OB Chapter 13

Which of the following is not a general category of leader behaviors? A. transactional B. task-oriented C. relationship-oriented D. passive E. transformational

A

Which of the following is not a characteristic of an in-group exchange? A. reciprocal influence B. mutual respect C. sense of common fates D. economic exchange E. social relationship

D

_______ leadership is an example of passive leadership. A. Defensive B. Transactional C. Laissez-faire D. Neutral E. Tactile

C

Tammy participates actively in the weekly team meetings, but when it comes to doing her work, she tends to do it her own way, often disregarding company policies and her boss's wishes. Tammy is probably a(n) A. rebel. B. diplomat. C. partisan. D. independent. E. helper.

A

The leadership theory that is based on the assumption that leaders develop unique one-to-one relationships with each of the people reporting to them is A. leader-member exchange. B. servant leadership. C. transformational. D. transactional. E. house's path-goal.

A

To derive effective solutions in short time spans with limited information, leaders primarily need A. cognitive abilities. B. emotional intelligence. C. interpersonal skills. D. strategic skills. E. business skills.

A

__________ is the use of manipulation, a cynical view of human nature, and a moral code that puts results over principles. A. Machiavellianism B. Narcissism C. Psychopathy D. Ethnocentrism E. Laissez-faire syndrome

A

___________ focuses on clarifying employees' role and task requirements and providing followers with positive and negative rewards contingent on performance. A. Transactional leadership B. Transformational leadership C. Consideration D. Empowerment E. Initiating structure

A

Jim is the daytime supervisor for an automobile assembly line. He supervises 45 workers who perform routine jobs that require minimal training. Which of the following statements would indicate that Jim is following the transactional model of leadership? A. Jim has a certain idea about how he should behave as a leader and what he should do for his team of workers. B. Jim sets goals, monitors progress toward goal achievement, and rewards and punishes people for their level of goal accomplishment. C. Jim's leadership skills are most effective when applied to match the characteristics of the situation at hand. D. Jim wants to develop a partnership with his team illustrated by reciprocal influence, mutual trust, respect and liking, and a sense of common fates. E. Jim likes to provide the guidance and support needed by employees and ties meaningful rewards to completion of objectives.

B

Kevin manages a group of eight project engineers, all of whom have worked for the company for over five years. Almost every day, Kevin and Joe, Carlos, and Kim, who are three of his subordinates, go to the cafeteria and play bridge while eating lunch. Joe, Carlos, and Kim receive very good performance reviews and are typically given the most challenging projects. What theory best explains this situation? A. transformational leadership B. LMX C. transactional leadership D. House's path-goal theory E. laissez-faire leadership

B

The primary purpose of ________ behaviors is to ensure that people, equipment, and other resources are used in an efficient way to accomplish the mission of a group or organization. A. empowerment B. task-oriented C. relationship-oriented D. passive E. transformational

B

Wendy is a large-scale project manager. She can break down a project into its component parts, create the project timelines, and ensure that milestones are met. Wendy is much more focused on end results than specific roles or the overall mission of the organization. This is an example of ______ leadership. A. relationship-oriented B. task-oriented C. work group D. optimal E. position-oriented

B

When a leader is trying to instill pride, respect, and trust within employees, he or she is engaging in A. inspirational motivation. B. idealized influence. C. individualized consideration. D. intellectual stimulation. E. laissez-faire leadership.

B

Which of the following is not an implication of transformational leadership? A. Transformational leaders may be unethical. B. Transformational leadership cannot work virtually. C. Transformational leadership affects individual, group, and organizational effectiveness. D. The best leaders are not just transformational. E. The first step of transformational leadership is inspirational motivation.

B

Alana says to her subordinates, in essence, "Let me provide tangible support to help you reach your goals." Alana is engaging in A. inspirational motivation. B. idealized influence. C. individualized consideration. D. intellectual stimulation. E. charismatic behavior.

C

Which of the following is not a characteristic of a servant-leader? A. foresight B. building community C. charisma D. awareness E. empathy

C

Which of the following is not a characteristic of an out-group exchange? A. economic exchange B. formality C. mutual liking D. negotiating the relationship between performance and rewards E. fewer common interests

C

________ leadership theory is based on the idea that people have beliefs about how leaders should behave and what they should do for their followers. A. Transformational B. Transactional C. Implicit D. Explicit E. Servant

C

According to research, which of the following statements about men's and women's leadership traits is true? A. Men display more social leadership than women. B. Women display more task leadership than men. C. Men are more assertive than women. D. Men are more autocratic than women. E. Women are more autocratic than men.

D

Connie knows that Benton Inc. is not growing. In fact, it's lost a lot of business to new competitors. She asks her managers 1. What is Benton Inc. doing wrong? 2. What can the company do to turn things a round? 3. Should the goals or mission of the company change? She wants them to question the status quo and seek innovative and creative solutions to organizational problems. What kind of behavior is Connie exhibiting? A. inspirational motivation B. idealized influence C. individualized consideration D. intellectual stimulation E. charismatic behavior

D

Fiona is the daytime supervisor for an online sales company. She supervises 57 people who perform relatively routine jobs that require minimal training. The shop is unionized, so Fiona has little latitude when it comes to dismissing poor performers. However, she does have the authority to transfer employees and has been known to reassign poor performers to less desirable jobs on in the company. Fiona has a reputation for only transferring employees with just cause, and generally is viewed as a fair supervisor by her employees. Although she would like greater autonomy to determine salaries, Fiona generally divides bonuses and raises equally among her employees. To do otherwise would likely create conflict with union members and representatives. According to Fiedler's model, how would Fiona's leader-member relations be described? A. nonexistent B. poor C. moderate D. good E. absolute

D

In empowering employees, to lead for progress, managers should A. inspire subordinates. B. delegate important tasks. C. support and coach employees. D. monitor and reward employees. E. help employees identify their passions at work.

D

Katie is a very positive manager. She's optimistic about the company, the goals, and she rarely gets upset, even when things go wrong. Katie is a __________ leader. A. charismatic B. task-oriented C. consultative D. relationship-oriented E. laissez-faire

D

Leader-member exchange theory focuses on the leader's A. traits. B. behavior. C. vision. D. relationships with followers. E. position in the organization.

D

Which of the following interpersonal traits has research shown to have a negative relationship with leadership effectiveness? A. communication skills B. openness to experience C. emotional intelligence D. narcissism E. emotional stability

D

Which of the following statements about leadership effectiveness is false? A. You do not need to have a formal position of authority to be a leader. B. Researchers have estimated that 50 percent of all managers around the world are incompetent or ineffective. C. Leadership effectiveness is partly a function of situational factors. D. Demographic characteristics such as gender have no effect on leadership behaviors. E. Individual differences significantly impact leadership effectiveness.

D

_________ involves leader behavior associated with creating mutual respect or trust and focuses on a concern for group members' needs and desires. A. Empowerment B. Transformational leadership C. Servant leadership D. Consideration E. Laissez-faire leadership

D

__________ leadership focuses on increased benefit to others rather than to oneself. A. Transformational B. Relationship-motivated C. LMX D. Servant E. Inspirational

D

Carol is a behind-the-scenes kind of person, but everyone wants her on their committee because those committees tend to meet their objectives. Which of the following statements might describe why people want Carol on their committee? A. To be a leader, you must have formal authority. B. Leadership can only be assessed at the group level. C. Leaders must be evaluated at the beginning of a project. D. The criteria for assessing leadership effectiveness are always unclear. E. You do not need to have a formal position of authority to be a leader.

E

Joaquin is usually the first one to volunteer at the weekly team meetings to take on additional tasks like taking notes for the meeting. Joaquin would probably be categorized as a(n) A. rebel. B. diplomat. C. partisan. D. independent. E. helper.

E

Which of the following is not considered a contingency factor in House's path-goal theory? A. employee's need for clarity B. employee's need for achievement C. task structure D. work group dynamics E. leader acceptance

E

When a leader is resolving disputes and facilitating communication among subordinates, he or she is engaging in ________ behaviors. A. interaction-facilitation B. supportive C. value-based D. achievement-oriented E. path-goal clarifying

A

"Let me share a vision that transcends us to a greater good" is a statement that reflects A. inspirational motivation. B. idealized influence. C. individualized consideration. D. intellectual stimulation. E. transactional leadership.

A

According to Fiedler's theory, a high-control situation favors a __________ leader. A. task-motivated B. relationship-motivated C. charismatic D. consultative E. laissez-faire

A

Fiedler's model uses the _________ scale to measure a person's leadership style. A. least preferred coworker B. least preferred boss C. conscientiousness D. extraversion E. contingency

A

In Fiedler's model, ________ refers to the extent that a leader has the support, loyalty, and trust of the work group. A. leader-member relations B. LMXC. laissez-faire D. relationship-motivation E. consideration

A

Jen runs a medium-sized credit processing company. Everyone gets along and does their job, but Jen feels the employees are not really invested in the company. Jen volunteers as an ESOL teacher twice a week, helping immigrants learn English. She is inspired by doing this volunteer work, and she decides to offer all the employees an opportunity to volunteer "on the clock" at whatever they choose. Each employee will meet with Human Resources, create a plan and submit a schedule. Jen is ______ by empowering employees and leading for meaningfulness. A. inspiring subordinates B. delegating important tasks C. supporting and coaching employees D. monitoring and rewarding employees E. providing training and mentoring

A

Which of the following is not one of the key leader behaviors that are part of transformational leadership? A. matching the behavior to the situation B. inspirational motivation C. idealized influence D. individualized consideration E. intellectual stimulation

A

According to Fiedler's theory, a moderate-control situation favors a __________ leader. A. task-motivated B. relationship-motivated C. charismatic D. consultative E. laissez-faire

B

Drake is running for Congress during a time of conflict. He has a strong, craggy, dominant look—similar to Clint Eastwood. His campaign manager says that this gives him an advantage over his opponent. This reflects a A. cognitive map. B. leadership prototype. C. path-goal schema. D. situational construct. E. follower construct.

B

Fiedler's contingency model identifies which leadership styles? A. transactional or transformational B. task-motivated or relationship-motivated C. servant or laissez-faire D. active or passive E. trait or behavioral

B

In an in-group exchange, a leader is attempting to A. inspire followers. B. create trust and mutual obligation. C. initiate structure. D. perform service to others. E. create more formality in expectations and rewards.

B

In which of the following situations would a leader's situational control be considered high? A. leader-member relations good; task structure low; position power weak B. leader-member relations good; task structure high; position power weak C. leader-member relations poor; task structure high; position power strong D. leader-member relations poor; task structure low; position power strong E. leader-member relations poor; task structure low; position power weak

B

Jim is the daytime supervisor for an automobile assembly line. He supervises 45 people who perform relatively routine jobs that require minimal training. The shop is unionized, so Jim has little latitude when it comes to dismissing poor performers. However, he does have the authority to transfer employees and has been known to reassign poor performers to less desirable jobs on the assembly line. Jim has a reputation for only transferring employees with just cause, and generally is viewed as a fair supervisor by his employees. Although he would like greater autonomy to determine salaries, Jim generally divides bonuses and raises equally among his employees. To do otherwise would likely create conflict with union members and representatives. According to Fiedler's model, what would the task structure of Jim's employees be considered? A. absolute B. high C. medium D. low E. nonexistent

B

Leaders increase psychological empowerment by engaging in behaviors that enhance perceptions of A. intrinsic and extrinsic motivation. B. meaningfulness, self-determination, competence, and impact. C. hope, efficacy, resilience, and optimism. D. pride, joy, and achievement. E. leader-member relations, task structure, and leader position power.

B

Marge is managing several new strategies. Her team knows that she is under pressure to bring all these projects in on schedule and within budget. Marge wants to empower Jason, her assistant project manager, to lead for self-determination or choice. She should A. inspire Jason to broaden his horizons. B. delegate important tasks to Jason. C. support and coach Jason. D. monitor and reward Jason. E. provide training and mentoring for Jason.

B

Michael wants to be president of his division. Everything he does is geared to that objective. He pushes his employees to to meet higher quotas, criticizes anyone who doesn't put in 10 to 12 hour days, and demands results before the due date. He is arrogant and dominant. Michael is A. behaving in a Machiavellian manner. B. exhibiting narcissism. C. having psychopathy. D. being ethnocentric. E. having the laissez-faire syndrome.

B

Tanya is the night supervisor for a data processing company. She supervises 26 workers who perform routine jobs that require minimal training. Which of the following statements would indicate that Tanya is following the transformational model of leadership? A. Tanya wants to develop a partnership with his team illustrated by reciprocal influence, mutual trust, respect and liking, and a sense of common fates. B. Tanya seeks to motivate employees to pursue organizational goals above their own self-interests. C. Tanya likes to provide the guidance and support needed by employees and ties meaningful rewards to completion of objectives. D. Tanya sets goals, monitors progress toward goal achievement, and rewards and punishes people for their level of goal accomplishment. E. Tanya's leadership skills are most effective when applied to match the characteristics of the situation at hand.

B

Transactional leadership encompasses all of the following except A. goal setting. B. social interaction. C. monitoring progress toward goal achievement. D. giving feedback. E. administering discipline.

B

Frank is the manager for a grocery store. He supervises 18 workers who perform service and clerical work that requires minimal training. Which of the following statements would indicate that Frank is following the servant-leadership model of leadership? A. Jim seeks to develop leadership in others and focuses on objectives that surpass the immediate needs of the group. B. Jim sets goals, monitors progress toward goal achievement, and rewards and punishes people for their level of goal accomplishment. C. Jim refrains from engaging in self-serving behaviors that hurt others and focuses on increased service to others rather than to himself. D. Jim wants to develop a partnership with his team illustrated by reciprocal influence, mutual trust, respect and liking, and a sense of common fates. E. Jim likes to provide the guidance and support needed by employees and ties meaningful rewards to completion of objectives.

C

Managers should _______ in order to empower them, to lead for competence. A. inspire subordinates B. delegate important tasks to employees C. support and coach employees D. monitor and reward employees E. help employees identify their passions at work

C

______ is a lack of concern for others, impulsive behavior, and a lack of remorse or guilt when one's actions harm others. A. Machiavellianism B. Narcissism C. Psychopathy D. Ethnocentrism E. Laissez-faire syndrome

C

________ behaviors are when a leader is planning, scheduling, organizing, and coordinating work. A. Interaction-facilitation B. Supportive C. Work-facilitation D. Achievement-oriented E. Path-goal clarifying

C

Marianne manages a landscaping company. She supervises 19 people who perform relatively routine jobs that require minimal training. Because she is only the manager, not the owner, Marianne has little latitude when it comes to dismissing poor performers. However, she can move employees to positions where they don't receive tips. Marianne has a reputation for being fair. Although she would like greater autonomy to determine salaries, Marianne generally divides bonuses among her employees. Otherwise, the owner might think she is playing favorites. According to Fiedler's contingency model, how would you characterize the level of situational control in these circumstances? A. negligible B. low C. moderate D. high E. absolute

D

The __________ approach attempts to identify the unique ways of acting displayed by effective leaders. A. leader prototypes B. trait C. situational D. behavior styles E. transformational leadership

D

The dimensions of situational control in Fiedler's model are A. LMX, task structure, and work facilitation. B. locus of control, task ability, and need for achievement. C. task structure and work group dynamics. D. leader-member relations, task structure, and position power. E. LMX, task structure, and personal power.

D

The general strategy for the practical application of situational theories includes all of the following except A. identify important outcomes. B. identify situational conditions. C. match leadership to the conditions at hand. D. stick to one leadership style. E. identify relevant leadership behaviors.

D

The type of follower who is most compliant with leadership is the A. diplomat. B. partisan. C. counselor. D. helper. E. rebel.

D

Daniel has been promoted three times. As he moves up in the organization, he will increasingly need A. cognitive abilities. B. interpersonal skills. C. only business skills. D. only strategic skills. E. both business and strategic skills.

E

In an out-group exchange, a leader is attempting to A. inspire followers. B. create trust and mutual obligation. C. initiate structure. D. perform service to others. E. create more formality in expectations and rewards.

E

In which of the following situations would a leader's situational control be considered low? A. leader-member relations good; task structure low; position power weak B. leader-member relations good; task structure high; position power weak C. leader-member relations poor; task structure high; position power strong D. leader-member relations poor; task structure low; position power strong E. leader-member relations poor; task structure low; position power weak

E

Martin is the daytime supervisor for a packaging assembly line. He supervises 38 workers who perform routine jobs that require minimal training. Which of the following statements would indicate that Martin is following the path-goal model of leadership? A. Martin has a certain idea about how he should behave as a leader and what he should do for his team of workers. B. Martin does not feel like taking responsibility for leading his team because their jobs require minimal training. C. Martin's leadership skills are most effective when applied to match the characteristics of the situation at hand. D. Martin wants to develop a partnership with his team illustrated by reciprocal influence, mutual trust, respect and liking, and a sense of common fates. E. Martin likes to provide the guidance and support needed by employees and ties meaningful rewards to accomplishment of objectives.

E

Sam is a manager for a large dry cleaning establishment. He supervises 23 people who perform relatively routine jobs that require minimal training. The shop is unionized, so Sam has little latitude when it comes to dismissing poor performers. However, he does have the authority to transfer employees and has been known to reassign poor performers to less desirable jobs on the line. Sam has a reputation for only transferring employees with just cause, and generally is viewed as a fair supervisor by his employees. Although he would like greater autonomy to determine salaries, Sam generally divides bonuses and raises equally among his employees. To do otherwise would likely create conflict with union members and representatives. According to Fiedler's model, how would Sam's position power be described? A. expert B. political C. strong D. moderate E. weak

E

Which of these would you not see from an inspiring transformational leader? A. inspirational motivation B. idealized influence C. individualized consideration D. intellectual stimulation E. authoritarian leadership

E

______ is the leader behavior that organizes and defines what group members should be doing to maximize output. A. Transactional leadership B. Transformational leadership C. Consideration D. Empowerment E. Initiating structure

E