Question 1

Discuss leader-member exchange (LMX)theory.

Accepted Answer

The leader-member exchange (LMX)theory a

Question 2

The Ohio State Studies used two dimensions: initiating structure and consideration.

Accepted Answer

A) True 
 B)False

Question 3

Trust and trustworthiness regulate the group's:

Accepted Answer

A) cooperation. 
B) ethics. 
C) expectations. 
D) self-efficacy. 
A) cooperation. 
B) ethics. 
C) expectations. 
D) self-efficacy.

Question 4

Readiness was defined in the situational leadership theory as the extent to which people have the ability and willingness to accomplish a specific task.

Accepted Answer

A) True 
 B)False

Question 5

Behavioural theories do not consider situation factors that influence the success or failure of different leadership behaviours.

Accepted Answer

A) True 
 B)False

Question 6

Path-goal theory predicts all of the following EXCEPT:

Accepted Answer

A) directive leadership yields greater satisfaction when tasks are ambiguous or stressful. 
B) supportive leadership results in high performance and satisfaction when employees are performing structured tasks. 
C) directive leadership yields greater satisfaction when tasks are highly structured. 
D) directive leadership is likely to be perceived as redundant by employees with high ability or considerable experience. 
A) directive leadership yields greater satisfaction when tasks are ambiguous or stressful. 
B) supportive leadership results in high performance and satisfaction when employees are performing structured tasks. 
C) directive leadership yields greater satisfaction when tasks are highly structured. 
D) directive leadership is likely to be perceived as redundant by employees with high ability or considerable experience.

Question 7

Why would a leader want to be a mentor?

Accepted Answer

A) They feel that their mentee has something to share. 
B) They want to provide some legitimacy. 
C) They can have unfiltered access to the attitudes of lower-ranking employees. 
D) They can share their thoughts of potential organisational problems with lower-ranking employees. 
A) They feel that their mentee has something to share. 
B) They want to provide some legitimacy. 
C) They can have unfiltered access to the attitudes of lower-ranking employees. 
D) They can share their thoughts of potential organisational problems with lower-ranking employees.

Question 8

Authentic leaders:

Accepted Answer

A) can be trusted. 
B) are characterised by followers who believe such leaders are ethical. 
C) share information and encourage open communication. 
D) all of the above. 
A) can be trusted. 
B) are characterised by followers who believe such leaders are ethical. 
C) share information and encourage open communication. 
D) all of the above.

Question 9

Which of the following is one of the leader behaviours described in the situational leadership theory?

Accepted Answer

A) directive 
B) supportive 
C) participative 
D) readiness 
A) directive 
B) supportive 
C) participative 
D) readiness

Question 10

According to Fiedler's contingency model,task-oriented leaders are most effective in situations that are very favourable and very unfavourable.

Accepted Answer

A) True 
 B)False

Question 11

Taken as a whole,tests of the overall validity of the Fiedler model lead to a generally positive conclusion.

Accepted Answer

A) True 
 B)False

Question 12

A leader who goes beyond their self-interests and who focuses on opportunities to help followers to grow and develop is a ________ leader.

Accepted Answer

A) transactional 
B) transformational 
C) socialised charismatic 
D) servant 
A) transactional 
B) transformational 
C) socialised charismatic 
D) servant

Question 13

Suppose that you are the manager in charge of a work team.You realise that high performance teams are characterised by high mutual trust and it is your goal to make sure that your team has this high level of trust.You wish to use the recent research that has identified the key characteristics that lead us to believe that a leader is trustworthy as your model.Answer the following question about how you should proceed. Which of the following has been found to be the most important dimension in developing trust?

Accepted Answer

A) loyalty 
B) openness 
C) consistency 
D) integrity 
A) loyalty 
B) openness 
C) consistency 
D) integrity

Question 14

The leadership model that extracts elements from the Ohio State leadership research is:

Accepted Answer

A) path-goal. 
B) Fiedler. 
C) autocratic-democratic. 
D) leader-participation. 
A) path-goal. 
B) Fiedler. 
C) autocratic-democratic. 
D) leader-participation.

Question 15

Followers who trust a leader are willing to be vulnerable to the leader's actions.

Accepted Answer

A) True 
 B)False

Question 16

Neutralisers and substitutes make leadership assume greater importance.

Accepted Answer

A) True 
 B)False

Question 17

________ make a leader's influence not only impossible but also unnecessary.

Accepted Answer

A) Rewards 
B) Substitutes 
C) Neutralisers 
D) Higher-level leaders 
A) Rewards 
B) Substitutes 
C) Neutralisers 
D) Higher-level leaders

Question 18

As a conscientious leader,you are considering behavioural leadership theories.In which behavioural dimension are you most likely to succeed?

Accepted Answer

A) initiating structure 
B) consideration 
C) employee-oriented 
D) production-oriented 
A) initiating structure 
B) consideration 
C) employee-oriented 
D) production-oriented

Question 19

The most important trait of effective leaders appears to be:

Accepted Answer

A) emotional stability. 
B) extraversion. 
C) agreeableness. 
D) assertiveness. 
A) emotional stability. 
B) extraversion. 
C) agreeableness. 
D) assertiveness.

Question 20

The two dimensions of leadership behaviour identified in the University of Michigan studies are:

Accepted Answer

A) structured coercion and respect initiation 
B) consideration and influence 
C) employee-oriented and production-oriented 
D) initiating structure and consideration 
A) structured coercion and respect initiation 
B) consideration and influence 
C) employee-oriented and production-oriented 
D) initiating structure and consideration

Discuss leader-member exchange (LMX)theory.

The Ohio State Studies used two dimensions: initiating structure and consideration.

Trust and trustworthiness regulate the group's:

Readiness was defined in the situational leadership theory as the extent to which people have the ability and willingness to accomplish a specific task.

Behavioural theories do not consider situation factors that influence the success or failure of different leadership behaviours.

Path-goal theory predicts all of the following EXCEPT:

Why would a leader want to be a mentor?

Authentic leaders:

Which of the following is one of the leader behaviours described in the situational leadership theory?

According to Fiedler's contingency model,task-oriented leaders are most effective in situations that are very favourable and very unfavourable.

Taken as a whole,tests of the overall validity of the Fiedler model lead to a generally positive conclusion.

A leader who goes beyond their self-interests and who focuses on opportunities to help followers to grow and develop is a ________ leader.

The leadership model that extracts elements from the Ohio State leadership research is:

Followers who trust a leader are willing to be vulnerable to the leader's actions.

Neutralisers and substitutes make leadership assume greater importance.

________ make a leader's influence not only impossible but also unnecessary.

As a conscientious leader,you are considering behavioural leadership theories.In which behavioural dimension are you most likely to succeed?

The most important trait of effective leaders appears to be:

The two dimensions of leadership behaviour identified in the University of Michigan studies are:

What Is Organisational Behaviour

The Individual

Attitudes and Job Satisfaction

Personality and Values

Emotions and Moods

Perception and Individual Decision Making

Motivation: From Concept to Application

Foundations of Group Behaviour

Understanding Work Teams

Communication

Power and Politics

Conflict and Negotiation

Foundations of Organisational Structure

Organisational Culture

Organisational Change and Stress Management

Filters

Exam 11: Leadership

Discuss leader-member exchange (LMX)theory.

The Ohio State Studies used two dimensions: initiating structure and consideration.

Trust and trustworthiness regulate the group's:

Readiness was defined in the situational leadership theory as the extent to which people have the ability and willingness to accomplish a specific task.

Behavioural theories do not consider situation factors that influence the success or failure of different leadership behaviours.

Path-goal theory predicts all of the following EXCEPT:

Why would a leader want to be a mentor?

Authentic leaders:

Which of the following is one of the leader behaviours described in the situational leadership theory?

According to Fiedler's contingency model,task-oriented leaders are most effective in situations that are very favourable and very unfavourable.

Taken as a whole,tests of the overall validity of the Fiedler model lead to a generally positive conclusion.

A leader who goes beyond their self-interests and who focuses on opportunities to help followers to grow and develop is a ________ leader.

The leadership model that extracts elements from the Ohio State leadership research is:

Followers who trust a leader are willing to be vulnerable to the leader's actions.

Neutralisers and substitutes make leadership assume greater importance.

________ make a leader's influence not only impossible but also unnecessary.

As a conscientious leader,you are considering behavioural leadership theories.In which behavioural dimension are you most likely to succeed?

The most important trait of effective leaders appears to be:

The two dimensions of leadership behaviour identified in the University of Michigan studies are:

What Is Organisational Behaviour

The Individual

Attitudes and Job Satisfaction

Personality and Values

Emotions and Moods

Perception and Individual Decision Making

Motivation: From Concept to Application

Foundations of Group Behaviour

Understanding Work Teams

Communication

Power and Politics

Conflict and Negotiation

Foundations of Organisational Structure

Organisational Culture

Organisational Change and Stress Management

Filters