Question 1

Which one of the following leadership styles describes a leader who provides little direction or support?

Accepted Answer

A)  telling 
B)  selling 
C)  participating 
D)  delegating 
A)  telling 
B)  selling 
C)  participating 
D)  delegating

Question 2

Which one of the following would likely be a responsibility of a team leader?

Accepted Answer

A)  Assign tasks to team members and monitor their performance. 
B)  Select members for the team. 
C)  Manage the team's external boundaries. 
D)  Define the direction for the team and set goals for their performance. 
A)  Assign tasks to team members and monitor their performance. 
B)  Select members for the team. 
C)  Manage the team's external boundaries. 
D)  Define the direction for the team and set goals for their performance.

Question 3

Discuss the five sources in which leader power has been identified. Include specific examples of each source of power to support your answer.

Accepted Answer

a. Legitimate power-represents the power

Question 4

Bernard expects his employees to "check their brains at the door." He does all the thinking, makes all the decisions, and issues commands to his subordinates. Bernard uses the ________ style of leadership.

Accepted Answer

A)  autocratic 
B)  authoritarian 
C)  democratic 
D)  laissez-faire 
A)  autocratic 
B)  authoritarian 
C)  democratic 
D)  laissez-faire

Question 5

Trust is the belief in the integrity, character, and ability of a leader.

Accepted Answer

A) True 
 B)False

Question 6

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

Accepted Answer

A) True 
 B)False

Question 7

Path-goal theory states that employee performance and satisfaction are likely to be positively influenced when the leader chooses a leadership style that compensates for shortcomings in either the employee or the work setting.

Accepted Answer

A) True 
 B)False

Question 8

A vision should offer clear and compelling imagery that taps into people's emotions and inspires enthusiasm to pursue the organization's goals.

Accepted Answer

A) True 
 B)False

Question 9

According to the path-goal theory, directive leadership will lead to higher employee satisfaction when there is ________ within a work group.

Accepted Answer

A)  cohesiveness 
B)  high structure 
C)  substantive conflict 
D)  internal locus of control 
A)  cohesiveness 
B)  high structure 
C)  substantive conflict 
D)  internal locus of control

Question 10

According to Robert House's path-goal theory, a supportive leader lets subordinates know what's expected of them, schedules the work to be done, and gives specific guidance on how to accomplish tasks.

Accepted Answer

A) True 
 B)False

Question 11

Susan has a reputation of being fair, helpful, and understanding. She even helped her subordinate overcome a personal crisis. Which one of the following dimensions of leadership is Susan displaying here?

Accepted Answer

A)  consideration 
B)  initiating structure 
C)  employee orientation 
D)  task orientation 
A)  consideration 
B)  initiating structure 
C)  employee orientation 
D)  task orientation

Question 12

According to Fiedler's research, task-oriented leaders tended to perform better in situations that are very favorable to them and in situations that were very unfavorable.

Accepted Answer

A) True 
 B)False

Question 13

Why are more and more companies empowering nonmanagerial employees?

Accepted Answer

A)  Managers needs to make quick decisions. 
B)  Organizational upsizing left many managers with smaller spans of control. 
C)  Empowerment is appropriate for all circumstances. 
D)  Managers must cope with increased work demands. 
A)  Managers needs to make quick decisions. 
B)  Organizational upsizing left many managers with smaller spans of control. 
C)  Empowerment is appropriate for all circumstances. 
D)  Managers must cope with increased work demands.

Question 14

Your firm's attorney exercises ________ power when giving legal advice.

Accepted Answer

A)  legitimate 
B)  status 
C)  expert 
D)  coercive 
A)  legitimate 
B)  status 
C)  expert 
D)  coercive

Question 15

According to the path-goal theory, a manager who consults with subordinates and uses their suggestions exhibits what type of leadership behavior?

Accepted Answer

A)  directive 
B)  achievement oriented 
C)  participative 
D)  supportive 
A)  directive 
B)  achievement oriented 
C)  participative 
D)  supportive

Question 16

Jack emphasizes to his people that the work must be done, regardless of circumstances, and encourages his employees to meet their sales quotas. He is generally liked, but because sales are unstructured, sometimes his employees resent his rather heavy-handed approach. Fiedler's contingency model would classify Jack as ________ oriented.

Accepted Answer

A)  employee 
B)  organization 
C)  task 
D)  relationship 
A)  employee 
B)  organization 
C)  task 
D)  relationship

Question 17

Ethical leaders place public safety ahead of profits.

Accepted Answer

A) True 
 B)False

Question 18

According to Hersey and Blanchard, a high task-low relationship situation calls for the ________ leadership style.

Accepted Answer

A)  delegating 
B)  telling 
C)  participating 
D)  selling 
A)  delegating 
B)  telling 
C)  participating 
D)  selling

Question 19

The ________ model proposed that effective group performance depended upon the proper match between the leader's style of interacting with his or her followers and the degree to which the situation allowed the leader to control and influence.

Accepted Answer

A)  Fiedler contingency 
B)  situational leadership 
C)  University of Michigan 
D)  path-goal 
A)  Fiedler contingency 
B)  situational leadership 
C)  University of Michigan 
D)  path-goal

Question 20

Early research on leadership traits ________.

Accepted Answer

A)  sought to prove that charisma was an essential trait of leadership 
B)  focused on behavioral traits rather than physical traits of a leader 
C)  found consistent and unique traits that would apply to all effective leaders 
D)  focused on characteristics that might differentiate leaders from nonleaders 
A)  sought to prove that charisma was an essential trait of leadership 
B)  focused on behavioral traits rather than physical traits of a leader 
C)  found consistent and unique traits that would apply to all effective leaders 
D)  focused on characteristics that might differentiate leaders from nonleaders

Which one of the following leadership styles describes a leader who provides little direction or support?

Which one of the following would likely be a responsibility of a team leader?

Discuss the five sources in which leader power has been identified. Include specific examples of each source of power to support your answer.

Bernard expects his employees to "check their brains at the door." He does all the thinking, makes all the decisions, and issues commands to his subordinates. Bernard uses the ________ style of leadership.

Trust is the belief in the integrity, character, and ability of a leader.

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

Path-goal theory states that employee performance and satisfaction are likely to be positively influenced when the leader chooses a leadership style that compensates for shortcomings in either the employee or the work setting.

A vision should offer clear and compelling imagery that taps into people's emotions and inspires enthusiasm to pursue the organization's goals.

According to the path-goal theory, directive leadership will lead to higher employee satisfaction when there is ________ within a work group.

According to Robert House's path-goal theory, a supportive leader lets subordinates know what's expected of them, schedules the work to be done, and gives specific guidance on how to accomplish tasks.

Susan has a reputation of being fair, helpful, and understanding. She even helped her subordinate overcome a personal crisis. Which one of the following dimensions of leadership is Susan displaying here?

According to Fiedler's research, task-oriented leaders tended to perform better in situations that are very favorable to them and in situations that were very unfavorable.

Why are more and more companies empowering nonmanagerial employees?

Your firm's attorney exercises ________ power when giving legal advice.

According to the path-goal theory, a manager who consults with subordinates and uses their suggestions exhibits what type of leadership behavior?

Ethical leaders place public safety ahead of profits.

According to Hersey and Blanchard, a high task-low relationship situation calls for the ________ leadership style.

The ________ model proposed that effective group performance depended upon the proper match between the leader's style of interacting with his or her followers and the degree to which the situation allowed the leader to control and influence.

Early research on leadership traits ________.

Managers and You in the Workplace

Making Decisions

Managing the External Environment and the Organizations Culture

Managing in a Global Environment

Managing Diversity

Managing Social Responsibility and Ethics

Managing Change and Innovation

Planning Work Activities

Managing Strategy

Entrepreneurial Ventures

Designing Organizational Structure

Managing Human Resources

Creating and Managing Teams

Managing Communication

Understanding and Managing Individual Behavior

Motivating Employees

Monitoring and Controlling

Filters

Exam 17: Being an Effective Leader

Which one of the following leadership styles describes a leader who provides little direction or support?

Which one of the following would likely be a responsibility of a team leader?

Discuss the five sources in which leader power has been identified. Include specific examples of each source of power to support your answer.

Bernard expects his employees to "check their brains at the door." He does all the thinking, makes all the decisions, and issues commands to his subordinates. Bernard uses the ________ style of leadership.

Trust is the belief in the integrity, character, and ability of a leader.

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

Path-goal theory states that employee performance and satisfaction are likely to be positively influenced when the leader chooses a leadership style that compensates for shortcomings in either the employee or the work setting.

A vision should offer clear and compelling imagery that taps into people's emotions and inspires enthusiasm to pursue the organization's goals.

According to the path-goal theory, directive leadership will lead to higher employee satisfaction when there is ________ within a work group.

According to Robert House's path-goal theory, a supportive leader lets subordinates know what's expected of them, schedules the work to be done, and gives specific guidance on how to accomplish tasks.

Susan has a reputation of being fair, helpful, and understanding. She even helped her subordinate overcome a personal crisis. Which one of the following dimensions of leadership is Susan displaying here?

According to Fiedler's research, task-oriented leaders tended to perform better in situations that are very favorable to them and in situations that were very unfavorable.

Why are more and more companies empowering nonmanagerial employees?

Your firm's attorney exercises ________ power when giving legal advice.

According to the path-goal theory, a manager who consults with subordinates and uses their suggestions exhibits what type of leadership behavior?

Ethical leaders place public safety ahead of profits.

According to Hersey and Blanchard, a high task-low relationship situation calls for the ________ leadership style.

The ________ model proposed that effective group performance depended upon the proper match between the leader's style of interacting with his or her followers and the degree to which the situation allowed the leader to control and influence.

Early research on leadership traits ________.

Managers and You in the Workplace

Making Decisions

Managing the External Environment and the Organizations Culture

Managing in a Global Environment

Managing Diversity

Managing Social Responsibility and Ethics

Managing Change and Innovation

Planning Work Activities

Managing Strategy

Entrepreneurial Ventures

Designing Organizational Structure

Managing Human Resources

Creating and Managing Teams

Managing Communication

Understanding and Managing Individual Behavior

Motivating Employees

Monitoring and Controlling

Filters