Question 1

List some traits that are associated with effective and ineffective leaders.

Accepted Answer

According to research,extraversion was a

Question 2

Which of the following describes the "slippery slope" barrier to an ethical work environment?

Accepted Answer

A)  We overlook the unethical behavior of others when it is in our interest to remain ignorant. 
B)  We set goals and incentives to promote a desired behavior,but they encourage a negative one. 
C)  We are less able to see others' unethical behavior when it develops gradually. 
D)  We give a pass to unethical behavior if the outcome is good. 
E)  We hold others less accountable for unethical behavior when it is carried out through third parties. 
A)  We overlook the unethical behavior of others when it is in our interest to remain ignorant. 
B)  We set goals and incentives to promote a desired behavior,but they encourage a negative one. 
C)  We are less able to see others' unethical behavior when it develops gradually. 
D)  We give a pass to unethical behavior if the outcome is good. 
E)  We hold others less accountable for unethical behavior when it is carried out through third parties.

Question 3

According to research on effective leaders:

Accepted Answer

A)  masculine-oriented traits and behaviors are more prominent. 
B)  extraversion is positively related to leadership emergence. 
C)  intelligence is highly related to leadership effectiveness. 
D)  intelligence is more important than personality when selecting leaders. 
E)  changes in leadership prototype will increase biases against women leaders. 
A)  masculine-oriented traits and behaviors are more prominent. 
B)  extraversion is positively related to leadership emergence. 
C)  intelligence is highly related to leadership effectiveness. 
D)  intelligence is more important than personality when selecting leaders. 
E)  changes in leadership prototype will increase biases against women leaders.

Question 4

What are the two types of leader-member exchange?

Accepted Answer

The leader-member exchange (LMX)model is

Question 5

All of the following are leader behaviors exhibited by transformational leaders EXCEPT:

Accepted Answer

A)  initiating structure. 
B)  inspirational motivation. 
C)  idealized influence. 
D)  intellectual stimulation. 
E)  individualized consideration. 
A)  initiating structure. 
B)  inspirational motivation. 
C)  idealized influence. 
D)  intellectual stimulation. 
E)  individualized consideration.

Question 6

Which of the following statements is true of transformational leaders/leadership?

Accepted Answer

A)  They use rewards and punishment to drive motivation and performance. 
B)  They tend to be less agreeable and more neurotic compared to other leaders. 
C)  Female leaders use transformational leadership more than male leaders. 
D)  Transformational leadership is highly trait-like. 
E)  There is a strong relationship between transformational leadership and personality traits. 
A)  They use rewards and punishment to drive motivation and performance. 
B)  They tend to be less agreeable and more neurotic compared to other leaders. 
C)  Female leaders use transformational leadership more than male leaders. 
D)  Transformational leadership is highly trait-like. 
E)  There is a strong relationship between transformational leadership and personality traits.

Question 7

When managers use a situational approach with members from a team,there are situations where some employees feel they are not among the leader's in-group.

Accepted Answer

A) True 
 B)False

Question 8

Servant-leadership assumes that leadership is a vertical,downward-flowing process.

Accepted Answer

A) True 
 B)False

Question 9

According to researchers,which of the following is a disadvantage to applying situational theories with members of a team?

Accepted Answer

A)  Employees need to identify situational factors that affect the leadership style. 
B)  It advocates using one single leadership style for multiple situations. 
C)  It can lead to a need for identifying outcomes before determining what goals are to be achieved. 
D)  Treating group members differently resulted in some employees feeling that they were not among the leader's "in-group." 
E)  It requires changing the person in the leadership role to increase leadership effectiveness. 
A)  Employees need to identify situational factors that affect the leadership style. 
B)  It advocates using one single leadership style for multiple situations. 
C)  It can lead to a need for identifying outcomes before determining what goals are to be achieved. 
D)  Treating group members differently resulted in some employees feeling that they were not among the leader's "in-group." 
E)  It requires changing the person in the leadership role to increase leadership effectiveness.

Question 10

What is shared leadership? When is it appropriate?

Accepted Answer

Shared leadership is the simultaneous,on

Question 11

Research reveals that _____ leaders tend to have personalities that are more extraverted,agreeable,and proactive and less neurotic than other types of leaders.

Accepted Answer

A)  transactional 
B)  laissez-faire 
C)  directive 
D)  authoritarian 
E)  transformational 
A)  transactional 
B)  laissez-faire 
C)  directive 
D)  authoritarian 
E)  transformational

Question 12

Which of the following statements is true of the conclusions arrived at by the Ohio State researchers?

Accepted Answer

A)  Followers performed more effectively for considerate leaders. 
B)  There is always one single style of leadership that is ideally suited to a situation. 
C)  The two leader behaviors had a moderately strong relationship with leadership outcomes. 
D)  Preference in most individuals is for structuring leaders. 
E)  The two leader behaviors are not seen to impact follower satisfaction or performance. 
A)  Followers performed more effectively for considerate leaders. 
B)  There is always one single style of leadership that is ideally suited to a situation. 
C)  The two leader behaviors had a moderately strong relationship with leadership outcomes. 
D)  Preference in most individuals is for structuring leaders. 
E)  The two leader behaviors are not seen to impact follower satisfaction or performance.

Question 13

A follower may not be able to accommodate a leader's style,expectations,or weaknesses and may have to seek a transfer or quit his/her job to reconcile the discrepancy.

Accepted Answer

A) True 
 B)False

Question 14

One implication of the LMX model of leadership is that managers need to be careful that they do not create a homogeneous work environment in the spirit of having positive relationships with their subordinates.

Accepted Answer

A) True 
 B)False

Question 15

An employee with high task ability and experience is less apt to need additional guidance and thus would respond negatively to _____ leadership.

Accepted Answer

A)  participative 
B)  achievement-oriented 
C)  appreciative 
D)  performance-oriented 
E)  directive 
A)  participative 
B)  achievement-oriented 
C)  appreciative 
D)  performance-oriented 
E)  directive

Question 16

Robert Greenleaf identified a style of leadership characterized by foresight,stewardship,persuasion,healing,listening,empathy,and awareness.It is called:

Accepted Answer

A)  implicit leadership. 
B)  shared leadership. 
C)  servant-leadership. 
D)  transformational leadership. 
E)  transactional leadership. 
A)  implicit leadership. 
B)  shared leadership. 
C)  servant-leadership. 
D)  transformational leadership. 
E)  transactional leadership.

Question 17

Shared leadership in teams was positively associated with:

Accepted Answer

A)  commitment to organizational change. 
B)  trust between managers and employees. 
C)  procedural and distributive justice. 
D)  satisfaction with leadership. 
E)  group cohesion and effectiveness. 
A)  commitment to organizational change. 
B)  trust between managers and employees. 
C)  procedural and distributive justice. 
D)  satisfaction with leadership. 
E)  group cohesion and effectiveness.

Question 18

The underlying assumption of the leader-member exchange (LMX)model of leadership is that leaders treat all employees in the same way.

Accepted Answer

A) True 
 B)False

Question 19

Researchers found that shared leadership was especially effective when leaders could offer nonmonetary incentives and information was available to the entire team.

Accepted Answer

A) True 
 B)False

Question 20

According to the path-goal theory,all of the following are employee characteristics that influence leadership effectiveness EXCEPT:

Accepted Answer

A)  task structure. 
B)  task ability. 
C)  need for achievement. 
D)  locus of control. 
E)  need for clarity. 
A)  task structure. 
B)  task ability. 
C)  need for achievement. 
D)  locus of control. 
E)  need for clarity.

List some traits that are associated with effective and ineffective leaders.

Which of the following describes the "slippery slope" barrier to an ethical work environment?

According to research on effective leaders:

What are the two types of leader-member exchange?

All of the following are leader behaviors exhibited by transformational leaders EXCEPT:

Which of the following statements is true of transformational leaders/leadership?

When managers use a situational approach with members from a team,there are situations where some employees feel they are not among the leader's in-group.

Servant-leadership assumes that leadership is a vertical,downward-flowing process.

According to researchers,which of the following is a disadvantage to applying situational theories with members of a team?

What is shared leadership? When is it appropriate?

Research reveals that _____ leaders tend to have personalities that are more extraverted,agreeable,and proactive and less neurotic than other types of leaders.

Which of the following statements is true of the conclusions arrived at by the Ohio State researchers?

A follower may not be able to accommodate a leader's style,expectations,or weaknesses and may have to seek a transfer or quit his/her job to reconcile the discrepancy.

One implication of the LMX model of leadership is that managers need to be careful that they do not create a homogeneous work environment in the spirit of having positive relationships with their subordinates.

An employee with high task ability and experience is less apt to need additional guidance and thus would respond negatively to _____ leadership.

Robert Greenleaf identified a style of leadership characterized by foresight,stewardship,persuasion,healing,listening,empathy,and awareness.It is called:

Shared leadership in teams was positively associated with:

The underlying assumption of the leader-member exchange (LMX)model of leadership is that leaders treat all employees in the same way.

Researchers found that shared leadership was especially effective when leaders could offer nonmonetary incentives and information was available to the entire team.

According to the path-goal theory,all of the following are employee characteristics that influence leadership effectiveness EXCEPT:

Needed: People-Centered Managers and Workplaces

Organizational Culture, Socialization, and Mentoring

Developing Global Managers

Understanding Social Perception and Managing Diversity

Appreciating Individual Differences: Intelligence, ability, personality, core Self-Evaluations, attitudes, and Emotions

Motivation I: Needs, Job Design, and Satisfaction

Motivation Ii: Equity, Expectancy, and Goal Setting

Improving Performance With Feedback, Rewards, and Positive Reinforcement

Effective Groups and Teams

Making Decisions

Managing Conflict and Negotiating

Communicating in the Digital Age

Influence, Power, and Politics: an Organizational Survival Kit

Designing Effective Organizations

Managing Change and Organizational Learning

Filters

Exam 14: Leadership

List some traits that are associated with effective and ineffective leaders.

Which of the following describes the "slippery slope" barrier to an ethical work environment?

According to research on effective leaders:

What are the two types of leader-member exchange?

All of the following are leader behaviors exhibited by transformational leaders EXCEPT:

Which of the following statements is true of transformational leaders/leadership?

When managers use a situational approach with members from a team,there are situations where some employees feel they are not among the leader's in-group.

Servant-leadership assumes that leadership is a vertical,downward-flowing process.

According to researchers,which of the following is a disadvantage to applying situational theories with members of a team?

What is shared leadership? When is it appropriate?

Research reveals that _____ leaders tend to have personalities that are more extraverted,agreeable,and proactive and less neurotic than other types of leaders.

Which of the following statements is true of the conclusions arrived at by the Ohio State researchers?

A follower may not be able to accommodate a leader's style,expectations,or weaknesses and may have to seek a transfer or quit his/her job to reconcile the discrepancy.

One implication of the LMX model of leadership is that managers need to be careful that they do not create a homogeneous work environment in the spirit of having positive relationships with their subordinates.

An employee with high task ability and experience is less apt to need additional guidance and thus would respond negatively to _____ leadership.

Robert Greenleaf identified a style of leadership characterized by foresight,stewardship,persuasion,healing,listening,empathy,and awareness.It is called:

Shared leadership in teams was positively associated with:

The underlying assumption of the leader-member exchange (LMX)model of leadership is that leaders treat all employees in the same way.

Researchers found that shared leadership was especially effective when leaders could offer nonmonetary incentives and information was available to the entire team.

According to the path-goal theory,all of the following are employee characteristics that influence leadership effectiveness EXCEPT:

Needed: People-Centered Managers and Workplaces

Organizational Culture, Socialization, and Mentoring

Developing Global Managers

Understanding Social Perception and Managing Diversity

Appreciating Individual Differences: Intelligence, ability, personality, core Self-Evaluations, attitudes, and Emotions

Motivation I: Needs, Job Design, and Satisfaction

Motivation Ii: Equity, Expectancy, and Goal Setting

Improving Performance With Feedback, Rewards, and Positive Reinforcement

Effective Groups and Teams

Making Decisions

Managing Conflict and Negotiating

Communicating in the Digital Age

Influence, Power, and Politics: an Organizational Survival Kit

Designing Effective Organizations

Managing Change and Organizational Learning

Filters