(13) BUSN Ch 12
e
"Come with me on a journey into the future. We will change the way people interact with each other and with their environment. The world will be a better place because of the products we will produce." These are statements likely made by a(n) _______________ leader. A. transformational B. situational C. charismatic D. transactional E. visionary
c
A leader with strong position power who is relationship-oriented will be most effective when leader-member relations are _____________ and task structure is ___________. A. good; high B. poor; low C. poor; high D. weak; strong E. good; low
c
According to the managerial grid, _____________. A. leaders who showed a greater concern for production than for people were promoted at a greater speed than those showed a greater concern for people B. followers would not support a leader who showed a balanced concern for both production and people C. leaders performed best with a high concern for people and a high concern for production D. a middle-of-the-road leadership style was least effective E. most successful leaders exercised a concern for production more than a concern for people
e
According to Robbins' definition, which one of the following would he consider a leader? A. Garnet is the production worker the other people in her department turn to for advice. B. Ruby is the secretary in a small insurance office. C. Emerald is an independent real estate broker who maintains her own office. D. Opal is the only person in the quality department. E. Jewel is a respected group leader in the plumbing department.
d
Although personal traits may vary among leaders, _________ has consistently been associated with the process of leadership. A. high emotional intelligence B. problem-solving ability C. good communication skill D. the desire to lead E. charisma
c
Attempts to identify a set of traits that distinguished leaders from non-leaders failed because __________. A. parental guidance and early-life experiences were more likely to determine whether a person later became a leader B. leaders are made, not born C. these attempts ignored the interactions between leaders and their group members D. traits associated with leadership are distributed equally throughout the population E. traits associated with leadership are culture-specific
e
Bobby is using the Situational Leadership theory to help him improve his leadership. Often he is looking at his follower's motivation and skill set. The theory would say Bobby is assessing which of the following? A. Leader-member exchange B. Feedback C. Self-efficacy D. Least preferred coworker E. Readiness
e
Dr. Weiss is a research scientist with a major pharmaceutical company. In his position he has great flexibility in determining his research projects but he is expected to work toward certain organizational goals. He has presented five technical papers to his national professional group and received high praise for his work. According to the path-goal theory, Dr. Weiss would respond best to a(n) ________ leadership style. A. participative B. laissez-faire C. directive D. supportive E. achievement-oriented
a
For purposes of research, a key component of leadership is the ability to _________. A. influence others B. climb up the organizational chart C. gain the respect of peers while still a non-manager D. support his/her manager E. meet deadlines
d
For purposes of research, a key component of leadership is the ability to _________. A. support his/her manager B. climb up the organizational chart C. meet deadlines D. influence others E. gain the respect of peers while still a non-manager
a
How do followers judge a leader's credibility? A. By observing and evaluating the leader's honesty, competence, and ability to inspire. B. By becoming a part of the in-group. C. By checking every statement from the leader for truthfulness. D. By watching the leader's style (autocratic, democratic, laissez-faire) of management. E. By deciding whether the leader is task- or employee-oriented.
e
How do followers judge a leader's credibility? A. By watching the leader's style (autocratic, democratic, laissez-faire) of management. B. By checking every statement from the leader for truthfulness. C. By deciding whether the leader is task- or employee-oriented. D. By becoming a part of the in-group. E. By observing and evaluating the leader's honesty, competence, and ability to inspire.
e
In some instances the actions of leaders don't matter because _________. A. in a global organization, leaders can't be everywhere and have little influence B. the effects of the marketplace neutralize the actions of leaders C. in a team environment, leaders are superfluous D. workers will do what they want regardless E. characteristics of the work or the worker may substitute for formal leadership
c
In the Michigan studies, the behaviors of interest were __________ and _____________. A. task completion; employee development B. quality-centered; quantity centered C. job-centered; employee-centered D. nurturing; commanding E. structure; consideration
e
Jay's subordinates would follow him anywhere, do anything for him because they know he would protect them and their interests. They know he would not ask them to do anything he wouldn't do himself. Jay is deserving of his subordinates' ______________. A. derision B. contempt C. obedience D. honesty E. trust
e
One important premise of Fiedler's contingency model is ____________. A. leaders who focus on production more than relationships need not worry about the situation factors B. two contingency variables exist along with three leadership styles, resulting in six total combinations C. followers will naturally prefer leaders who are employee-oriented D. leaders are able to adjust their leadership style to fit the situation E. a person's leadership style does not change
c
People feel drawn to Collette as if by a magnet. She makes those around her feel indispensable to her "cause": a department that is the highest performing in the company. Her followers work hard to achieve their goals, knowing she will support them when they take calculated risks. Collette fits the description of a(n) _________ leader. A. transactional B. directive C. charismatic D. supportive E. achievement-oriented
a
Reuben runs the fry station at a fast food joint. His manager asked him to mop the floors but Reuben doesn't want to despite knowing how and having performed this task before. According to Hersey and Blanchard, the manager should ___________. A. allow Reuben to share in the decision making B. delegate the task to another worker C. tell Reuben he has no choice D. sympathize with Reuben but make him do it anyway E. discipline Reuben for refusing to follow instructions
b
Roseanne is excellent at sharing a compelling vision with others. Despite being a young entrepreneur, she often has the ability to gather support based just on her vision. Which of the following would best describe Roseanne's leadership? A. Transactional B. Transformational C. High LMX D. Follower readiness E. Goal focused
e
Situational leadership theory focuses on the ______________ because ________________. A. situation; that is what determines the effectiveness of the leader B. organization; the culture of the organization determines what is and is not acceptable behavior C. position; acceptable behavior is defined by the level of the leader in the organization D. leaders; they control the situation E. followers; they are the ones who accept or reject the leader
b
Solomon uplifts the spirits of his employees, making them believe they can accomplish anythinglong dashand some have reached levels of performance they thought impossible. He has the lowest turnover of any department in his company. Solomon is a ___________ leader. A. participative B. transformational C. supportive D. delegative E. transactional
d
The Iowa State studies focused on the _____________. A. amount of instruction and explanation given to followers B. amount of latitude the leader had when determining how work was done C. amount of concern the leader had for his/her followers D. leadership styles of democratic, autocratic, and laissez-faire E. emphasis placed on getting work done
d
The Michigan studies found that ____________. A. while employees preferred an employee-centered leader, their output declined under such a leader B. democratic leadership was preferred by the majority of workers C. leadership style didn't matter so long as the leader kept the workers focused on their tasks D. job satisfaction is higher when the leader developed relationship with employees and took care of their needs E. leaders who emphasized production were more likely to be respected by their followers
b
The ability to create and articulate a fascinating and credible picture of the future is best left to which of the following descriptions of leaders? A. Transactional B. Visionary C. Transformational D. High lmx E. Charismatic
c
The common theme of the contingency theories is _________. A. as long as the relationship with followers is positive, the situation is irrelevant B. each looked at leadership from the perspective of the follower C. each seeks to define the best leadership style for different kinds of situations D. each was trying to identify the best situation for a leader E. they all assume that for a given situation, there is one best behavior the leader should display
a
The concept of trust is made up of integrity, competence, consistency, loyalty, and openness. Of the five dimensions, which one seems to be most critical when someone assesses another's trustworthiness? A. Integrity B. Loyalty C. Openness D. Competence E. Consistency
d
The definition of a leader is someone who can __________ others and who has authority. A. guide B. inspire C. relate to D. influence E. manage
c
The main finding of the leader-member exchange theory is ____________. A. followers should seek to become like the leader if they wish to succeed B. leaders determine in advance who will succeed and who will not, then invest their resources in those who will C. leaders create in-groups and out-groups, with members of the in-group receiving greater rewards from the leader D. leaders exchange some of their power for the cooperation from the members E. leaders and members engage in an exchange of favors
d
Theories in leadership evolved from trait and behavior to include contingency models. What was the first comprehensive contingency model? A. Path-goal B. Leader-participation C. Situational leadership theory D. Fiedler contingency model E. Leader-member exchange
c
Trust is defined as which of the following? A. Belief in the leader's integrity B. High lmx C. Belief in the leader's integrity, character, and ability D. Belief in the leader's character E. Belief in the ability of the leader
a
Whether an employee is considered to be a leader, for the purposes of most research studies, depends on ____________. A. whether the employee has managerial authority B. the employee's level on the organization chart C. the degree of community involvement of the employee D. the employee's official title E. whether the employee is respected by his/her peers
d
Which of the following early theories of leadership defined leader behavior as concern for people and concern for production? The theorists went so far as to label one of their styles of leadership, "country club." A. University of Michigan B. University of Iowa C. Ohio State D. Managerial grid E. Maslow's Hierarchy
a
___________ studied in the Ohio State research is similar to the ___________ studied in the Michigan research. A. Initiating structure; production orientation B. Laissez-faire style; employee orientation C. Team style; country club style D. Employee orientation; consideration E. Concern for people; concern for production
d
"Intelligence will get you into the game of leadership but you need ____________ to stay in the game and advance in the organization," according to some leadership experts. In fact, without it, promotions are decidedly less likely. A. charisma B. to be part of the in-group C. a mentor D. emotional intelligence E. a strong, clear vision
b
Martha, the office gossip, would like to be promoted. She is technically skilled but has not earned the trust of her peers. Your advice to her would be to _______________. A. speak your feelings B. maintain confidences C. learn new skills D. be open to new experiences E. tell the truth
