MGMT 3340 CH 14
According to contingency models of leadership, the behaviors that make a manager effective in one situation will make the manager effective in all situations.
False
Coercive power is the power that comes from subordinates' and coworkers' respect, admiration, and loyalty.
False
Effective leadership styles are identical across countries and cultures.
False
Empowerment is incompatible with effective leadership.
False
Initiating structure and consideration are dependent leader behaviors; an increase in one behavior leads to a decrease in the other behavior.
False
Leaders who are high on emotional intelligence are less likely to understand the emotions surrounding creative endeavors.
False
Quiet and earnest managers cannot be charismatic.
False
Referent power is based on the special knowledge, skills, and expertise that a leader possesses.
False
Since leading is one of the four principal tasks of managing, there is no distinction made between managers and leaders.
False
Small, unsuccessful businesses do not benefit from transformational leadership.
False
The authority that a manager has based on his position in the organization's hierarchy is known as expert power.
False
Male and female managers do not differ significantly in their propensities to perform different leader behaviors.
True
Path-goal theory focuses on what a leader can do to motivate subordinates to achieve organizational goals.
True
Servant leaders share power with followers and strive to ensure that followers' most important needs are met.
True
The lack of a consistent relationship between leader traits and leader effectiveness led to the development of the behavior model.
True
The leader substitutes model is a contingency model because it suggests that in some situations leadership is unnecessary.
True
According to Fiedler's contingency model, relationship-oriented leaders prioritize organizational goals over employee-welfare and focus on task accomplishment.
False
According to Fiedler, the situational characteristic which deals with the extent to which subordinates trust and are loyal to a leader is known as task structure.
False
The trait model of leadership takes into account the situation or context within which leadership occurs.
False
The vision of transactional managers usually entails dramatic improvements in group and organizational performance as a result of changes in the organization's structure, culture, strategy, decision making, and other critical processes and factors.
False
When managers motivate subordinates by reinforcing desired behaviors and extinguishing or punishing undesired ones, they are engaging in transformational leadership.
False
Women are well represented in top leadership posts.
False
Women tend to be less participative as leaders than men, making decisions on their own without input from subordinates.
False
According to Fiedler, positional power is the amount of legitimate, reward, and coercive power a leader has by virtue of his or her rank in an organization.
True
According to Fiedler, task-oriented leaders are primarily concerned with ensuring that subordinates perform their work activities at a high quality level.
True
Elmer has the ability to give Jordan an annual raise. Elmer has reward power.
True
Empowerment often increases workers' involvement, motivation, and commitment.
True
Jim has the authority to fire an employee for violating the company's privacy policy. It can be said that Jim has coercive power.
True
Josh demonstrates consideration to his subordinates when he shows them respect.
True
Leaders can be effective even when they do not perform consideration or initiating-structure behaviors.
True
Leaders engage in initiating structure when they take steps to make sure that work gets done.
True
Leadership is the process by which a person exerts influence over other people and directs their activities to help achieve group goals.
True
Transformational managers make their subordinates aware of the subordinates' own needs for personal growth, development, and accomplishment.
True