Question 1

Inspirational motivation involves behaving in ways that foster an enthusiasm for a shared vision of the future.

Accepted Answer

A) True 
 B)False

Question 2

Coleman knows what needs to be done and how best to do it. He believes that workplace hierarchies exist for a reason, and he rarely seeks advice or input from his staff. Coleman's leadership style can best be described as

Accepted Answer

A)  transformational. 
B)  transactional. 
C)  laissez-faire. 
D)  contingent. 
E)  autocratic.

Question 3

________ reduce the importance of the leader while simultaneously providing a direct benefit to employee performance.

Accepted Answer

A)  Substitutes 
B)  Directive styles 
C)  Transactional styles 
D)  Neutralizers 
E)  Enhancers

Question 4

Transformational leadership is more strongly related to unit-focused measures of leadership effectiveness than most other leadership forms.

Accepted Answer

A) True 
 B)False

Question 5

In the time-driven model of leadership, which style is reserved for decisions that are significant and where the leader's expertise is high?

Accepted Answer

A)  consultative 
B)  autocratic 
C)  delegative 
D)  facilitative 
E)  supportive

Question 6

________ reflects the extent to which leaders create job relationships characterized by mutual trust, respect for employee ideas, and thoughtfulness regarding employee feelings.

Accepted Answer

A)  Transformation 
B)  Delegating 
C)  Consideration 
D)  Participation 
E)  Initiating structure

Question 7

Research tends to support many of the time-driven model's propositions, particularly when it uses practicing managers as participants.

Accepted Answer

A) True 
 B)False

Question 8

According to the life cycle theory of leadership, a group of employees who are working together for the first time and are eager to begin, but who lack the experience and confidence needed to perform their roles, are at which level of readiness?

Accepted Answer

A)  R1 
B)  R2 
C)  R3 
D)  R4 
E)  R5

Question 9

The time-driven model of leadership suggests that the focus should shift away from autocratic, consultative, facilitative, and delegative situations to autocratic, consultative, facilitative, and delegative leaders.

Accepted Answer

A) True 
 B)False

Question 10

Which of the following decision-making styles is characterized by the highest level of follower control?

Accepted Answer

A)  autocratic 
B)  delegative 
C)  facilitative 
D)  negotiative 
E)  consultative

Question 11

Leader-member exchange theory argues that new leader-member relationships are typically marked by a role taking phase.

Accepted Answer

A) True 
 B)False

Question 12

Fatima has a deep concern for the welfare of her subordinates, and she promotes interactive discussions with them. Fatima can be described as a manager who scores high on

Accepted Answer

A)  initiating structure. 
B)  autocratic leadership. 
C)  consideration. 
D)  managerial control. 
E)  discipline.

Question 13

Solange, a department manager at LeClerc Sportswear, uses a style of decision-making that focuses on using the skills, experiences, and ideas of others. The final decision-making power is with Solange. However, she does not make major decisions without getting inputs from those that will be affected. It can be said that she uses the ________ style of leader decision making.

Accepted Answer

A)  autocratic 
B)  consultative 
C)  facilitative 
D)  participative 
E)  transactional

Question 14

Employees whose managers participated in leadership training programs reported ________ afterwards.

Accepted Answer

A)  higher levels of organizational commitment 
B)  a temporary boost in their commitment levels 
C)  higher levels of job performance and satisfaction 
D)  higher levels of affective commitment to their bosses 
E)  an increased level of teamwork among their coworkers

Question 15

During the ________ phase of the leader-member exchange theory, the employee's own expectations for the dyad get mixed in with those of the leader.

Accepted Answer

A)  role taking 
B)  role selling 
C)  participating 
D)  role making 
E)  role allocating

Question 16

In the leader-member exchange theory, the ________ exchange dyad is marked by a limited exchange of information, influence, latitude, support, and attention.

Accepted Answer

A)  participating 
B)  low-quality 
C)  intrinsic 
D)  high-quality 
E)  extrinsic

Question 17

Nico is the owner of Yesteryear, a chain of vintage clothing stores. She lets the store managers and employees decide for themselves how best to lay out the stores and what to do about the problems they face on a daily basis. She basically serves as a consultant, but leaves the ultimate decision of how to solve problems up to her workers. Nico's leadership style is

Accepted Answer

A)  worker-based. 
B)  laissez-faire. 
C)  consultative. 
D)  delegative. 
E)  facilitative.

Question 18

Transformational leadership represents the carrot-and-stick approach to leadership.

Accepted Answer

A) True 
 B)False

Question 19

Technically, Vinh's direct supervisor is Leila, but his de facto boss is his colleague Mark, who has been with the company for several years. Vinh has stopped even trying to get Leila's feedback on problems, since she always seems to be out of the office for some reason or another, and even when she is there, she avoids talking to anyone. Leila is demonstrating

Accepted Answer

A)  laissez-faire leadership. 
B)  transactional leadership. 
C)  contingent reward leadership. 
D)  active management-by-exception. 
E)  passive management-by-exception.

Question 20

Which of the following reduces the importance of the leader with no beneficial impact on performance?

Accepted Answer

A)  substitutes 
B)  transactions 
C)  training programs 
D)  neutralizers 
E)  enhancers

Exam 14: Leadership: Styles and Behaviors

Inspirational motivation involves behaving in ways that foster an enthusiasm for a shared vision of the future.

Coleman knows what needs to be done and how best to do it. He believes that workplace hierarchies exist for a reason, and he rarely seeks advice or input from his staff. Coleman's leadership style can best be described as

________ reduce the importance of the leader while simultaneously providing a direct benefit to employee performance.

Transformational leadership is more strongly related to unit-focused measures of leadership effectiveness than most other leadership forms.

In the time-driven model of leadership, which style is reserved for decisions that are significant and where the leader's expertise is high?

________ reflects the extent to which leaders create job relationships characterized by mutual trust, respect for employee ideas, and thoughtfulness regarding employee feelings.

Research tends to support many of the time-driven model's propositions, particularly when it uses practicing managers as participants.

According to the life cycle theory of leadership, a group of employees who are working together for the first time and are eager to begin, but who lack the experience and confidence needed to perform their roles, are at which level of readiness?

The time-driven model of leadership suggests that the focus should shift away from autocratic, consultative, facilitative, and delegative situations to autocratic, consultative, facilitative, and delegative leaders.

Which of the following decision-making styles is characterized by the highest level of follower control?

Leader-member exchange theory argues that new leader-member relationships are typically marked by a role taking phase.

Fatima has a deep concern for the welfare of her subordinates, and she promotes interactive discussions with them. Fatima can be described as a manager who scores high on

Employees whose managers participated in leadership training programs reported ________ afterwards.

During the ________ phase of the leader-member exchange theory, the employee's own expectations for the dyad get mixed in with those of the leader.

In the leader-member exchange theory, the ________ exchange dyad is marked by a limited exchange of information, influence, latitude, support, and attention.

Transformational leadership represents the carrot-and-stick approach to leadership.

Which of the following reduces the importance of the leader with no beneficial impact on performance?