  inspire organizational members; oversee day-to-day operations 
E)  Leaders and managers both do all of the above. 
A)  oversee the manager; execute the leaders ideas 
B)  challenge the status quo; create visions of the future 
C)  formulate detailed plans; create efficient organizational structures 
D)  inspire organizational members; oversee day-to-day operations 
E)  Leaders and managers both do all of the above.

Question 9

________ leaders inspire followers to transcend their self-interests for the good of the organization and can have an extraordinary effect on their followers.

Accepted Answer

A)  Transformational 
B)  Transactional 
C)  Task-oriented 
D)  Laissez-faire 
E)  Transcendental 
A)  Transformational 
B)  Transactional 
C)  Task-oriented 
D)  Laissez-faire 
E)  Transcendental

Question 10

The two dimensions of leadership behavior identified in the University of Michigan studies are ________.

Accepted Answer

A)  absolute leadership and contingency leadership 
B)  transformational leaders and authentic leaders 
C)  employee-oriented leaders and production-oriented leaders 
D)  initiating structure and consideration 
E)  initiation and completion 
A)  absolute leadership and contingency leadership 
B)  transformational leaders and authentic leaders 
C)  employee-oriented leaders and production-oriented leaders 
D)  initiating structure and consideration 
E)  initiation and completion

Question 11

Transactional and transformational leadership are opposing approaches to getting things done.

Accepted Answer

A) True 
 B)False

Question 12

If a leader's main concern is accomplishing his/her group's tasks, the University of Michigan studies label this leader ________.

Accepted Answer

A)  employee-oriented 
B)  high in consideration 
C)  relationship-oriented 
D)  low in initiating structure 
E)  production-oriented 
A)  employee-oriented 
B)  high in consideration 
C)  relationship-oriented 
D)  low in initiating structure 
E)  production-oriented

Question 13

Which of the following statements accurately reflects the conclusions about the trait theories of leadership?

Accepted Answer

A)  Traits were better predictors of leadership 20 years ago than they are now. 
B)  The Big Five traits are inadequate for predicting leadership. 
C)  Traits are especially useful for distinguishing between effective and ineffective leaders. 
D)  Traits do a good job of predicting the emergence of leaders. 
E)  Overall, traits are poor predictors of leadership. 
A)  Traits were better predictors of leadership 20 years ago than they are now. 
B)  The Big Five traits are inadequate for predicting leadership. 
C)  Traits are especially useful for distinguishing between effective and ineffective leaders. 
D)  Traits do a good job of predicting the emergence of leaders. 
E)  Overall, traits are poor predictors of leadership.

Question 14

How is team potency described in the context of servant leadership?

Accepted Answer

A)  It is a belief that one's team has above-average skills and abilities. 
B)  It is a psychological state when you agree to make yourself vulnerable to another. 
C)  It is the ability to influence a group toward the achievement of a vision. 
D)  It is the degree to which job assignments are procedurized. 
E)  It is an attribution people make about other individuals. 
A)  It is a belief that one's team has above-average skills and abilities. 
B)  It is a psychological state when you agree to make yourself vulnerable to another. 
C)  It is the ability to influence a group toward the achievement of a vision. 
D)  It is the degree to which job assignments are procedurized. 
E)  It is an attribution people make about other individuals.

Question 15

A leader designated as high on initiating structure would be likely to clearly define the roles of his or her subordinates.

Accepted Answer

A) True 
 B)False

Question 16

Attribution theory suggests what's important is projecting the appearance of being a leader rather than focusing on actual accomplishments.

Accepted Answer

A) True 
 B)False

Question 17

Sharla, Thom, and Irving started working at the Golden Hotel one year ago. Though they were all hired at the same time and for the same position, Sharla is often viewed as being a leader on the team. Sharla is an example of a ________ leader.

Accepted Answer

A)  transactional 
B)  transformational 
C)  sanctioned 
D)  nonsanctioned 
E)  charismatic 
A)  transactional 
B)  transformational 
C)  sanctioned 
D)  nonsanctioned 
E)  charismatic

Question 18

The Fiedler contingency model proposes that effective group performance depends upon the proper match between a leader's style and the degree to which a situation gives control to the leader.

Accepted Answer

A) True 
 B)False

Question 19

________ and ________ people are more likely to assert themselves in group situations.

Accepted Answer

A)  Sociable; manipulative 
B)  Sociable, dominant 
C)  Stern; manipulative 
D)  Stern; dominant 
E)  Sociable; withdrawn 
A)  Sociable; manipulative 
B)  Sociable, dominant 
C)  Stern; manipulative 
D)  Stern; dominant 
E)  Sociable; withdrawn

Question 20

Which of the following would best serve as evidence to support the conclusion that an individual is an authentic leader?

Accepted Answer

A)  The leader is cautious about information sharing and tends to provide updates only to top management. 
B)  In business exchanges, the leader puts the company's bottom line before his or her ideals. 
C)  The leader acts in the company's best interest as long as those interests don't conflict with his personal ambitions. 
D)  The leader constantly questions his or her values. 
E)  The leader inspires a great deal of trust in his or her followers. 
A)  The leader is cautious about information sharing and tends to provide updates only to top management. 
B)  In business exchanges, the leader puts the company's bottom line before his or her ideals. 
C)  The leader acts in the company's best interest as long as those interests don't conflict with his personal ambitions. 
D)  The leader constantly questions his or her values. 
E)  The leader inspires a great deal of trust in his or her followers.

Which theory of leadership proposes that followers attribute heroic or extraordinary leadership abilities when they observe certain behaviors?

In the context of Fiedler's model, the situational dimension termed ________ relates to the degree of influence a leader has over power variables such as hiring, firing, discipline, promotions, and salary increases.

Behavioral studies imply that people can be trained to be leaders.

According to the Fiedler model of leadership, how can leader effectiveness be improved?

A leader high in initiating structure is most likely to ________.

In Fiedler's approach, if a respondent uses unfavorable terms to describe the co-worker in question, the respondent can be said to be primarily task-oriented.

The first comprehensive contingency model for leadership was developed by ________.

Within organizations, leaders are needed to and managers are needed to .

________ leaders inspire followers to transcend their self-interests for the good of the organization and can have an extraordinary effect on their followers.

The two dimensions of leadership behavior identified in the University of Michigan studies are ________.

Transactional and transformational leadership are opposing approaches to getting things done.

If a leader's main concern is accomplishing his/her group's tasks, the University of Michigan studies label this leader ________.

Which of the following statements accurately reflects the conclusions about the trait theories of leadership?

How is team potency described in the context of servant leadership?

A leader designated as high on initiating structure would be likely to clearly define the roles of his or her subordinates.

Attribution theory suggests what's important is projecting the appearance of being a leader rather than focusing on actual accomplishments.

Sharla, Thom, and Irving started working at the Golden Hotel one year ago. Though they were all hired at the same time and for the same position, Sharla is often viewed as being a leader on the team. Sharla is an example of a ________ leader.

The Fiedler contingency model proposes that effective group performance depends upon the proper match between a leader's style and the degree to which a situation gives control to the leader.

and people are more likely to assert themselves in group situations.

Which of the following would best serve as evidence to support the conclusion that an individual is an authentic leader?

What Is Organizational Behavior

Diversity in Organizations

Attitudes and Job Satisfaction

Emotions and Moods

Personality and Values

Perception and Individual Decision Making

Motivation Concepts

Motivation: From Concepts to Applications

Foundations of Group Behavior

Understanding Work Teams

Communication

Power and Politics

Conflict and Negotiation

Foundations of Organization Structure

Organizational Culture

Organizational Change and Stress Management

Filters

Exam 12: Leadership

Which theory of leadership proposes that followers attribute heroic or extraordinary leadership abilities when they observe certain behaviors?

In the context of Fiedler's model, the situational dimension termed ________ relates to the degree of influence a leader has over power variables such as hiring, firing, discipline, promotions, and salary increases.

Behavioral studies imply that people can be trained to be leaders.

According to the Fiedler model of leadership, how can leader effectiveness be improved?

A leader high in initiating structure is most likely to ________.

In Fiedler's approach, if a respondent uses unfavorable terms to describe the co-worker in question, the respondent can be said to be primarily task-oriented.

The first comprehensive contingency model for leadership was developed by ________.

Within organizations, leaders are needed to ________ and managers are needed to ________.

________ leaders inspire followers to transcend their self-interests for the good of the organization and can have an extraordinary effect on their followers.

The two dimensions of leadership behavior identified in the University of Michigan studies are ________.

Transactional and transformational leadership are opposing approaches to getting things done.

If a leader's main concern is accomplishing his/her group's tasks, the University of Michigan studies label this leader ________.

Which of the following statements accurately reflects the conclusions about the trait theories of leadership?

How is team potency described in the context of servant leadership?

A leader designated as high on initiating structure would be likely to clearly define the roles of his or her subordinates.

Attribution theory suggests what's important is projecting the appearance of being a leader rather than focusing on actual accomplishments.

Sharla, Thom, and Irving started working at the Golden Hotel one year ago. Though they were all hired at the same time and for the same position, Sharla is often viewed as being a leader on the team. Sharla is an example of a ________ leader.

The Fiedler contingency model proposes that effective group performance depends upon the proper match between a leader's style and the degree to which a situation gives control to the leader.

________ and ________ people are more likely to assert themselves in group situations.

Which of the following would best serve as evidence to support the conclusion that an individual is an authentic leader?

What Is Organizational Behavior

Diversity in Organizations

Attitudes and Job Satisfaction

Emotions and Moods

Personality and Values

Perception and Individual Decision Making

Motivation Concepts

Motivation: From Concepts to Applications

Foundations of Group Behavior

Understanding Work Teams

Communication

Power and Politics

Conflict and Negotiation

Foundations of Organization Structure

Organizational Culture

Organizational Change and Stress Management

Filters

Within organizations, leaders are needed to and managers are needed to .

and people are more likely to assert themselves in group situations.