MGT 3013 Chapter 14 Practice
. The model that requires a manager to assess her own style and her situational control is A. Fiedler's contingency model. B. shared leadership model. C. Hersey-Blanchard's situational leadership model. D. House's path-goal theory. E. charismatic leadership theory.
A
According to Kotter, companies manage complexity in which of the following ways? A. Organizing resources B. Motivating people C. Lobbying the government D. Innovating new products E. Setting a direction
A
Faruk is something of a cheerleader around his team. He describes the great things he knows the group can accomplish, is quick to complement the work of his staff, and is so enthusiastic about their successes. According to revised path-goal theory, Faruk is using a(n) ______ leadership style. A. value-based B. path-goal clarifying C. interaction facilitation D. achievement-oriented E. relationship-oriented
A
In the contingency model, if your leadership orientation does not match the situation in your workplace, Fiedler recommends that you A. try to move to a more suitable situation. B. alter your leadership style. C. take management classes to improve your power. D. get an assistant with the preferred orientation. E. gradually change the makeup of your subordinates.
A
Jay's peers were surprised when he received a promotion and suddenly became their supervisor. They thought he was rather unreliable and weren't sure he was up to the task. According to the contingency model, Jay has A. poor leader-member relations. B. weak position power. C. poor worker facilitation. D. low task structure. E. unsuccessful leadership adaptation.
A
The ______ leadership approaches attempt to determine the distinctive styles used by effective leaders. A. behavioral B. servant C. shared D. trait E. contingency
A
The three least used influence tactics, according to a recent survey of employees, are A. legitimating, coalition tactics, and pressure tactics. B. inspirational appeals, rational persuasion, and consultation. C. rational persuasion, pressure tactics, and exchange. D. rational persuasion, coalition tactics, and upward appeals. E. inspirational appeals, coalition tactics, and pressure tactics.
A
Tim leads a task force developing specifications for a new customer database to be used by several departments. Tim is an IT supervisor, but most of the others are directors of other departments. At the first meeting, a few of them asked him questions he couldn't answer. According to the contingency model, Tim's situational control likely A. is low. B. is moderate. C. is high. D. is extremely high. E. cannot be determined from the information.
A
Trey was put on probation for a string of customer complaints about his service and professionalism. His supervisor was using ______ power. A. coercive B. personalized C. referent D. reward E. expert
A
When Melinda saw Carrie stuffing her purse with expensive printer cartridges, Carrie was quick to say, "We've been friends since first grade, so I'm sure you won't say anything about this." This is an example of using a(n) A. personal appeal. B. legitimating tactic. C. pressure tactic. D. coalition tactic. E. exchange tactic.
A
Which of the following is one of the traits of a credible leader identified by Kouzes and Posner? A. Honest B. Relationship-oriented C. Competitive D. Extroverted E. Driven
A
. ______ have a global mind-set that recognizes that the Internet is opening new markets and recharging existing ones. A. Situational leaders B. E-leaders C. Shared leaders D. Transactional leaders E. Web-based leaders
B
. _______ is about coping with complexity and ______ is about coping with change. A. Middle management; top management B. Management; leadership C. Attitude; perception D. Leadership; management E. Perception; attitude
B
According to House's revised path-goal theory, a leader's style should vary depending on which of the following? A. Positional power B. Environmental factors C. Situational control D. Organizational readiness E. Leader-member relations
B
Amanda leads a task force charged with restructuring the order-processing system in the organization. The task force is composed of her peers over whom she has little control, and some of whom do not seem to respect her. According to the contingency model, Amanda should adopt a(n) ___________ leadership style. A. employee-centered B. task-oriented C. relationship-oriented D. participatory E. initiating structure
B
Emily is outgoing, warm and truly inspirational when she talks about where she wants to lead her division. Her employees seem eager to do anything she asks. Emily has ______ power. A. legitimate B. referent C. reward D. coercive E. expert
B
Employees at Kearns Seafood were really impressed with the new CEO, Jane. She was the first person who had fully developed a vision for the company about where it could go, and had energized everyone to try to get there. Jane is a ______ leader. A. servant B. transformational C. transactional D. shared E. laissez-faire
B
Javier, the CEO of a small travel company, treated company resources as if they were his own, and his employees even better. He cared about the staff deeply and even organized international volunteering activities to promote their growth. Javier could best be described as which type of leader? A. Situational B. Servant C. Laissez-faire D. Shared E. Transactional
B
Organizations may apply trait theory by A. considering the relationships among employees. B. using management development programs. C. hiring only from top-ranked business schools. D. doing a job audit. E. empowering the HR department.
B
Power deriving from one's personal attraction is called ______ power. A. legitimate B. referent C. reward D. coercive E. personalized
B
The ______ approach to leadership attempts to identify distinctive characteristics that account for the effectiveness of leaders. A. attribute B. trait C. behavior D. quality E. contingency
B
The influence tactic most likely to result in the enthusiastic commitment of employees is A. legitimating tactics. B. consultation. C. ingratiating tactics. D. coalition tactics. E. personal appeals.
B
The power that managers have resulting from their formal positions within organizations is called ______ power. A. referent B. legitimate C. reward D. coercive E. expert
B
The questionnaire used in Fiedler's model to determine leadership orientation is called the A. Myers-Briggs type inventory. B. least preferred coworker scale. C. tolerance of ambiguity questionnaire. D. Type A behavior scale. E. path-goal survey.
B
Viviana supervises a group of customer service representatives. Viviana is respected and well-liked by her staff, and she has worked hard to make sure all of them know how to do the job very well. She is responsible for all staffing and reward decisions in her department. In the contingency model, Viviana has A. low task structure. B. high situational control. C. low leader-member relations. D. low position power. E. high expert power.
B
Which of the following is a contingency approach to leadership? A. Michigan model B. Path-goal leadership model C. Servant leadership model D. Ohio State model E. Leader-member exchange model
B
______ leadership is most likely to be needed when people work in teams, are involved in complex projects, or are doing knowledge work. A. Transformational B. Shared C. Transactional D. Servant E. Charismatic
B
. ______ power results from one's specialized information. A. Legitimate B. Referent C. Expert D. Reward E. Coercive
C
According to a BusinessWeek summary of management studies, men score better than women do on A. fostering communication. B. producing high-quality work. C. strategic planning. D. motivating others. E. listening to others.
C
According to the concept of full-range leadership, leadership behaviors vary along a range from ______ leadership at one extreme to transformational leadership at the other. A. transactional B. shared C. laissez-faire D. servant E. charismatic
C
According to the contingency model, a relationship-oriented leadership style works best in ______ situations. A. low control B. high control C. moderate control D. uncontrolled E. both high and low control
C
Erdem manages his employees through a careful monitoring of their production, comparing what they do to predicted schedules and desired budgets. Erdem can best be described as a(n) ______ leader. A. production-oriented B. charismatic C. job-centered D. transformational E. employee-centered
C
Fiedler's contingency leadership model determines if a leader's style is A. transactional or transformational. B. directive, supportive, participative, or achievement-oriented. C. task-oriented or relationship-oriented. D. telling, selling, participating, or delegating. E. charismatic or non-charismatic.
C
House's revision of his theory puts more emphasis on the need for leaders to foster A. concrete rewards. B. stress management techniques. C. intrinsic motivation. D. an external locus of control. E. personal growth in management knowledge.
C
In the leadership-member exchange model, the relationship between leader and follower that is characterized by mutual trust, respect, and liking is known as A. preferred coworker exchange B. servant exchange C. in-group exchange D. special exchange E. socialized exchange
C
Kojika supervises a customer service unit that receives stress-producing calls from unhappy customers, and turnover has been high lately. Kojika is kind and patient with the staff, and tells them she knows what they're going through since it wasn't so long ago that she took those calls. According to revised path-goal theory, Kojika is using a(n) ______ leadership style. A. work facilitation B. interaction facilitation C. supportive D. achievement-oriented E. value-based
C
Lorenzo supervises the pool of word processors serving all the lawyers at the firm. He gets along well with his people, and has worked hard to create detailed procedures for every type of legal document the typists might encounter. Lorenzo hires and fires, and gives work assignments, performance appraisals, and promotions. According to the contingency model, the optimal leadership style is A. transformational. B. team management. C. task-oriented. D. relationship-oriented. E. consideration.
C
Of the following, which is the best way for leaders to cope with change? A. Problem-solving B. Lobbying the government C. Aligning people D. Virtual planning E. Watching current trends
C
Using threats or intimidation to persuade someone is which influence tactic? A. Legitimating B. Ingratiating C. Pressure D. Exchange E. Personal appeals
C
Which of the following is NOT advice from career coach Richard Knowdell for staying ahead in the workplace of tomorrow? A. Develop new and diverse capacities B. Anticipate, adapt to and embrace change C. Focus on workplace learning rather than the classroom D. When considering a job or industry, don't rely on reputation E. Develop your communication skills
C
Which of the following is NOT positively associated with transformational leadership, according to research? A. Employee job satisfaction B. More employee identification with their immediate work groups C. Lower levels of internal competition D. Higher levels of group cohesion E. More work engagement
C
A leader who focuses on providing increased service to others is called a A. charismatic leader. B. transformational leader. C. transactional leader. D. servant leader. E. situational leader.
D
According to Frederick Smith, chairman and CEO of FedEx, the primary task of leadership is to A. ensure progressive control and problem solving. B. align resources within the organization. C. inspire trust among all levels of employees. D. communicate the vision and values of an organization. E. oversee the success of an organization
D
Acting humble or friendly or making someone feel good or important before making a request are influence tactics known as A. coalition tactics. B. inspirational appeals. C. consultation. D. ingratiating tactics. E. personal appeals.
D
In assessing how much situational control he has, a manager should consider which of the following? A. Amount of socialized power B. Subordinate readiness C. Level of transformation D. Amount of task structure E. Ability of staff
D
In recent studies, the generic influence tactic that employees cite as most used in the workplace is A. legitimating. B. ingratiation. C. coalition. D. rational persuasion. E. pressure.
D
Leadership is the ability to ______ employees to pursue organizational goals. A. force B. reward C. request D. influence E. compensate
D
Michael runs a research and development department. He gets a lot out of his employees by setting lofty goals and expressing his belief that each of them is capable of doing his or her part. He expects their best work. According to revised path-goal theory, Michael is using a(n) ______ leadership style. A. representation & networking B. interaction facilitation C. supportive D. achievement-oriented E. work facilitation
D
MySpace founders Anderson and DeWolfe could best be described as which type of leaders? A. Leader-member exchange B. Situational C. Servant D. Shared E. Transactional
D
The ______ model of leadership emphasizes that leaders have different sorts of relationships with different subordinates. A. servant B. contingency C. Michigan D. LMX E. trait
D
The amount of influence a leader has in his immediate work environment is called his A. coercive power. B. leadership style. C. readiness. D. situational control. E. task structure.
D
Which of the following is a characteristic of transformational leaders? A. They are better in stable situations. B. They clarify employees' roles. C. They set goals and monitor progress toward their achievement. D. They encourage people to do exceptional things. E. They provide rewards in exchange for subordinates doing the work.
D
Which of the following is a tip to be a successful e-leader? A. Follow the strategy you set B. Be a transactional leader C. Minimize "off-line" time with team members D. Use global English E. Use videoconferencing as frequently as possible
D
______ studies reveal that visionary and inspirational charismatic leaders who are good team builders generally are most effective worldwide. A. Servant leader B. E-leadership C. Contingency model D. GLOBE project E. Full-range approach
D
A transactional leader is most similar in focus to a A. charismatic leader. B. transformational leader. C. servant leader. D. situational leader. E. manager.
E
According to Fiedler's contingency model, ______ situation control favors a leader who is ______ oriented. A. low; relationship B. low; transformational C. moderate; task D. high; transformational E. moderate; relationship
E
According to Kotter, management and leadership are considered to be A. opposing forces. B. causal; here, management causes leadership. C. equivalent to one another. D. almost entirely unrelated. E. complementary to each other.
E
April congratulated her staff when the team received an industry award for their project, and also sent a company-wide email announcing it. Here, April is using her ______ power. A. personalized B. referent C. coercive D. expert E. reward
E
Bonita apologized to one of her subordinates for an email that upset him. She told him she may have chosen an unfortunate way of stating her idea, and that she'd be happy to talk it through with him. Bonita is A. using a personal appeal. B. initiating structure. C. practicing shared leadership. D. exercising personalized power. E. expressing consideration behavior.
E
Brent brought his proposal to Allison even before the meeting saying, "I'm sure you have some ideas on this and we could try to get them incorporated upfront." Brent is using which influence tactic? A. Legitimating tactics. B. Inspirational appeals. C. Ingratiating tactics. D. Personal appeals. E. Consultation.
E
Charismatic leadership is now considered part of ______ leadership. A. transactional B. shared C. laissez-faire D. servant E. transformational
E
Liz is trying to lead a cross-functional team, but she is having some issues. Most members were other department managers at her level, and they saw no reason to do what she told them to. Here, Liz has A. low tolerance for ambiguity. B. high task structure. C. weak referent power. D. poor leader-member relations. E. weak position power.
E
One of three dimensions of situati` 1onal control in the contingency leadership model, ______ is the extent to which tasks are routine, unambiguous, and easily understood. A. job mastery B. task identity C. position power D. job design E. task structure
E
The approach to leadership that suggests that effective leadership behavior depends on the situation at hand is the ______ approach. A. trait B. transformational C. circumstantial D. behavioral E. contingency
E
The model in which an effective leader clarifies how subordinates can achieve personal and organizational objectives and provides them support in doing so is A. Greenleaf's servant leadership model. B. Hersey and Blanchard's situational leadership model. C. Leader-member exchange model. D. Fiedler's contingency model. E. House's path-goal model.
E
A strategy for staying ahead in the workplace of tomorrow is to focus on developing very specialized skills.
FALSE "Being good at several things will be more advantageous in the long run than being excellent at one narrow specialty," says career coach Richard Knowdell. "A complex world will not only demand specialized knowledge but also general and flexible skills."
Christine has a charismatic personality, which gives her personalized power
FALSE A charismatic personality is likely to yield referent power, which is power deriving from one's personal attraction.
According to a study, nearly twice as many men as women aspire to be CEO.
FALSE A study by a New York research firm found that 55% of women and 57% of men aspire to be CEO, challenging the notion that more women aren't at the top because they don't want to be there.
Apple's Steve Jobs is a transactional leader.
FALSE A transformational leader inspires motivation by offering an agenda, a grand design, an ultimate goal—in short, a vision. Apple Computer's Steve Jobs had a vision of developing an "insanely great" desktop computer.
Leadership functions include planning, budgeting, organizing, and staffing.
FALSE According to Kotter, companies manage complexity in several ways, including determining what needs to be done (planning and budgeting) and creating arrangements of people to accomplish an agenda (organizing and staffing). These are managerial, not leadership, functions.
According to GLOBE research, a perfectionist leader is universally disliked.
FALSE According to Table 14.4, the universally negative leader attributes are loner, asocial, noncooperative, irritable, nonexplicit, egocentric, ruthless, and dictatorial.
A recent study shows that male executives are better than female executives at producing high-quality work.
FALSE According to studies (see Table 14.3), women were found to be better at producing quality work, recognizing trends, and generating new ideas and acting on them.
For e-leadership, it is essential to use latest communication technology like blogs and, web and videoconferencing.
FALSE Among the tips on e-leadership offered by Dan McCarthy is to use technology but don't get too caught up in it. Even with web conferences, videoconferences, and blogs, the best technology for virtual teamwork may still be the telephone.
Leader behaviors are one of the contingency factors in the path-goal leadership model.
FALSE As Figure 14.2 indicates, two contingency factors, or variables—employee characteristics and environmental factors—cause some leadership behaviors to be more effective than others according to path-goal theory.
In leader-member exchange, an out-group exchange is characterized by mutual trust, respect, and a sense of common fates.
FALSE In the in-group exchange, the relationship between leader and follower becomes a partnership characterized by mutual trust, respect and liking, and a sense of common fates.
One of the ways companies manage complexity is by aligning people.
FALSE Instead of organizing and staffing (management functions), leaders are concerned with aligning people, Kotter says. That is, they communicate the new direction to people in the company who can understand the vision and build coalitions that will realize it.
Leadership is the ability to require employees to pursue organizational goals
FALSE Leadership is the ability to influence employees to voluntarily pursue organizational goals.
Employees at any level can be trained to be more transactional, but transformational leadership is possible only among top managers.
FALSE Not just top managers but employees at any level can be trained to be more transactional and transformational.
Studies among employees reveal that pressure tactics are most commonly used to influence others in the workplace.
FALSE On a pair of studies, employees were asked how they got someone at work to do what they wanted. The two most used tactics were rational persuasion and inspirational appeals.
Power that is directed at helping oneself is called self-serving power
FALSE People who pursue personalized power—power directed at helping oneself—as a way of enhancing their own selfish ends may give the word "power" a bad name.
Peter Drucker recommends using bold "I" language rather than "we" in the workplace to improve leadership effectiveness.
FALSE Peter Drucker recommends that you think and say "we" rather than "I" and consider the needs and opportunities of the organization before thinking of your own opportunities and needs.
Gaining commitment as a response to an influence tactic is most likely to occur when pressure tactics are used
FALSE Research shows that of the three possible responses to an influence tactic—enthusiastic commitment, grudging compliance, and outright resistance—commitment is most apt to result when the tactics used are consultation, strong rational persuasion, and inspirational appeals, which are all soft tactics.
A shared leader focuses on providing increased service to others rather than to him or herself.
FALSE Shared leadership is a simultaneous, ongoing, mutual influence process in which people share responsibility for leading.
Reminding someone of past favors or offering to trade favors as a method to influence him is known as using coalition tactics.
FALSE The generic influence tactic called exchange tactics is reminding someone of past favors or offering to trade favors. Example: "Since I backed you at last month's meeting, maybe you could help me this time around."
Use of positional authority to influence others is a key characteristic of a servant leader.
FALSE The use of persuasion rather than positional authority to influence others is one of ten characteristics of a servant leader (see Table 14.8).
In the contingency leadership model, a person's leadership orientation is measured on a questionnaire called the most preferred leader scale.
FALSE To determine a person's leadership orientation, the contingency model has a questionnaire known as the least preferred co-worker (LPC) scale.
In the contingency leadership model, filling out the least preferred co-worker (LPC) questionnaire helps you to assess situational control.
FALSE To find out if you are task-oriented or relationship-oriented, you fill out a questionnaire (known as the least preferred co-worker, or LPC, scale). The three dimensions of situational control are leader-member relations, task structure, and position power.
The best type of leader for a rapidly changing situation is a transactional one.
FALSE Transactional leaders are best in stable situations. What's needed in rapidly changing situations, as is often the case in many organizations today, is a transformational leader.
A leader who focuses on clarifying employees' roles and task requirements and providing rewards and punishments contingent on performance is called a transformational leader.
FALSE Transactional leadership is focusing on clarifying employees' roles and task requirements and providing rewards and punishments contingent on performance.
The leader-member exchange model presupposes stable and uniform relationships between leaders and followers.
FALSE Unlike other models, which presuppose stable relationships between leaders and followers, the LMX model assumes each manager-subordinate relationship is unique (what behavioral scientists call a "vertical dyad").
Many people at Duke Aficionados go to Ben rather than the IT department when they're having computer problems; he is just so efficient and friendly about helping out and is extremely knowledgeable. Here, Ben has referent power.
FALSE expert power
According to Fiedler's model, a task orientation will be more effective than a relationship one in a high- or low-control situation, but the relationship orientation is best in a moderate-control situation.
TRUE
According to Kotter, leadership is about coping with change.
TRUE
According to path-goal theory, effective leaders possess and use more than one style of leadership.
TRUE
Adaptive, flexible organizational cultures are more likely to foster transformational leadership than bureaucratic ones.
TRUE
An ability to foresee future outcomes is a noted characteristic of a servant leader.
TRUE
Charisma is a form of interpersonal attraction that inspires acceptance and support.
TRUE
Harvard professor D. Quinn Mills predicts that management will move away from an emphasis on competition to a strategy based on knowledge sharing.
TRUE
In the Ohio State Leadership Model, consideration is leadership behavior that expresses concern for employees by establishing a warm, friendly, supportive climate.
TRUE
In the contingency leadership model, the most important component of situational control is leader-member relations.
TRUE
In the path-goal leadership model, the successful leader helps followers by tying meaningful rewards to goal accomplishment.
TRUE
Inspirational appeals are considered a soft tactic among generic influence tactics.
TRUE
Kouzes and Posner's study found that honesty was a particularly important trait for a leader to be credible.
TRUE
Lack of honesty and trust can hurt transformational leaders because they lose credibility.
TRUE
Leaders try to achieve their vision by motivating and inspiring others.
TRUE
Leadership which occurs through the use of information technology is known as e-leadership.
TRUE
Manager's authority to punish their subordinates results in coercive power.
TRUE
Managers' legitimate power allows them to hire, fire, reward, and punish.
TRUE
One's authority comes as part of one's job.
TRUE
Physical fitness, one of the biophysical traits, is considered to be a key leadership trait.
TRUE
Providing individualized consideration to subordinates is one of the key kinds of behaviors exhibited by transformational leaders.
TRUE
Referent power is more likely to be associated with leaders than with managers.
TRUE
Shared leadership is a simultaneous, ongoing, mutual influence process in which people share responsibility for leading.
TRUE
Studies show that female executives are better than male executives at motivating others.
TRUE
The path-goal leadership model is a contingency approach to leadership.
TRUE
Without good management, complex organizations tend to become chaotic.
TRUE
Women executives believe that their exclusion from important informal networks is one of the biggest barriers to women's promotion to senior leadership positions.
TRUE
