OB Chapter 12

55) According to research, which of the following is true about demographic assumptions that are made about leaders? A) Leaders are likely to be assumed to be white. B) White leaders are no more likely to be rated effective than leaders from other racial groups. C) Teams invariably prefer male leaders. D) Teams prefer female leaders when aggressively competing against other teams. E) Teams prefer male leaders when the competition is within teams and calls for improving positive relationships within the group.

A) Leaders are likely to be assumed to be white.

44) ________ leaders inspire followers to transcend their self-interests for the good of the organization and can have an extraordinary effect on their followers. A) Transformational B) Transactional C) Task-oriented D) Laissez-faire E) Transcendental

A) Transformational

24) Fiedler's contingency leadership model assumes that ________. A) an individual's leadership style is essentially fixed B) an individual can use the LPC to change his/her style to a more productive style C) there is no ideal way to match leadership styles with situations D) all leaders can learn to adapt to different contingencies E) each person's style will change in accordance with the situation at hand

A) an individual's leadership style is essentially fixed

25) Fiedler labels the degree of confidence, trust, and respect that subordinates have in their leader as ________. A) leader-member relations B) task structure C) position power D) leader-member exchange E) leader-member orientation

A) leader-member relations

4) Early research efforts at isolating leadership traits resulted in a number of dead ends. A breakthrough, of sorts, came when researchers began ________. A) organizing traits around the Big Five personality framework B) using the Keirsey Temperament Sorter C) using Cattell's 16 personality factors D) focusing on Eysenck's three factor model E) considering the Revised NEO Personality Inventory

A) organizing traits around the Big Five personality framework

1) Leadership is best defined as ________. A) the ability to influence a group toward the achievement of a vision or set of goals B) the process of drawing up formal plans and monitoring their implementation C) the process of carrying out the vision and strategy provided by management D) the process of coordinating and staffing the organization and handling day-to-day problems E) the proper use of the influence gained exclusively as a result of one's organizational position

A) the ability to influence a group toward the achievement of a vision or set of goals

42) Which of the following is true about the effectiveness of charismatic leadership? A) Research shows scant correlations between charismatic leadership and high performance. B) Charisma may not always be generalizable. C) Charisma appears most successful when the environment is stress-free. D) Charismatic leaders usually surface when the organization is stable and successful. E) Charismatic leadership qualities are best utilized in lower-level management jobs.

B) Charisma may not always be generalizable.

21) Which model represents the theory that effective group performance depends on the proper match between a leader's style and the degree to which the situation gives control to the leader? A) leader-member exchange model B) Fiedler's contingency model C) Hersey and Blanchard's situational leadership model D) Vroom and Yetton's leader-participation model E) House's path-goal model of leadership

B) Fiedler's contingency model

6) Emotional intelligence (EI) is critical to effective leadership because one of its core components is ________. A) conscientiousness B) empathy C) optimism D) introversion E) perfectionism

B) empathy

14) Jim, a VP at a large company, helps employees with personal problems, is friendly and approachable, treats all employees as equals, and expresses appreciation and support. In the light of the Ohio State Studies, this indicates that Jim, as a leader, is ________. A) task oriented B) high in consideration C) high in initiating structure D) low in relationship orientation E) production oriented

B) high in consideration

57) Trust which is based on a mutual understanding of each other's intentions and appreciation of the other's wants and desires is referred to as ________. A) substitute trust B) identification-based trust C) attributional trust D) assumption-based trust E) socialized trust

B) identification-based trust

30) Which of the following leadership theories argues that because of time pressures, leaders establish a special relationship with a small group of their subordinates—the in-group, who are trusted, get a disproportionate amount of the leader's attention, and are more likely to receive special privileges? A) situational leadership theory B) leader-member exchange C) path-goal D) expectancy E) Fiedler's theory

B) leader-member exchange

43) Leaders who clarify role and task requirements to accomplish established goals exhibit a(n) _________ style of leadership. A) transformational B) transactional C) charismatic D) authentic E) situational

B) transactional

33) According to the LMX theory, a leader implicitly categorizes followers as "in" or "out" ________. A) after careful performance analysis B) on a temporary basis C) early in the interaction D) because of political pressure E) only after several months of working together

C) early in the interaction

15) The two dimensions of leadership behavior identified in the University of Michigan studies are ________. A) absolute leadership and contingency leadership B) transformational leaders and authentic leaders C) employee-oriented leaders and production-oriented leaders D) initiating structure and consideration E) initiation and completion

C) employee-oriented leaders and production-oriented leaders

5) According to research, which of the Big Five personality traits is the most important in effective leaders? A) conscientiousness B) openness C) extraversion D) agreeableness E) emotional stability

C) extraversion

27) In the context of Fiedler's model, the situational dimension termed ________ relates to the degree of influence a leader has over power variables such as hiring, firing, discipline, promotions, and salary increases. A) task structure B) leader-member exchange C) position power D) initiating structure E) leader-member relations

C) position power

36) Believing that in-group members are the most competent, leaders invest their resources in them. This, in turn, leads the in-group members to show higher levels of performance at their jobs. This chain of events reflects the concept of ________. A) assumption fallacy B) reverse engineering C) self-fulfilling prophecy D) Newcomb's paradox E) predestination paradox

C) self-fulfilling prophecy

19) Contingency theories focus on the ________ that impact leadership success. A) leader's personal characteristics and qualities B) leader's abilities to inspire and transform followers C) situational variables D) values and ethics E) aspects of the leader's behavior

C) situational variables

8) Your company's HR director is a believer in trait theories of leadership. He believes that he can differentiate leaders from nonleaders by focusing on personal qualities and characteristics. The HR director plans to promote Lawrence, a highly extraverted manager with a great deal of ambition and energy to the position of VP, Manufacturing. He asks for your expertise in helping him to apply trait theory to leadership selection within your company. The director believes that because of his innate characteristics, Lawrence will be highly effective at helping the company achieve its production goals. You advise the director against basing his decision purely on traits because ________. A) research has identified emotional stability as the strongest predictor of leadership effectiveness B) studies have found that the Big Five traits are difficult to identify in leaders C) studies have shown that traits are poor predictors of leadership effectiveness D) research has found that conscientiousness is a better predictor of effectiveness than extraversion E) research has shown that effective managers are often unlikely to become effective leaders

C) studies have shown that traits are poor predictors of leadership effectiveness

26) Which of the following situational dimensions identified by Fiedler relates to the degree to which job assignments are procedurized, that is, structured or unstructured? A) leader-member relations B) task orientation C) task structure D) initiating structure E) productivity oriented

C) task structure

52) All of the following are consequences of a relationship of trust between supervisors and employees, except that ________. A) trust facilitates information sharing B) trusting groups are more effective C) trust discourages taking risks D) trust enhances productivity E) company bottom lines are positively influenced by trust

C) trust discourages taking risks

7) Which of the following statements accurately reflects the conclusions about the trait theories of leadership? A) Traits were better predictors of leadership 20 years ago than they are now. B) The Big Five traits are inadequate for predicting leadership. C) Traits are especially useful for distinguishing between effective and ineffective leaders. D) Traits do a good job of predicting the emergence of leaders. E) Overall, traits are poor predictors of leadership.

D) Traits do a good job of predicting the emergence of leaders.

11) In the context of behavioral dimensions of leadership identified in the Ohio State Studies, initiating structure refers to the extent to which ________. A) a person's job relationships are characterized by mutual trust, respect for employees' ideas, and regard for their feelings B) a leader engages in participative management C) a leader is accepting of and respects individual differences among various team members D) a leader is likely to define and structure his or her role and those of employees in the search for goal attainment E) a leader initiates efforts to communicate personally with employees

D) a leader is likely to define and structure his or her role and those of employees in the search for goal attainment

9) Which of the following theories of leadership implies that individuals can be trained to become leaders? A) trait theories B) LMX theory C) contingency theories D) behavioral theories E) Fiedler model

D) behavioral theories

39) Which of the following is not a key characteristic of a charismatic leader? A) sensitivity to follower needs B) unconventional behavior C) vision and articulation D) focus on maintaining status quo E) willingness to take risks

D) focus on maintaining status quo

34) According to research relating to the LMX theory of leadership, which of the following does not appear to characterize in-group members? A) demographic characteristics similar to those of the leader B) attitudes similar to those of the leader C) personality characteristics similar to those of the leader D) gender opposite to that of the leader E) higher level of competence than out-group members

D) gender opposite to that of the leader

10) The Ohio State Studies narrowed the independent dimensions of leader behavior to two that substantially accounted for most of the leadership behavior described by employees: consideration and ________. A) employee-orientation B) empathy C) constructing vision D) initiating structure E) charisma

D) initiating structure

49) Which of the following would best serve as evidence to support the conclusion that an individual is an authentic leader? A) The leader is cautious about information sharing and tends to provide updates only to top management. B) In business exchanges, the leader puts the company's bottom line before his or her ideals. C) The leader acts in the company's best interest as long as those interests don't conflict with his personal ambitions. D) The leader constantly questions his or her values. E) The leader inspires a great deal of trust in his or her followers.

E) The leader inspires a great deal of trust in his or her followers.

18) The behavioral dimensions identified by the University of Michigan's Survey Research Center are closely related to those identified in the Ohio State Study. Employee-oriented leadership is similar to ________, and production-oriented leadership is similar to ________. A) initiating structure; consideration B) task-orientation; relationship-orientation C) transformational leadership; authentic leadership D) authentic leadership; transformational leadership E) consideration; initiating structure

E) consideration; initiating structure

3) Which theory of leadership differentiates leaders from nonleaders by focusing on personal qualities and characteristics? A) Fiedler's model B) attributes theory C) LMX theory D) contingency theory E) trait theory

E) trait theory

47) Researchers are conducting a study of a company called Acme Corp., which they believe to be led by a transformational leader. Which of the following, if true, would most support the conclusion that Acme's leader is a transformational leader? A) Acme's top managers often disagree over defining the organization's goals. B) Acme's goals tend to be very ambitious and to hold personal value for employees. C) Acme has a centralized decision-making structure. D) Acme's performance has held at average levels for the past three years. E) Acme's compensation plans are designed to reward short-term results.

B) Acme's goals tend to be very ambitious and to hold personal value for employees.

51) ________ is a psychological state that exists when you agree to make yourself vulnerable to another because you have positive expectations about how things are going to turn out. A) Consideration B) Trust C) Empowerment D) Empathy E) Respect

B) Trust

20) The first comprehensive contingency model for leadership was developed by ________. A) Hersey and Blanchard B) Blake and Mouton C) Fred Fiedler D) John Kotter E) Douglas Surber

C) Fred Fiedler

48) Two companies, Roland Media and Go! Corp., are both headed by transformational leaders. However, Roland Media showed much greater profitability over a 5-year time period than did Go! Corp. Which of the following best explains why Roland Media performed better than Go! Corp. under transformational leadership? A) Roland Media's leader goes through a complex bureaucratic structure, whereas Go! Corp.'s leader regularly interacts with the company's workforce to make decisions. B) Unlike Go! Corp.'s employees, Roland Media's employees don't readily give up decision-making authority. C) Roland Media is a small, privately held firm, whereas Go! Corp. is a large, complex public company. D) Roland Media is headquartered in a low power distance region, whereas Go! Corp. is headquartered in a country that is high in power distance. E) Roland Media's employees tend to be more highly individualistic than do Go! Corp.'s employees.

C) Roland Media is a small, privately held firm, whereas Go! Corp. is a large, complex public company.

40) Which of the following is true regarding whether charismatic leaders are born or made? A) Charismatic individuals are not born with traits that make them charismatic. B) Charismatic leaders are usually not achievement oriented. C) Charisma cannot be learned. D) Most experts believe individuals can be trained to exhibit charismatic behaviors. E) Personality has shown no link to charismatic leadership.

D) Most experts believe individuals can be trained to exhibit charismatic behaviors

41) According to evidence, what is the first step a charismatic leader takes to influence followers? A) developing a formal vision statement B) engaging in emotion-inducing and often unconventional behavior C) setting an example for followers through actions and words D) articulating an appealing vision E) communicating high performance expectations

D) articulating an appealing vision

2) Which of the following statements regarding leadership is true? A) All leaders are managers. B) Formal rights ensure good leadership. C) All managers are leaders. D) All leaders are hierarchically superior to followers. E) Nonsanctioned leadership is as important as formal influence.

E) Nonsanctioned leadership is as important as formal influence.