Ch 12

15. _____ leadership is defined as the set of behaviors that leaders use to change their organization and individuals for the better. a. Transformational b. Relations-oriented c. Transactional d. Charismatic

A

18. The most effective leaders: a. display both transactional and transformational leadership behaviors. b. tend to adopt a more task-oriented than relations-oriented leadership style. c. adopt a leadership style that makes them relations-oriented charismatic leaders. d. show extreme active and passive management-by-exception behavior patterns.

A

24. Leadership substitutes refer to: a. aspects of a situation that make leadership unnecessary. b. aspects that influences the external environment affecting leadership. c. aspects that overlook a crucial aspect of the leadership construct. d. aspects that hinder a leader's ability to act a particular way.

A

35. Leadership substitutes are aspects that hinder a leader's ability to act a particular way.

F

7. Which of the following statements is true about leadership skills? a. Interpersonal skills refer to a leader's ability to interact with others. b. Cognitive skills are developed through experience. c. Technical and interpersonal skills are more innate. d. Cognitive skills refer to a leader's knowledge about an organization.

A

Chapter 12—Leadership in Organizations MULTIPLE CHOICE 1. Which of the following refers to the "Great Man" theory? a. A theory of leadership that explained leadership by examining the traits and characteristics of renowned leaders of human history b. A theory in which leaders are more effective depending on the favorability of a leadership situation, which is described by leader-member relations and task structure c. A theory of leadership in which leaders treat each member differently, and as a result, develop unique relationships with each member d. A theory of leadership that tries to reveal a set of universal traits and skills that are relevant in all leadership situations

A

16. Which of the following aspects characterizes transformational leaders? a. Extreme task orientation b. Time and resource management c. Passive management-by-exception d. Individualized consideration

D

11. Which of the following statements about the managerial grid is true? a. It holds that task-oriented and relations-oriented behaviors are at two ends of the same spectrum. b. It holds that the quality of leadership style depends on the level of each behavior portrayed. c. It holds that a leader's personal history and knowledge can seldom influence his or her style. d. It holds that effective leaders should exhibit either task-oriented or relations-oriented leadership styles.

B

14. Which of the following statements is true about charismatic leaders? a. They usually possess an unwillingness to take personal risks. b. Not all charismatic leaders are positive role models. c. Charismatic leaders often lack confidence about their abilities. d. They do not promote any disillusioned ideals to gain power.

B

2. A theory of leadership that tries to reveal a set of universal skills that are relevant in all leadership situations is referred to as the _____ theory of leadership. a. path-goal b. traits-based c. contingency d. Great Man

B

20. During the stranger phase of the relationship cycle: a. leaders and followers know they can depend on each other and subordinates perform additional assignments. b. leaders rely on rules and contractual obligations to motivate performance and their interactions with subordinates are more formal. c. leader tests the subordinate's ability to cope with more responsibility, and the subordinate decides whether the leader is worth the extra effort. d. leader offers the subordinate a chance to increase his or her responsibility in the group and the subordinate accepts the new role.

B

21. Which of the following statements is true about Fiedler's contingency model? a. A low least-preferred-coworker score indicates a leader who is more relationship-oriented. b. Depending on the favorability of the situation, a different style of leadership is required. c. Fiedler suggests that leaders should adapt themselves to match the situation. d. Relationship-oriented leaders are more successful at the extremes of leadership situations.

B

22. Hersey and Blanchard believed that: a. leaders are fixed in their leadership style and that the situation should be changed to match the leader. b. leaders have the flexibility and range of skills to adapt their behavior to the maturity of their subordinates. c. the most important aspect of leadership is the followers' belief that they can complete a task and that they will gain rewards and satisfaction upon completion. d. each situation is characterized by certain variables that make the situation either favorable or unfavorable to lead.

B

25. Which of the following aspects of a situation hinders a leader's ability to act a particular way? a. Assumptions b. Neutralizers c. Competitors d. Substitutes

B

5. Technical skills of leadership refer to: a. a leader's ability to make decisions with sound reasoning. b. a leader's knowledge about an organization and job-related activities. c. a leader's ability to understand the internal and external environments. d. a leader's ability to interact with others.

B

6. John is an organization's marketing lead. He has sound knowledge about the organizational activities and can make effective job-related decisions. However, his team members are unable to achieve sales target that he sets without any delay. His team members complain that John does not respond or even pay attention to their problems and interests. This shows that John lacks _____ skills of leadership. a. cognitive b. interpersonal c. technical d. intellectual

B

9. Which of the following is a core benefit of relations-oriented leadership style? a. Improved performance b. Employee satisfaction c. Close monitoring d. Clearer objectives

B

10. Which of the following is a benefit of task-oriented leadership style? a. Employee satisfaction b. More creativity c. Improved performance d. Deeper commitment

C

12. Harry, a firm's marketing head, had certain characteristics that made him gain his team's loyalty. Moreover, he can elicit performance beyond expectations from his team members. He has the ability to motivate his team members through strong communication skills. From this description, it can be inferred that Harry is a _____ leader. a. transactional b. bureaucratic c. charismatic d. task-oriented

C

13. The three objectives of a charismatic leader are to: a. mark, motivate, and monitor. b. involve, integrate, and implement. c. envision, empathize, and empower. d. support, sympathize, and solve.

C

17. When a leader rewards an employee in terms of increased pay for completing a project much ahead of time, the leadership technique can be referred to as _____ leadership. a. transformational b. relations-oriented c. transactional d. charismatic

C

32. Transactional leaders are capable of producing effects that are rarely seen in groups led by different types of leaders.

F

23. Which of the following statements refers to House's path goal theory? a. A theory of leadership that explained leadership by examining the traits and characteristics of individuals considered to be historically great leaders. b. A theory in which leaders are more effective depending on the favorability of a leadership situation, which is described by leader-member relations, task structure, and positional power of the leader. c. A theory that states that the most important aspect in leadership is the follower's expectation that a task can be accomplished and that it will lead to rewards. d. A theory based on the interplay between the amount of task-related behaviors a leader exhibits and the level at which followers are mature enough to perform a specific task.

C

8. Referring to core values and fundamental beliefs, which of the following refers to a constant factor that drives behavior in variable situations? a. Knowledge b. Cognition c. Character d. Personality

C

19. Steve, the marketing lead in an organization, treats each of his team members differently and maintains unique relationships with them. Jerry and Henry are members of his team. He assigns more interesting tasks to Jerry and offers him more rewards. On the other hand, Henry is simply required to comply by formal rules and receives the standard benefits of the job. From this scenario it can be inferred that: a. Steve belongs to Jerry's out-group. b. Henry belongs to Steve's in-group. c. Henry belongs to Jerry's out-group. d. Jerry belongs to Steve's in-group.

D

3. Which of the following is one of the most common leadership traits? a. Self-sacrificing nature b. Sense of humor c. Contextual intelligence d. Self-confidence

D

4. _____ skills refer to a leader's ability to understand the internal and external environments, use sound reasoning to make decisions, and communicate effectively. a. Research b. Technical c. Financial d. Cognitive

D

26. Unlike technical skills, cognitive skills are developed through experience and practice.

F

28. Leaders with low personal integrity often adhere to a strong set of principles.

F

29. Task-oriented leadership behaviors contribute to subordinates' job satisfaction.

F

30. All charismatic leaders tend to be positive role models.

F

27. Social competency includes a leader's ability to be aware of how other people's attitudes are related to their behaviors.

T

31. The best leaders display both transactional and transformational leadership behaviors.

T

33. According to the leader-member exchange theory, leaders treat each member differently.

T

34. Fiedler's contingency model suggests that the situation should be changed to match the leader.

T