Ch.1,3,4,5

Situational Approach

*leadership in situations *adapting style- different situations demand different kinds of leadership

Group theory, relationships, and leader effectiveness were three themes that dominated leadership research in which decade? A. 1950s B. 1970s C. 1980s D. 1990s

1950s

Scholarly research and popular work on the nature of leadership exploded in this decade. A. 1950s B. 1960s C. 1970s D. 1980s

1980s

My boss really does not understand the technical aspects of the job my group is trying to complete. I understand the intricacies of the project, and my team members come to me with all of their questions. What has happened in this work setting? A. I have taken control and power of the group. B. I have undermined my boss. C. I have emerged as the team leader. D. My boss is no longer a leader.

I have emerged as the team leader.

Technical skills are the ______. A. ability to work with things B. ability to work cooperatively with others C. ability to work with ideas D. ability to be behaviorally flexible

ability to work with things

Which of the styles on Blake and Mouton's Leadership Grid has low concern for interpersonal relationships and high concern for task accomplishment? A. authority compliance B. country club C. impoverished D. middle of the road

authority compliance

A leader who places high emphasis on job requirements and low emphasis on people is displaying ______. A. country club behaviors B. authority compliance behaviors C. middle-of-the-road behaviors D. team behaviors

authority compliance behaviors

You are required to report directly to your supervisor every morning. Upon arrival he gives you a large list of tasks to be completed by the end of the day; he states he will be checking in after lunch to see your progress. This is an example of ______. A. authority compliance management B. team management C. country-club management D. middle-of-the-road-management

authority compliance management

Leadership styles

behavior pattern of individual who attempts to influence others *directive-task *supportive-relationship

Katz describes human skills as ______. A. competency with the process or product within a company B. being aware of the perspective of others on issues C. ability to shape the strategic ideas of an organization D. the trait of high extraversion

being aware of the perspective of others on issues

On the way to track practice you get pulled over for speeding. When you arrive to practice late, the coach makes you run laps. This is an example of ______. A. legitimate power B. coercive power C. expert power D. personal power

coercive power

Followers developmental level

competence, commitment

Middle-of-the-road management best describes leaders who are ______. A. avoiding B. empathetic C. compromising D. accommodating

compromising

Which of the styles on Blake and Mouton's Leadership Grid has high concern for interpersonal relationships and low concern for task accomplishment? A. authority compliance B. country club C. impoverished D. middle of the road

country club

Information power is ______. A. based on followers liking of their leader B. derived from having the ability to provide rewards C. focused on the social contract between leaders and followers D. derived from possessing knowledge that others want or need

derived from possessing knowledge that others want or need

Leader's Leadership style

directive, supportive

The faculty member on your study abroad trip to Costa Rica has traveled there many times and is quite knowledgeable about the country and places you visited. She gave you guidance about the country, local culture, and safety issues while you were interning with the local farmers. The faculty member was using ______. A. referent power B. positional power C. coercive power D. expert power

expert power

Who is responsible for the leadership process? A. followers B. leaders C. organizations D. followers and leaders

followers and leaders

The abilities that help a leader to work effectively with subordinates, peers, and superiors to accomplish the organizational goal. A. technical skills B. conceptual skills C. human skills D. problem-solving skills

human skills

A leader who is indifferent and apathetic is displaying ______. A. country club behaviors B. authority compliance behaviors C. middle-of-the road behaviors D. impoverished behaviors

impoverished behaviors

The director of your department attends one weekly meeting. Other than that, the director is seldom at the office and rarely responds to e-mails when you send questions pertaining to the organization. This is an example of ______. A. authority compliance management B. impoverished management C. country-club management D. middle-of-the-road management

impoverished management

The essential ingredient in leadership is ______. A. influence B. intelligence C. efficiency D. expertise

influence

To coerce means to ______. A. influence others toward a common goal B. influence others to behave ethically C. influence others to do something against their will D. influence others using positive rewards

influence others to do something against their will

Jeffrey is the chief financial officer of an established marketing firm. He recently learned that the company is going to try to merge with a new firm. He shares this potential merger with only a few of the mid-level managers he trusts. Jeffrey has ______. A. information and referent power B. reward and referent power C. information and legitimate power D. personal and information power

information and legitimate power

Coercive leadership ______. A. is rewarding players who met their goals B. is forcing followers to engage in extreme behaviors C. is using the influence relationship to affect change D. is supporting ethical behavior amongst team members

is forcing followers to engage in extreme behaviors

The process definition of leadership implies ______. A. leadership is linear B. leadership is one-way, top down leadership is reciprocal between leaders and followers C. leadership is leader centered D. leadership is reciprocal between leaders and followers

leadership is reciprocal between leaders and followers

Chief executive officers of any company have ______. A. legitimate power B. referent power C. expert power D. personal power

legitimate power

You are trying to explain to your friend the difference between managers and leaders. You would be most accurate in saying ______. A. leaders and managers cannot coexist in an organization B. leaders make more money than managers C. managers maintain order and leaders seek change D. managers have more referent power than leaders

managers maintain order and leaders seek change

Human skills are about working with ______. A. ideas B. concepts C. people D. things

people

People in the organization like me because I know what I am doing and share knowledge with followers. I have ______. A. position power B. personal/referent power C. information power D. legitimate power

personal/referent power

You really enjoy working for your boss and look up to her or him as a role model. You are more than willing to work hard for the organization because of your relationship with your boss. This is an example of ______. A. legitimate power B. coercive power C. position power D. personal/referent power

personal/referent power

The four key elements of the definition of leadership used in the text are ______. A. trait, goal, emergent, expert B. process, influence, group, goal C. values, ethics, process, performance D. capability, competency, skill, relationship

process, influence, group, goal

I am meeting my new team, which I will directly supervise for the first time. I introduce myself and invite each team member to share some interesting facts about themselves unrelated to work. I am using ______. A. authoritative behaviors B. task behaviors C. relationship behaviors D. directing behaviors

relationship behaviors

Leaders' power to provide pay raises and promotions is ______. A. reward B. coercive C. legitimate D. referent

reward

You are told you need to work weekends. Your supervisor gives you a pay raise in return. What type of power is your supervisor using? A. referent B. expert C. legitimate D. reward

reward

Which of the components on Blake and Mouton's Leadership Grid has high concern for both interpersonal relationships and task accomplishment? A. team B. country club C. impoverished D. middle of the road

team

A leader who makes priorities clear, stimulates participation, is open minded and enjoys working is displaying ______. A. country club behaviors B. authority compliance behaviors C. middle-of-the-road behaviors D. team behaviors

team behaviors

According to Katz, the most important leadership skills for lower-levels of management are ______. A. technical skills B. problem-solving skills C. technical, human, and conceptual skills D. technical and human skills

technical and human skills

According to Katz's skills model, which two skills are most important for supervisory- (low-) level managers to be successful leaders? A. technical skill and human skill B. human skill and conceptual skill C. technical skill and conceptual skill D. all three skills are equally important for supervisory level management

technical skill and human skill

At the upper-management level in an organization, ______. A. technical skills are not important B. human skills are not important C. technical skills are more important than conceptual skills D. technical skills are less important than human skills

technical skills are less important than human skills

Which point on the Leadership Grid is proven to consistently be the best form of leadership? A. authority compliance B. there is no best style C. middle-of-the-road D. team behaviors

there is no best style

Ashlyn focuses her energy at her car manufacturing company on assessing market fluctuations and shaping the goals of the organization for the future. She communicates well with her staff and enjoys the social aspect of work with the people around her. She leaves the details and daily operations primarily to other capable staff in the organization. Applying Katz's skills model, at what level of management is Ashlyn? A. top management B. middle management C. supervisory management D. low-level management

top management

The statement "She/he is born to be a leader" suggests a ______. A. process definition of leadership B. trait definition of leadership C. gender bias definition of leadership D. coercive definition of leadership

trait definition of leadership

A leader using human skills will ______. A. develop criteria for the implementation of a new product B. use sensitivity to assess the needs and motivations of others C. use tools and techniques to get things done D. create the vision for restructuring the organization

use sensitivity to assess the needs and motivations of others

I am the lead barista at a local coffee shop managing four staff. I assign tasks each work shift and check back regularly to see that work has been done. I do not spend much time talking with my staff about things other than getting the job done. My behavior would plot on the Blake and Mouton Leadership Grid at what point? A. moderately high task; moderately low relationship B. very high task; very low relationship C. very high task; very high relationship D. moderately low task; moderately high relationship

very high task; very low relationship

The behavioral approach describes ______. A. what leaders do B. who leaders are C. skills leaders possess D. traits leaders display

what leaders do