Chapter 16

A manager using employee-centered leader behavior _____. a. ensures employees are satisfied with their jobs b. is keenly interested in performance c. pays close attention to his or her subordinates' work d. gives primary importance to work procedures

a

A manager who uses punishment and emotional threat to lead is using which type of leadership power? a. Coercive b. Referent c. Expert d. Reward

a

According to the path-goal theory of leadership, what is the primary function of a leader? a. To clarify behaviors that lead to rewards b. To avoid the use of directive leadership c. To avoid achievement-oriented leader behavior d. To change a situation based on personality traits

a

As a manager, Azim holds a lot of referent power. He must tell his staff that he needs as many of them as possible to work this coming weekend because a project is behind schedule. He knows some employees will be upset. What type of power can Azim use to encourage loyalty and teamwork from his staff? a. Inspirational appeal b. Instrumental compliance c. Coercion d. Rational persuasion

a

Atmir has extensive experience in biology research, and he is frequently asked to speak at conferences on his latest work. Many in the lab want to work with him just to learn from him. Which type of power does Atmir possess? a. Expert b. Referent c. Legitimate d. Reward

a

Directive leadership is less effective when _____. a. structure is high and the degree of formality is high b. structure is low and the degree of formality is high c. structure is low and the degree of formality is low d. structure is high and the degree of formality is low

a

Eli has found that organizational rewards do not inspire him, and he would rather do freelance work because of the independence it offers him. For Eli, what does independence act as? a. Leadership neutralizer b. Leadership substitute c. Charisma d. Organizational characteristics

a

Helena regularly consults with her subordinates, and she solicits their suggestions and lets them help in decision making. According to path-goal theory, Helena is exhibiting which type of leader behavior? a. Participative b. Directive c. Supportive d. Achievement-oriented

a

How can organizational leadership use the Leadership Grid when evaluating new managers? a. To determine training needs b. To understand what they do c. To identify predictable relationships for success d. To focus on what they do

a

Jane is the CEO of Dreiden Publishing Company. She is highly influential, not only in her own firm, but throughout the industry. Jane is principled in her leadership style and projects an air of self-confidence. Jane's particular form of interpersonal attraction makes her a _____. a. charismatic leader b. situational leader c. substitute leader d. transformational leader

a

Jordan Automotive is required to use a highly integrated system that links MRP, production, inventory, and sales is warranted with its client. The costs of such a system are high, and the conversion process is extensive. Because it involves dramatic changes to job and process designs, management anticipates resistance throughout the company. Facing the decision for a major computer upgrade, which situational leadership model is best suited to prescribe appropriate leadership behavior at Jordan Automotive? a. Vroom's decision tree approach b. The LPC theory c. The path-goal theory d. The LMX approach

a

Mikel has a good relationship with his supplier but thinks his company can negotiate better prices. After presenting his idea to his manager, his manager and senior leadership used Vroom's approach to decision making. What should Mikel's managers consider when using Vroom's model? In choosing a situational leadership model to support the company's needs, which of the following factors is most important in this scenario? a. Subordinate participation b. Situation and leader favorability c. Rewards and goal clarity d. Subordinate relationships

a

Petra knows what is expected of her at work, and she has procedures and precedents to rely on when she is uncertain. Which of the following does Petra experience a high degree of? a. Task structure b. Favorableness c. Leader-member relations d. Position power

a

Ramon was recently hired as the president and CEO of a fledgling company in the emerging solar battery technology industry. He is joining the company in the wake of a scandal that toppled the former management team. An external audit revealed that the previous organizational leaders had misappropriated grant money received from the U.S. government. Ramon has been hired to restore the government's faith in the company and to establish a culture of moral integrity within the firm. Which leadership skills will be important for Ramon in this position? a. Ethical b. Charismatic c. Cross-cultural d. Strategic

a

Recently, Eli, a fellow manager, asked Jewel to support his request for the firm to open a childcare center at its site. Jewel has no opinion regarding a childcare center, but she supported Eli's request anyway, with the hopes that he will support her next proposal. Which type of political behavior does this demonstrate? a. Obligation b. Inducement c. Persuasion d. Coercion

a

Researchers looking at characteristics such as intelligence, assertiveness, or height to identify leadership ability were using which approach to leader behavior? a. Trait b. Situational c. Behavior d. Attractiveness

a

The emerging pressures for stronger corporate governance models are likely to mean that leaders will _____. a. be held more accountable for the consequences of their actions b. be expected to have cross-cultural experience c. need to have charisma d. have to consider environmental trends and issues

a

When considering the three elements of charismatic leaders, how would a leader energize others? a. By demonstrating personal confidence b. By envisioning the future c. By empathizing with them d. By expressing confidence in them

a

Which of the following helps managers assess a situation quickly and accurately so they can make appropriate decisions regarding employee participation? a. Vroom's decision tree approach b. Path-goal theory c. LPC theory d. Two-factor theory

a

Which of the following identifies situations in which leader behaviors can be replaced by other things? a. Substitutes for leadership b. Charismatic leadership c. Transformational leadership d. Charisma

a

Which of the following is a form of political behavior that involves convincing others to support a goal on grounds that are objective and logical as well as subjective and personal? a. Persuasion b. Coercion c. Transformation d. Inducement

a

Which of the following is true of referent power? a. It is based on identification, loyalty, or charisma. b. It is the power to force compliance. c. It is derived from information or expertise. d. It is associated with authority, not leadership.

a

Why is management needed in organizations? a. To achieve orderly results b. To create change c. To keep aligned with the environment d. To influence behavior without coercion

a

Why is transformational leadership becoming more vital to the success of a business? a. Rapid change and turbulent environments b. Increased need for charisma in the workplace c. Higher levels of cohesion and inflexibility of expectations d. Increased independence of remote workers

a

Woojin wears a shirt and tie to work every day, even though it isn't required. He also asked to be placed on high-profile projects so that he can be linked to successful work. Which of the following is Woojin using? a. Impression management b. Strategic leadership c. Political behavior d. Transformational leadership

a

According to the path-goal theory, which leader behavior includes being friendly and approachable and treating team members as equals? a. Achievement-oriented b. Supportive c. Directive d. Participative

b

According to the theory of charismatic leadership by Robert House, which trait do charismatic leaders often possess? a. A sense of mission b. Strong need to influence others c. Beyond ordinary expectations d. Inspired ways of thinking

b

After several years of service at her company, Melanie was just promoted to a middle management position. This promotion gives Melanie which type of power? a. Expert b. Legitimate c. Coercive d. Reward

b

By assuming that there was one set of answers to the leadership puzzle, early approaches to the study of leadership adopted which perspective of leadership? a. Employee-centered b. Universal c. Situational d. Job-centered

b

During the interview process, Olesia told a highly qualified candidate that if they accepted the position, the company would cover the cost of relocation and provide an additional bonus. What did Olesia use to encourage the candidate to accept the position? a. Obligation b. Inducement c. Persuasion d. Coercion

b

For which reason might employees engage in political behaviors? a. To advance the goals of others b. To protect themselves from others c. To diminish the power of others d. To influence salary and hiring decisions

b

How can managers reduce the likelihood of political behavior by subordinates? a. By decreasing diversity b. By providing subordinates with responsibility c. By using inducements d. By enhancing their own images

b

One of the things L'Meese does as a leader is establish formal lines of communication with her subordinates. According to the Ohio State studies, L'Meese is using which type of leader behavior? a. Job-centered b. Initiating-structure c. Consideration d. Employee-centered

b

Pallavi has a high concern for production. However, her department has high turnover and low morale. What should Pallavi focus on, based on the Leadership Grid, to improve the effectiveness of her leadership style? a. Profits b. People c. Production d. Process

b

Rachel works in a male-dominated industry. She is a passionate advocate for increasing gender diversity. For years she has championed the recruitment and advancement of qualified female employees at her firm. As she worked her way up the corporate ladder, Rachel was able to increase her influence because of _____. a. strategic planning b. political behaviors c. charisma d. ethics

b

Ramkumar has a lot of charisma, and his coworkers enjoy working on projects with him because they can identify with him and his attitudes. Many of his coworkers have adopted a similar work schedule, and the same style of dress as Ramkumar. Which type of power does Ramkumar have? a. Expert b. Referent c. Legitimate d. Reward

b

Raul is preparing performance reviews and salary increase suggestions for his staff, which he will then submit to his manager for approval. When determining praise and recognition, which type of power will Raul need to use? a. Referent b. Reward c. Coercive d. Expert

b

Sushil spends a lot of time with new employees, and uses employee-centered leader behaviors. She does this so that employees can perform at high levels as quickly as possible. What is Sushil likely to do when she has new employees? a. Develop a cohesive work group. b. Explain work procedures in great detail. c. Establish informal lines of communication. d. Pay little attention to subordinates' work.

b

The emerging pressures for stronger corporate governance models are likely to increase commitment to select individuals with _____. a. impression management b. high ethical standards c. charisma d. visionary leadership

b

The leader-member exchange (LMX) model of leadership _____, a. is recommended for situations when time is of the highest importance in making a decision b. stresses the importance of variable relationships between supervisors and each of their subordinates c. suggests that managers can use four types of leader behavior to clarify subordinates' paths to goal attainment d. involves being friendly and approachable, showing concern for subordinate welfare, and treating members as equals

b

Thoughtful attention to the needs of people for satisfying relationships leads to a comfortable, friendly organization atmosphere and work tempo. According to the Leadership Grid, when this is coupled with very low concern for production, which type of management results? a. Impoverished management b. Country club management c. Authority-compliance d. Team management

b

What is the vertical dyad described in the leader-member exchange approach? a. Each path-goal connection in the path-goal theory of leadership is referred to as a vertical dyad. b. Each superior-subordinate pair in the LMX model is referred to as a vertical dyad. c. Each branch in Vroom's development-driven decision tree is referred to as a vertical dyad. d. Each of the 16 scales on the LPC measure is referred to as a vertical dyad.

b

Which of the following is a concept that identifies situations in which leader behaviors are neutralized or replaced by characteristics of the subordinate, the task, and the organization? a. Transformational leadership b. Substitutes for leadership c. Charismatic leadership d. Strategic leadership

b

Which of the following is a task characteristic that may neutralize or substitute for leadership? a. Inflexibility b. Availability of feedback c. Formalization d. Rigid reward structure

b

Which of the following is true of charismatic leaders? a. They do not make any mistakes. b. They set high expectations. c. They succeed only in turbulent environments. d. Their shortcomings are magnified.

b

Which style of leadership identified in the LPC theory is similar to job-centered and initiating-structure behaviors in the generic approaches to leadership? a. Management oriented b. Task oriented c. Relationship oriented d. Delegation oriented

b

Which type of power is granted by the organization hierarchy to be accorded to people occupying a particular position? a. Referent b. Legitimate c. Expert d. Reward

b

Why have traditional approaches to leadership theories generally failed? a. They assume relationships are unpredictable. b. Social systems and individuals are complex. c. They are based on a dependable prescription for leadership. d. Only task-oriented jobs are considered.

b

Yui and Arayla don't always get along well, and as a result, they frequently engage in politically motivated behavior to make themselves look good, while making the other look bad. What can their manager do to try to manage political behavior? a. Meet with each privately to discuss the issue. b. Get disagreements out in the open. c. Eliminate the autonomy they currently have. d. Promote healthy competition between the two.

b

According to Fiedler, when considering situational approaches to leadership, what is the key situational factor? a. Task structure b. Degree of mutual trust between the leader and the group c. Favorableness of the situation from the leader's perspective d. Position power

c

According to Tannenbaum and Schmidt's leadership continuum, what is a manager who uses the strongest level of boss-centered leadership likely to do? a. Present a problem, get suggestions, and make decisions. b. Present an ideas and invite questions. c. Make a decision and announce it. d. Permit subordinates to function within limits.

c

According to a survey, who is most likely to engage in political behaviors? a. Minorities b. Women c. Upper levels of management d. Entry level professionals

c

According to the Leadership Grid, which approach to leadership is thought to be the most ideal because of the interdependence on a common stake in the organization? a. Authority-compliance b. Impoverished management c. Team management d. Middle-of-the-road management

c

According to the Michigan studies, which trait does Likert find most consistent with employee-centered leader behavior? a. Bureaucratic b. Rigid c. Flexible d. Process-driven

c

Although she could have refused the project, Marah agreed to work on it because she knows that if she does well, her manager will consider her for a promotion. Which type of power is Marah's manager using? a. Coercion b. Legitimate request c. Instrumental compliance d. Inspirational appeal

c

Amina is on a team looking at new health insurance options that will help save the organization money. The team knows that any changes to the policy will result in concern for the employees. Which decision-making style can Amina and her team use to get suggestions from employees before making a decision? a. Facilitate b. Decide c. Consult d. Delegate

c

As a manager, Rabeya exhibits job-centered leader behavior. This means that Rabeya _____. a. ensures employees are satisfied with their jobs b. is interested in developing a cohesive work group c. pays close attention to her subordinates' work d. gives primary importance to the welfare of her subordinates

c

Destani has to approve all job assignments, and she must sign off on all raises, bonuses, or other incentives that Sabine wants to give to her team. According to the LPC theory, Sabine has _____. a. strong task power b. strong position power c. weak position power d. weak task power

c

DownUnder Clothing is a growing apparel company based in Delhi, India. Management at the firm has little exposure to Western practices and no experience operating in the United States. Eli was born and raised in the United States, but he has worked in India for the past seven years. Eli was recently hired by DownUnder Clothing to head up its North American expansion efforts. Which of Eli's leadership skills was DownUnder Clothing hoping to capitalize on? a. Ethical b. Charismatic c. Cross-cultural d. Strategic

c

Eva has worked in the accounts payable department at her firm for over 20 years. Her job has changed during this time, as advancements in computer technology have essentially eliminated all potential for processing errors. Eva operates with little supervision because of her extensive experience and the routine nature of her job. Which form of leadership should Eva's manager use? a. Charismatic b. Situational c. Substitute d. Transformational

c

How can transformational leadership be defined? a. As one that models consistent behavior b. As understanding the complexities of the organization and environment c. Going beyond ordinary expectations d. As having a great deal of interpersonal attraction

c

Leaders using consideration behavior _____. a. are keenly interested in performance b. establish formal lines of communication c. attempt to establish a friendly and supportive climate d. determine how tasks will be performed

c

Marvin has 12 subordinates on his work team. He gives extra responsibility and privileges to Ilene, Jay, and Ira. The other nine members of the team receive much less of Marvin's time and attention. According to the LMX model, those other nine members are _____. a. underperformers b. the in-group c. the out-group d. inflexible

c

Megawatt Manufacturing is a 125-year-old U.S. manufacturing firm. Traditionally, the overwhelming majority of employees were white men. But with increased diversity efforts, many employees are female, and there are many Hispanics, African Americans, and Asian Americans now working for the company. Montazar, the new plant manager, has worked at several manufacturing plants throughout the country and has experience working with and managing a diverse workforce. Which leadership skills will be valuable to Montazar in this position? a. Ethical b. Charismatic c. Cross-cultural d. Strategic

c

On Kaia's most recent performance review, it was noted that she is to work on developing a vision for her department and her employees, as well as how to achieve those goals. Which leadership skill has Kaia been asked to work on? a. Problem solving b. Planning budgets c. Establishing direction d. Motivating

c

Petra, the CEO of a large office supply company, is working on making the firm more efficient and profitable, while maintaining a leadership role in innovation. She changed the reward system, overhauled procedures, and restructured the firm. Which type of leader is Petra? a. Situational b. Charismatic c. Transformational d. Authoritarian

c

Ronald is a manager at Breezo, Inc. People enjoy working for Ronald because he shows true concern for his subordinates. According to the Ohio State studies, Ronald is using _____. a. job-centered behavior b. initiating-structure behavior c. consideration behavior d. employee-centered behavior

c

Steve's usual method for getting his staff to do their jobs is to threaten to dock their pay or put reprimands in their files if they do not comply. This is an example of which type of power? a. Expert b. Referent c. Coercive d. Reward

c

The HR manager insisted that an increase in staff for the production team was simply not in this year's budget. Kelly, the production manager, argued that the upgrade would save money in the long run, as the work would go faster. Additionally, the staff would be able to do their jobs more easily, leading to higher morale as well as lower turnover. Which type of political behavior is reflected in the given scenario? a. Obligation b. Inducement c. Persuasion d. Coercion

c

The concept of substitutes for leadership suggests that a need for independence is which type of characteristic that might neutralize leader behavior? a. Leader b. Task c. Subordinate d. Organizational

c

Ugar is the department head of the cardiac wing at a hospital. His staff understands his vision for the cardiac wing, and he encourages their cooperation on strategic decisions that support that vision. Which of the following is a likely skill Ugar uses to lead people? a. Problem solving b. Planning budgets c. Aligning people d. Organizing structure

c

What can leadership, in conjunction with management skills, do for an organization? a. Produce orderly change. b. Establish structure for accomplishing plans. c. Keep it aligned with its environment. d. Produce a degree of predictability with stakeholders.

c

What is the premise of Vroom's decision tree approach to leadership? a. Managers should delegate whenever possible. b. The situation should be assessed in terms of how important it is. c. The approach should change depending on the situation. d. Decisions should be made based on the relationship between the leader and the subordinate.

c

Which of the following did Fiedler argue about the relationship between the leader's style and its relationship to a specific situation? a. Leaders should avoid using guidelines and procedures and make the task more flexible. b. Leadership is least likely to be effective if it is relationship oriented. c. Leadership style is fixed, so situations must be changed to match the leadership style. d. Leaders should let tasks dictate the need for increased power.

c

Which of the following focuses on interpersonal attraction and is most closely associated with the trait approach? a. Path-goal route to leadership b. Substitutes for leadership c. Charismatic leadership d. Situational leadership

c

Which of the following is a function of management, but not leadership? a. Aligning people b. Establishing direction c. Planning and budgeting d. Motivating and inspiring

c

Which of the following is an organizational characteristic that can substitute for leadership? a. Task variety b. A flexible reward structure c. Group cohesion d. Informal policies

c

Which of the following is true of political behavior in organizations? a. It is greater at the lower levels of an organization. b. It should be eliminated using orders. c. It plays a useful role in some situations. d. It can be eliminated by maximizing competition among managers.

c

Which of the following is true of strategic leadership? a. It is limited to understanding complexities within the organization. b. It explicitly relates leadership to the role of lower-level management. c. It leads change to achieve a superior alignment between a firm and the environment. d. It is defined as the ability to inspire support and acceptance through charisma.

c

A strategic leader needs a thorough understanding of the organization itself, including _____. a. its future b. significant trends c. issues on the horizon d. its culture

d

According to a basic premise of Vroom's decision tree, after evaluating the characteristics of a problem or decision, the leader will _____. a. clarify subordinates' paths to goal attainment in terms of this specific decision b. assign it to members of the in-group to define and solve c. complete a measuring scale to determine the person with whom the leader is able to work best to solve the problem d. determine an appropriate decision style that specifies the amount of subordinate participation

d

All other things being equal, which type of leader is most likely to influence others? a. Transformational b. Ethical c. Strategic d. Charismatic

d

Duane is the department head of the production unit at Lelov Technology. He is considered a great leader. Duane is particularly noted for his ability to execute plans by energizing people to overcome problems. He does this by fulfilling the basic needs of his employees, such as respect and the need for fulfillment. Which of the following leadership functions describes Duane's actions? a. Staffing b. Planning budgets c. Aligning people d. Inspiring

d

During her performance appraisal, Ozlem's manager suggested she consider a transfer to another department. She told her manager she enjoys her current job and the people she works with. Ozlem's manager explained that if Ozlem were to transfer, she would likely be considered for project management positions within a year, a great benefit to her career. What did Ozlem's manager use to help her see the benefits of this new position? a. Personal identification b. Inspirational appeal c. Information distortion d. Rational persuasion

d

In the LPC measure, what does a high score reflect on the part of the leader? a. Negative qualities b. Task orientation c. Positive qualities d. Relationship orientation

d

In which type of behavior does the leader clearly define the leader-subordinate role so that everyone knows what is expected? a. Consideration b. Referent c. Employee-centered d. Initiating-structure

d

Japan is generally characterized by the view that the group is more important than any individual in it. This is known as _____. a. individualism b. groupthink c. diversity d. collectivism

d

Jolanta has noticed a decline in sales for one of her staff members. She asked her employee to look at it and have them identify why sales are low. She asked her staff to try and define the problem and come up with a solution. According to Vroom's decision tree, Jolanta is exhibiting which decision-making style? a. Facilitate b. Decide c. Consult d. Delegate

d

Polani works in a male-dominated industry. She is a passionate advocate for increasing gender diversity. As she worked her way up the corporate ladder, Polani presented herself in a professional, composed manner to demonstrate that women can effectively serve in leadership roles at the company. What did Polani use to help promote gender diversity in her organization? a. Cultural norms b. Environmental cues c. Strategic leadership d. Impression management

d

Russell is the president of the smallest business unit of a large conglomerate. He has been disappointed by the organization's unwillingness to embrace promising new business opportunities in the marketplace. He finds the corporation's traditional organizational structure and leadership style inhibiting. Two months ago, Russell was approached by the CEO of another company. This leader is hard-driving, with an exciting vision of the future. When offered a job at this inspirational CEO's firm, Russell knew he would be working with which type of leader? a. Charismatic b. Situational c. Substitute d. Transformational

d

Russell was recently hired by Megawatt International, a growing battery technology company. He earned the top management position because of his ability to align organizational competencies with environmental conditions. Which of Russell's leadership skills did Megawatt International find especially attractive? a. Ethical b. Charismatic c. Transformational d. Strategic

d

Steve decides how projects are assigned to his staff and has final approval on overtime hours. Which type of power is this? a. Expert b. Referent c. Legitimate d. Reward

d

The LPC theory classifies leaders into two types based on _____. a. whether they display ethical conduct or not b. whether they use reward power or legitimate power c. whether they can make important decisions under pressure d. whether they are task oriented or relationship oriented

d

The use of noncoercive influence to shape the group's goals and motivate behavior toward the achievement of those goals is the definition of the _____. a. property of leadership b. property of management c. process of management d. process of leadership

d

What is a direct and intentional effort by someone to enhance his or her image in the eyes of others? a. Charismatic leadership b. Political behavior c. Ethical leadership d. Impression management

d

When developing a human network for achieving an agenda, which of the following would be done by a manager, regardless of leadership skills? a. Communicate the direction b. Build a coalition c. Influence teams d. Delegate responsibility

d

Which leadership style will likely be best for a person who has an internal locus of control? a. Directive b. Achievement-oriented c. Supportive d. Participative

d

Which of the following is a property of leadership? a. Using noncoercive influence to shape a group b. Motivating the behavior of others c. Defining group and organizational culture d. Being accepted as a leader by others

d

Which political tactic is a manager using who threatens to withhold support or rewards? a. Creation of an obligation b. Inducement c. Persuasion d. Coercion

d

Which type of leadership includes the capability to understand the complexities of both an organization and its environment and to lead change in the organization to achieve and maintain a superior alignment between the organization and its environment? a. Ethical b. Charismatic c. Transformational d. Strategic

d