PSYCH 358 Midterm
Participative leadership is effective with subordinates who have a strong need to control (internal locus of control). True False
T
Path-goal leadership is not a trait approach that locks leaders into only one kind of leadership. True False
T
Path-goal theory is based on motivation principles drawn from Expectancy Theory. True False
T
People with low scores on the LPC work better in categories 1 and 2 than 4 and 5. True False
T
SLII is used by many corporations to train leaders. True False
T
Situational leadership requires the clear recognition of subordinate needs. True False
T
Some studies have suggested that masculinity is a leadership trait. - True - False
T
The "great person" approach focuses on important political leaders. - True - False
T
The SLII model emphasizes flexibility in leadership style. True False
T
The situational approach contends that leadership involves both directive and supportive behaviors. True False
T
The skills approach is relatively new and has not been widely used in training and development. True False
T
The skills approach provides a structure consistent with leadership education programs. True False
T
The skills approach suggests that many individuals have the potential for leadership. True False
T
The style approach has been validated by a wide range of studies. True False
T
The style approach has failed to identify a universally effective leadership style. True False
T
The style approach suggests that leadership cannot be explained by any list of personality traits. True False
T
The trait approach emphasizes that leadership resides within the individual. - True - False
T
The trait approach failed to identify a definitive set of specific leadership traits. - True - False
T
The trait approach focuses primarily on the leader, not on the followers or the situation. - True - False
T
The trait approach has a century of research to back it up. - True - False
T
The validity and lack of correlation with other leadership measures of Fiedler's LPC Measure has been criticized. True False
T
The acronym VDL stands for Variation Dependent Leadership. True False
F
The problem with the LMX approach is that it gives little attention to the importance of communication in leadership. True False
F
The situational approach requires leaders to demonstrate a strong degree of control. True False
F
The skills approach is not descriptive. True False
F
The style approach is not heuristic. True False
F
The trait approach determines the most important traits in a highly objective way. - True - False
F
Whereas the skills approach emphasizes the personality characteristics of the leader, the trait approach emphasizes the behavior of the leader. - True - False
F
According to Blake and Mouton, which leadership style includes rewards and approval for people in return for their loyalty and obedience? A. paternalism/maternalism B. none of these C. opportunism D. middle-of-the-road E. authority/compliance
A
From what style does path-goal theory suggest that leaders should respond to dogmatic and authoritarian followers? A. directive style B. participative style C. achievement style D. supportive style
A
From which style does path-goal theory suggests that leaders should respond to autonomous group members with unstructured tasks? A. participative style. B. directive style. C. supportive style. D. achievement style.
A
In the skills model, crystallized knowledge refers to which of the following? A. intellectual ability acquired over time B. crystallized knowledge refers to none of these C. effectiveness D. motivation E. intelligence quotient
A
Select all options that accurately describe what directive leadership does. A. provides performance standards B. invites shared decision-making C. attempts to make work challenging
A
Select all the options that correctly complete this sentence: It is accurate to say that SLII is primarily A. prescriptive. B. well supported by research. C. descriptive.
A
You are leader of a group project for a class. The other group members seem insecure about whether they can complete the project, but it is apparent that they are competent enough to do a good job. In prior meetings, you have been coaching them on the project. Based on SLII, which leadership style should you exhibit at the next meeting? A. Style 3 B. Style 4 C. Style 2 D. Style 1
A
Select all the disadvantages of LMX theory. A. It discriminates against some subordinates. B. It runs counter to the human value of fairness. C. It directs our attention to the importance of the leader-member dyad.
A, B
Select the behaviors that social intelligence includes. A. self-monitoring B. appropriate public behavior C. acquiring social status
A, B
What can an organization use contingency theory to do? A. Tell whether a leader will work well in a new situation. B. Suggest changes to make in a lower-level position for a good manager-worker fit. C. Explain how a leader can be equally effective in any work situation.
A, B
Select all of the Individual Attributes. A. motivation B. general cognitive ability C. personality
A, B, C
Select all of the traits that are associated with effective leadership. A. self-confidence B. intelligence C. sociability D. none of these are associated with effective leadership
A, B, C
Select all the options that represent main components in path-goal theory. A. subordinate characteristics B. leader style C. work setting
A, B, C
Select the options that correctly complete this sentence: According to early LMX theory: A. the out-group has less influence with the leader than does the in-group. B. in-group members are chosen on the basis of compatibility with the leader. C. out-group members may not want to be in-group members. D. the leader usually expects extra duties from out-group members.
A, B, C
Social judgment is an individual attribute in the skills model. True False
F
Select all of the options that correctly complete this sentence: Emotional intelligence includes our ability to perceive and A. to express emotions. B. to manage emotions within one's self. C. to reason/understand emotions. D. to use emotions to facilitate thinking. E. emotional intelligence includes none of these.
A, B, C, D
Select the correct characteristics of the mature partnership phase. A. Reciprocity B. Mutual trust C. Respect D. Transformational relationships
A, B, C, D
Select all the options that path-goal theory suggests. A. Task and subordinate characteristics affect leadership effectiveness. B. Subordinates with an external locus of control should be directed. C. Leaders need confidence and articulateness. D. Leaders should help subordinates around their difficulties by removing obstacles.
A, B, D
Select all of the options that correctly complete this sentence: According to the trait approach, leaders should A. have integrity. B. be much smarter than their followers. C. have determination.
A, C
Select all the options that correctly complete this sentence: Using contingency theory, in a highly unstructured task, A. there would usually be several ways to do something. B. your boss would verify that you did it correctly. C. rules would be unclear.
A, C
Select the work experiences that contribute to leaders' knowledge and skills. A. mentoring B. none of these contribute to leaders' knowledge and skills C. hands-on experience D. challenging assignments
A, C, D
During the acquaintance phase of leadership making, subordinates tend to focus A. mostly on their own self-interests. B. on both their own and the group's interests. C. mostly on the group's interests. D. less on the group's interests. E. less on their own self-interests.
B
During the stranger phase of leadership making, how is it most accurate to describe roles? (Select all that apply.) A. tested B. scripted C. negotiated
B
Larry dislikes giving instructions to employees. He is uncomfortable with which of the following? (Select all that apply.) A. the nondirective approach B. task behavior C. process behavior
B
Sara is criticized for shifting her management style too much and is known as a leader who watches out for herself. She is a/an A. paternalistic leader. B. opportunistic leader. C. 1, 9 leader. D. 9, 1 leader. E. 9, 9 leader.
B
Select all of the options that correctly complete this sentence: In a major review in 1948, Stogdill suggested that A. extroversion was a definitive leadership trait. B. no consistent set of traits differentiated leaders from non-leaders. C. a consistent set of traits differentiated leaders from non-leaders. D. leadership traits were independent of situation factors.
B
Select all of the options that correctly complete this sentence: Researchers agree that leadership A. is an inborn trait. B. is influenced by the situation. C. cannot be learned.
B
Select all the items that measure performance outcome. A. original solutions to problems B. standard external criteria C. solutions that go beyond given information
B
What does using the path-goal approach, expectancy theory suggest? (Select all that apply.) A. Leaders' needs and followers' needs overlap. B. Followers are motivated if they think completing a given task will result in a valuable payoff. C. A leader should try to help followers reach their fullest potential.
B
Studies have shown that high LMX has a direct impact on employee creativity. True False
F
You are the leader of a small jazz band, comprised of four of your peers who have never been in a jazz group before. As the leader of the band, you have been very straightforward about how the band will function. You have clearly described each of the members' roles, and they are starting to catch on to how the group works. What style do you exhibit next? A. Style 3 B. Style 2 C. Style 4 D. Style 1
B
Select all of the options that correctly complete this sentence: The trait approach to leadership is appealing because A. it is based on subjective determinations of the important leadership traits. B. people have a need to see their leaders as gifted people. C. it has been in existence for over 100 years.
B, C
Select all the options that correctly complete this sentence: The individual attributes factor in the skills model suggests A. that traits are not important to leadership. B. that traits are important to leadership. C. that the skills model is not just a competency-based model.
B, C
Select all of the options which represent strengths of the trait approach. A. none of these are strengths of the trait approach. B. A century of research backs it up. C. It emphasizes the leader in the leadership process. D. It is intuitively appealing.
B, C, D
Jim is a district manager of Wendy's West Michigan. When he hires people, the most important thing he looks for is whether people are good problem solvers. Which approach or model is Jim using? A. Jim isn't using any of these B. Katz's skills approach C. the Mumford skills model D. the style approach. E. the trait approach
C
Jim is a manager of a Wendy's. He is very concerned with efficiency and with making employees happy. Which of the following is true of Jim? A. Jim is a compromiser. B. Jim is an impoverished leader. C. Jim is a high-high style leader. D. Jim is a country-club manager. E. Jim is low in initiating structure and high in consideration.
C
Select all of the options that correctly describe the trait approach. A. It lays out a set of hypotheses about leadership. B. It emphasizes behavior of leaders. C. It emphasizes leader personality.
C
Select all of the options that correctly describe trait research. A. provides useful data for training and development. B. none of these correctly describe trait research. C. shows that successful leaders tend to have certain identified traits. D. links traits to outcomes.
C
Select all options that accurately complete this sentence: The need for directive leadership increases when employees A. want to help make decisions. B. feel competent to complete their work. C. believe that outside circumstances control their lives. D. believe they are in charge of their lives.
C
Select all options that best characterize contingency theory. A. none of these characterize contingency theory B. exhaustive C. predictive D. descriptive
C
Select all the options that best describe path-goal theory. A. great person theory B. transformational theory C. motivational theory
C
Select all the options that correctly complete this sentence: According to Fiedler, if a leader's style does not match a situation, the leader can A. change her/his personality. B. adapt her/his leadership behavior to the situation. C. engage in situational engineering.
C
Select the types of skills that are most important for leaders operating at lower levels of management. A. technical and conceptual B. human and conceptual C. technical and human D. none of these are most important for leaders E. human, technical, and conceptual operating at lower levels of management
C
Which of the following attributes begins to decline in later adulthood? A. crystallized cognitive ability B. personality C. general cognitive ability D. motivation E. effectiveness.
C
Which of these is not a competency? A. all of these are competencies B. knowledge C. cognitive ability D. problem-solving skills E. social judgment skills
C
Which scholar(s) created the Leadership Grid? A. French and Raven B. Ohio State University researchers C. Blake and Mouton D. Kotter E. Stogdill
C
You are president of a large corporation. At a typical monthly meeting, each of your vice presidents gives standard area reports. In the past, these reports have been good, and the VPs seem satisfied about their work. Based on SLII, which leadership style should you exhibit at the next meeting? A. Style 3 B. Style 1 C. Style 4 D. Style 2
C
You have recently been made a department head of the new regional office. In getting to know your departmental staff, you have noticed that one of your inexperienced employees is not following through on assigned tasks. She is enthused about her new job and wants to get ahead in the organization. Which alternative represents the most effective leadership style for this situation? A. Let her know about the lack of follow-through and give her more time to improve her performance (S4). B. Discuss the lack of follow-through with her and explore possible ways to solve his problem (S3). C. Define the steps necessary to complete the assigned tasks and monitor her performance frequently (S1). D. Specify what she must do to complete the tasks but incorporate any suggestions she may have (S2).
C
Subordinates in the out-group receive more information and concern from their leaders than do in-group members. True False
F
Technical skills grow in importance as one moves up the managerial hierarchy. True False
F
A low LPC leader would perform best in which of the following situations? A. poor leader-member relations, low structure, strong power. B. poor leader-member relations, high structure, weak power. C. poor leader-member relations, high structure, strong power. D. good leader-member relations, high structure, strong power E. good leader-member relations, low structure, weak power.
D
Bill is in charge of hiring a new manager for the first shift on the production line. According to Katz' model, Bill should be looking for a person with which of the following types of skills? A. human and conceptual skills B. Bill shouldn't be looking for any of these skills C. technical skills D. human and technical skills E. conceptual skills
D
In the skills model, which of these is a general cognitive ability? A. intellectual ability acquired over time B. motivation C. knowledge D. information processing E. None of these is a general cognitive ability
D
Select all of the traits associated with charismatic leadership. A. physical attractiveness, height B. intelligence, self-confidence C. desire for power, desire to help others D. self-monitoring, impression management
D
Using contingency theory, in a highly structured task, A. there would be room for some experimentation. B. there would be less control by a leader and more by followers. C. there is no single best way to accomplish the task. D. both high and low lpc leaders could perform effectively. E. leaders need to have strong power to perform effectively.
D
Which of the following presents a competency-based approach to leadership? A. great person approach B. contingency approach C. trait approach D. skills approach E. style approach
D
Emotional intelligence has to do with two different domains and the interplay between them. Those two domains are A. task and process. B. mind and body. C. traits and styles. D. effective and reflective. E. affective and cognitive.
E
Mary has managed the mailroom for two years. Management views Mary as a person with special leadership talents, such as intelligence, sociability, and determination. Management is using which of the following approaches? A. styles approach B. attributions approach C. managerial grid approach D. skills approach E. trait approach
E
Which of the following is not a subordinate benefit of high LMX? A. increased job-related communication. B. increased performance-related feedback. C. ample access to supervisors. D. preferential treatment. E. increased relational communication.
E
The "great person" approach stresses that leaders' traits are learned. - True - False
F
The Big Five & Leadership meta-analysis found that the factor most strongly associated with leadership was conscientiousness. - True - False
F
"She is a natural leader" is a phrase commonly expressed by people who take a process perspective toward leadership. True False
F
A major strength of the trait approach is that it is quite useful for training. - True - False
F
A problem with LMX theory is that it appears to be unrelated to positive organizational outcomes. True False
F
According to Blake and Mouton, the "authority-compliance manager" is highly concerned with people and has little concern for results. True False
F
According to path-goal theory, achievement-oriented leadership is most effective in settings where followers are required to perform unambiguous tasks. True False
F
According to path-goal theory, when jobs are very complex, supportive leadership should be provided. True False
F
According to the Leadership Grid, opportunistic leaders rely primarily on the 5, 5 style of leadership. True False
F
Assisting group members in building cohesiveness is primarily a task behavior. True False
F
Contingency theory suggests that a leader's style is far more important than the leadership context. True False
F
Crystallized cognitive ability refers to one's innate intellectual ability or intelligence. True False
F
D4 subordinates are not certain that they can do the job by themselves. True False
F
Fiedler contends that it makes sense to try to train leaders to adapt their leadership styles. True False
F
From the framework of contingency theory, cleaning the milkshake machine at McDonald's is not a good example of a structured task. True False
F
High LPCs are more motivated by tasks. True False
F
In LMX, it is usually the leader who makes an offer to the subordinate for improved career-oriented exchanges. True False
F
In SLII, Style 2 is low directive and low supportive. True False
F
In SLII, delegating is ineffective with subordinates who are very competent and committed. True False
F
In his early studies, Stogdill found that leaders in one situation would almost always be leaders in another situation. - True - False
F
In the Leadership Grid, the 9, 9 type of leader prefers the middle ground, soft-pedals disagreement, and swallows convictions in the interest of progress. True False
F
In the situational approach, leadership style defines directive behaviors as those that help group members in goal achievement via two-way communication. True False
F
In the situational approach, leadership style refers to motivational principles. True False
F
In-group relationships are based on the formal employment contract (defined roles). True False
F
Katz states that human skills are most important for middle and top management levels. True False
F
Leadership research suggests conclusively that it is best for leaders to be high-task and high-relationship in all situations. True False
F
Low LPCs have a primary need to relate to people and a secondary need to get the job done. True False
F
Motivation and personality fall within the competencies component of Mumford's skills model. True False
F
One of the strengths of the situational approach is its clear conceptualization of subordinates' developmental levels. True False
F
One problem with contingency theory is the lack of research to support it. True False
F
Path-goal leadership is an approach to leadership for which many management-training programs have been developed. True False
F
Path-goal theory is a lot like coaching and giving guidance. True False
F
Path-goal theory predicts that subordinates who have a strong need for affiliation prefer directive leadership. True False
F
Personality and other personal characteristics are unrelated to the process of how in-groups are formed. True False
F
Mumford's research studied military personnel rather than business and organizational leaders. True False
T
Later studies of LMX showed that high-quality relationships between leaders and subordinates produce less employee turnover. True False
T
A disadvantage of path-goal theory is that its approach could foster subordinate dependency. True False
T
According to Situational Leadership, D3 subordinates may be highly skilled but also lack commitment. True False
T
According to contingency theory, no leader can be expected to perform well in every situation. True False
T
Based on results from later studies, Stogdill argued that personality and situational factors were both determinants of leadership. - True - False
T
Career experience is a strong influence on a leader's competencies. True False
T
Contingency theory is a leader-match theory. True False
T
During the first phase of leadership making, the interactions within the leader-subordinate dyad are generally low quality. True False
T
During the partner phase of leadership, the leader and the subordinate have reciprocal influence on each other. True False
T
Environmental influences are factors in a situation that lie outside the leader's competencies, characteristics, and experiences. True False
T
Human skills are important at all levels of management. True False
T
In LMX theory, leadership making suggests that leaders help everyone to be in the in group. True False
T
In LMX theory, the dyadic relationship is the focal point of the leadership process. True False
T
In SLII, Style 3 is high supportive and low directive. True False
T
In application, the trait approach can help individuals pinpoint their strengths and weaknesses. - True - False
T
In the Leadership Grid, a person who uses but does not integrate the 1, 9 and 9, 1 styles of leadership could be called a "benevolent dictator." True False
T
In work settings where the formal authority system is weak, leadership becomes a tool that helps subordinates by making the rules and work requirements clear. True False
T
LMX can be criticized for failing to fully explain the way high-quality, leader-member exchanges are created. True False
T
LMX challenged the assumption that leaders treated followers in a collective way, as a group, using an average leadership style. True False
T
