Chapter 14

Which type of leader behaviour is demonstrated by a CEO who visits company plants to meet and talk to employees at all levels in order to better understand their concerns and feelings? a. Consideration b. Reciprocity c. Self-confidence d. Autonomy e. Initiating structure

a. Consideration

Which of the following is an example of a situational theory of leadership? a. Fiedler's contingency theory b. Charismatic leadership theory c. Stimulus-response theory d. Equity theory of leadership e. Trait theory

a. Fiedler's contingency theory

_____ is the process of influencing others to achieve group or organizational goals. a. Leadership b. Transaction c. Interpersonal influence d. Reinforcement e. Autonomy

a. Leadership

The two types of visionary leadership are _____. a. charismatic leadership and transformational leadership b. situational leadership and strategic leadership c. transformational leadership and transactional leadership d. situational leadership and transactional leadership e. tactical leadership and charismatic leadership

a. charismatic leadership and transformational leadership

The normative decision theory _____. a. helps leaders determine how much employee participation should be used in decision making b. states that the situation determines what leadership style to use c. assumes that certain inalienable characteristics determine the most effective leaders d. assumes leader behavior can be fitted to subordinate characteristics e. assumes leaders are generally unable to change their leadership style

a. helps leaders determine how much employee participation should be used in decision making

In Fiedler's contingency theory, the term _____ refers to the degree to which leaders are able to hire, fire, reward, and punish workers. a. position power b. situational favorableness c. initiating structure d. authority-compliance e. task structure

a. position power

Which of the following statements about leaders and managers is true? a. Leaders are more concerned with means, while managers are more concerned with ends. b. Organizations need both leaders and managers. c. Most organizations place greater emphasis on leadership than on management. d. Managers are critical to inspiring employees and setting long-term direction. e. Leaders are critical to getting out the day-to-day work.

b. Organizations need both leaders and managers.

According to the path-goal theory of leadership, which of the following leadership styles involves being friendly and approachable to employees, showing concern for them and their welfare, treating them as equals, and creating a friendly climate? a. Achievement-oriented leadership b. Supportive leadership c. Leadership empowerment d. Directive leadership e. Participative leadership

b. Supportive leadership

Which of the following is a rule used within normative decision theory to increase decision acceptance? a. The leader information rule b. The commitment requirement rule c. The goal congruence rule d. The problem structure rule e. The subordinate information rule

b. The commitment requirement rule

_____ is leadership that creates a positive image of the future that motivates organizational members and provides direction for future planning and goal setting. a. Supportive leadership b. Visionary leadership c. Autocratic leadership d. Participative leadership e. Power-oriented leadership

b. Visionary leadership

The two kinds of charismatic leaders are _____. a. effective charismatics and ineffective charismatics b. ethical charismatics and unethical charismatics c. visionary and nonvisionary leaders d. transformational and transactional leaders e. optimistic charismatics and pessimistic charismatics

b. ethical charismatics and unethical charismatics

Transformational leaders _____. a. have moral standards that put their interests before everyone else's b. help followers see how their jobs fit with the organization's vision c. do what is best for themselves instead of their organizations d. do not allow followers to question assumptions e. often rely on discipline to bring performance up to standards

b. help followers see how their jobs fit with the organization's vision

Transactional leaders often _____. a. put their interests before their organization's needs b. rely too heavily on discipline or threats to bring performance up to standards c. motivate followers by providing them with meaningful and challenging work d. help followers see how their jobs fit with the organization's vision e. pay special attention to individual needs by creating learning opportunities

b. rely too heavily on discipline or threats to bring performance up to standards

_____ is the ability to anticipate, envision, maintain flexibility, and work with others to initiate change that will create a positive future for an organization. a. Empathetic leadership b. Progressive leadership c. Strategic leadership d. Autocratic leadership e. Initiating leadership

c. Strategic leadership

Which of the following is an example of an environmental contingency in path-goal theory? a. Subordinate experience b. Perceived ability c. Task structure d. Subordinate performance e. Locus of control

c. Task structure

The _____ is an organization's set of procedures, rules, and policies. a. position power b. locus of control c. formal authority system d. primary work group e. situational favorableness

c. formal authority system

Which of the following is NOT one of the four leadership styles identified in the path-goal theory of leadership? a. Participative b. Directive c. Achievement-oriented d. Charismatic e. Supportive

d. Charismatic

A study was conducted by a company on how leadership behavior influences employees' attitude toward their job. It was found that it is important for leaders to be friendly with and to show concern for their employees to promote job satisfaction. Which of the following leadership behaviors is emphasized in this scenario? a. Achievement orientation b. Initiating structure c. Compliance d. Consideration e. Task orientation

d. Consideration

Which one of the following traits refers to high levels of effort and is characterized by achievement, motivation, energy, tenacity, and initiative? a. Honesty b. Emotional stability c. Self-confidence d. Drive e. Integrity

d. Drive

When an individual is running for a local political office, he or she makes lots of promises to people. When the individual wins the election and assumes office, he or she is often unable to carry out the political promises. In the context of leadership traits, the individual lacks _____. a. self-confidence b. drive c. charisma d. integrity e. empathy

d. integrity

_____ is a leadership that generates awareness and acceptance of a group's purpose and mission and gets employees to see beyond their own needs and self-interest for the good of the group. a. Virtual leadership b. Autocratic leadership c. Charismatic leadership d. Transactional leadership e. Transformational leadership

e. Transformational leadership

The founder of a medical products distributor, establishes challenging goals for his employees and is confident that they will be able to achieve these goals. In terms of the path-goal theory, the founder is exhibiting a(n) _____ leadership style. a. participative b. relationship-oriented c. charismatic d. supportive e. achievement-oriented

e. achievement-oriented

According to the Blake/Mouton leadership grid, _____ leadership style occurs when leaders care about having a friendly, enjoyable work environment but don't really pay much attention to production or performance. a. authority-compliance b. team management c. impoverished management d. middle-of-the-road e. country club

e. country club

In Fiedler's contingency theory, the term _____ refers to the degree to which a particular condition either permits or denies a leader the chance to influence the behavior of group members. a. initiating structure b. cognitive dissonance c. task favorableness d. position power e. situational favorableness

e. situational favorableness

Relatively stable characteristics such as abilities, psychological motives, or consistent patterns of behavior, form the basis for the _____ theory of leadership. a. expectancy b. situational c. contingency d. path-goal e. trait

e. trait