Question 1

All managers are leaders.

Accepted Answer

A) True 
 B)False  False

Question 2

Fiedler labels the degree of confidence, trust, and respect that subordinates have in their leader as ________.

Accepted Answer

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

Question 3

Describe the full range of leadership model.

Accepted Answer

According to the full range of leadership model, laissez-faire is the most passive and therefore least effective of leader behaviors. Management by exception-active or passive-is slightly better than laissez-faire, but it's still considered ineffective. Management-by-exception leaders tend to be available only when there is a problem, which is often too late. Contingent reward leadership can be an effective style of leadership but will not get employees to go above and beyond the call of duty. Only with the four remaining styles-all aspects of transformational leadership-are leaders able to motivate followers to perform above expectations and transcend their self-interest for the sake of the organization. Individualized consideration, intellectual stimulation, inspirational motivation, and idealized influence all result in extra effort from workers, higher productivity, higher morale and satisfaction, higher organizational effectiveness, lower turnover, lower absenteeism, and greater organizational adaptability. Based on this model, leaders are generally most effective when they regularly use each of the four transformational behaviors.

Question 4

Leaders who clarify role and task requirements to accomplish established goals exhibit a(n) _________ style of leadership.

Accepted Answer

A)  transformational 
B)  transactional 
C)  charismatic 
D)  authentic 
E)  situational 
A)  transformational 
B)  transactional 
C)  charismatic 
D)  authentic 
E)  situational

Question 5

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 6

According to the University of Michigan studies, production-oriented leadership is defined as the extent to which a leader tends to emphasize the technical or task aspects of the job.

Accepted Answer

A) True 
 B)False

Question 7

According to Fiedler's contingency model, task-oriented leaders are most effective in situations of high or low control.

Accepted Answer

A) True 
 B)False

Question 8

Individuals who are narcissistic are higher in some behaviors associated with ________.

Accepted Answer

A)  charismatic leadership 
B)  transactional leadership 
C)  transformational leadership 
D)  authentic leadership 
E)  servant leadership 
A)  charismatic leadership 
B)  transactional leadership 
C)  transformational leadership 
D)  authentic leadership 
E)  servant leadership

Question 9

Leaders induce LMX by rewarding those employees with whom they want a closer linkage and punishing those with whom they do not.

Accepted Answer

A) True 
 B)False

Question 10

In companies with transformational leaders, there is greater decentralization of responsibility.

Accepted Answer

A) True 
 B)False

Question 11

In the leader-member exchange theory, the in-group is subject to frequent changes, so as to give every employee a fair chance.

Accepted Answer

A) True 
 B)False

Question 12

Leadership is best defined as ________.

Accepted Answer

A)  the ability to influence a group toward the achievement of a vision or set of goals 
B)  the process of drawing up formal plans and monitoring their implementation 
C)  the process of carrying out the vision and strategy provided by management 
D)  the process of coordinating and staffing the organization and handling day-to-day problems 
E)  the proper use of the influence gained exclusively as a result of one's organizational position 
A)  the ability to influence a group toward the achievement of a vision or set of goals 
B)  the process of drawing up formal plans and monitoring their implementation 
C)  the process of carrying out the vision and strategy provided by management 
D)  the process of coordinating and staffing the organization and handling day-to-day problems 
E)  the proper use of the influence gained exclusively as a result of one's organizational position

Question 13

What are the challenges of leading people who are physically separated from you and with whom you communicate electronically?

Accepted Answer

Networked communication is a powerful ch

Question 14

How do charismatic leaders reduce stress for their employees?

Accepted Answer

A)  They show their ability to leverage higher salaries even with mediocre performance. 
B)  They advise a larger-than-life attitude that does not act in the best interest of the organization. 
C)  They convince their followers to pursue a vision that can be ruinous. 
D)  They help make work seem more meaningful and interesting. 
E)  They encourage those who follow them to be more creative. 
A)  They show their ability to leverage higher salaries even with mediocre performance. 
B)  They advise a larger-than-life attitude that does not act in the best interest of the organization. 
C)  They convince their followers to pursue a vision that can be ruinous. 
D)  They help make work seem more meaningful and interesting. 
E)  They encourage those who follow them to be more creative.

Question 15

In light of the findings of the GLOBE project, what elements of transformational leadership appear universal?

Accepted Answer

The GLOBE study has revealed t

Question 16

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

Accepted Answer

A) True 
 B)False

Question 17

In the context of behavioral dimensions of leadership identified in the Ohio State Studies, ________ is the extent to which a person's job relationships are characterized by mutual trust, respect for employees' ideas, and regard for their feelings.

Accepted Answer

A)  consideration 
B)  initiating structure 
C)  production orientation 
D)  task orientation 
E)  position power 
A)  consideration 
B)  initiating structure 
C)  production orientation 
D)  task orientation 
E)  position power

Question 18

Early research efforts at isolating leadership traits resulted in a number of dead ends. A breakthrough, of sorts, came when researchers began ________.

Accepted Answer

A)  organizing traits around the Big Five personality framework 
B)  using the Keirsey Temperament Sorter 
C)  using Cattell's 16 personality factors 
D)  focusing on Eysenck's three factor model 
E)  considering the Revised NEO Personality Inventory 
A)  organizing traits around the Big Five personality framework 
B)  using the Keirsey Temperament Sorter 
C)  using Cattell's 16 personality factors 
D)  focusing on Eysenck's three factor model 
E)  considering the Revised NEO Personality Inventory

Question 19

Which of the following is not a key characteristic of a charismatic leader?

Accepted Answer

A)  sensitivity to follower needs 
B)  unconventional behavior 
C)  vision and articulation 
D)  focus on maintaining status quo 
E)  willingness to take risks 
A)  sensitivity to follower needs 
B)  unconventional behavior 
C)  vision and articulation 
D)  focus on maintaining status quo 
E)  willingness to take risks

Question 20

Fran has just completed and scored the LPC questionnaire given to her during an evaluation exercise. She is surprised when she finds out that she described her least preferred co-worker in relatively positive terms because she recalls being particularly annoyed by this difficult co-worker several times in the past. Based on your understanding of Fiedler's model, you explain to Fran that her LPC score makes sense within the model because ________.

Accepted Answer

A)  Fran tends to become very dominating when given ambiguous tasks 
B)  Fran is usually much more focused on productivity than on developing relationships 
C)  Fran tends in general to focus on building good relationships with the other employees 
D)  Fran has a spotty work history and has tended to switch jobs every couple of years 
E)  Fran is usually chosen for positions of high responsibility within your organization 
A)  Fran tends to become very dominating when given ambiguous tasks 
B)  Fran is usually much more focused on productivity than on developing relationships 
C)  Fran tends in general to focus on building good relationships with the other employees 
D)  Fran has a spotty work history and has tended to switch jobs every couple of years 
E)  Fran is usually chosen for positions of high responsibility within your organization

All managers are leaders.

Fiedler labels the degree of confidence, trust, and respect that subordinates have in their leader as ________.

Describe the full range of leadership model.

Leaders who clarify role and task requirements to accomplish established goals exhibit a(n) _________ style of leadership.

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

According to the University of Michigan studies, production-oriented leadership is defined as the extent to which a leader tends to emphasize the technical or task aspects of the job.

According to Fiedler's contingency model, task-oriented leaders are most effective in situations of high or low control.

Individuals who are narcissistic are higher in some behaviors associated with ________.

Leaders induce LMX by rewarding those employees with whom they want a closer linkage and punishing those with whom they do not.

In companies with transformational leaders, there is greater decentralization of responsibility.

In the leader-member exchange theory, the in-group is subject to frequent changes, so as to give every employee a fair chance.

Leadership is best defined as ________.

What are the challenges of leading people who are physically separated from you and with whom you communicate electronically?

How do charismatic leaders reduce stress for their employees?

In light of the findings of the GLOBE project, what elements of transformational leadership appear universal?

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

In the context of behavioral dimensions of leadership identified in the Ohio State Studies, ________ is the extent to which a person's job relationships are characterized by mutual trust, respect for employees' ideas, and regard for their feelings.

Early research efforts at isolating leadership traits resulted in a number of dead ends. A breakthrough, of sorts, came when researchers began ________.

Which of the following is not a key characteristic of a charismatic 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 Organizational Structure

Organizational Culture

Organizational Change and Stress Management

Filters

Exam 12: Leadership

All managers are leaders.

Fiedler labels the degree of confidence, trust, and respect that subordinates have in their leader as ________.

Describe the full range of leadership model.

Leaders who clarify role and task requirements to accomplish established goals exhibit a(n) _________ style of leadership.

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

According to the University of Michigan studies, production-oriented leadership is defined as the extent to which a leader tends to emphasize the technical or task aspects of the job.

According to Fiedler's contingency model, task-oriented leaders are most effective in situations of high or low control.

Individuals who are narcissistic are higher in some behaviors associated with ________.

Leaders induce LMX by rewarding those employees with whom they want a closer linkage and punishing those with whom they do not.

In companies with transformational leaders, there is greater decentralization of responsibility.

In the leader-member exchange theory, the in-group is subject to frequent changes, so as to give every employee a fair chance.

Leadership is best defined as ________.

What are the challenges of leading people who are physically separated from you and with whom you communicate electronically?

How do charismatic leaders reduce stress for their employees?

In light of the findings of the GLOBE project, what elements of transformational leadership appear universal?

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

In the context of behavioral dimensions of leadership identified in the Ohio State Studies, ________ is the extent to which a person's job relationships are characterized by mutual trust, respect for employees' ideas, and regard for their feelings.

Early research efforts at isolating leadership traits resulted in a number of dead ends. A breakthrough, of sorts, came when researchers began ________.

Which of the following is not a key characteristic of a charismatic 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 Organizational Structure

Organizational Culture

Organizational Change and Stress Management

Filters