HRM 360 Ch.12
174) The ownership of Uptick Incorporated is looking for a new vice president of sales to take charge of their failing team of salespeople. Their inter-company research has shown that the sales team lacks motivation and initiative. The research has also shown that this group performs at a much higher level when led by someone who assigns individual tasks to follow, plans ahead, sets goals, and pushes subordinates to get their tasks accomplished. Which of the following questions will BEST help the owners of Uptick Incorporated find the right person for the new vice president of sales job? A) As a leader, do you believe in and follow initiating-structure behaviors? B) As a leader, do you make sure to use consideration with your employees? C) As a leader, do you find it important that your employees feel trust, respect, and kindness from you? D) As a leader, do you believe that your employees can accomplish tasks without your involvement?
A) As a leader, do you believe in and follow initiating-structure behaviors?
116) Which of the following is NOT considered when investigating the behavior approach to leadership? A) Certain situational elements influence leadership behaviors. B) Certain leadership behaviors result in high subordinate levels of satisfaction. C) Certain leadership behaviors result in high subordinate levels of performance. D) Leaders behave in specific ways towards their subordinates.
A) Certain situational elements influence leadership behaviors.
104) ________ involves behaviors indicating that a leader trusts, respects, and values good relationships with his or her followers. A) Consideration B) Strategic planning C) Consensus building D) Leader reward behavior
A) Consideration
96) ________ are given the authority to influence members to achieve organizational goals. A) Formal leaders B) Central leaders C) Informal leaders D) Influential leaders
A) Formal leaders
177) Mark Trudeau, an account representative for Foster Paints, is a dedicated employee who consistently achieves over and above his supervisor's set goals. In his day to day work, Mark and his supervisor collaborate on the best ways they each think problems and issues should be handled. Over the course of his time with Foster Paints, he has worked closely with his supervisor, Danielle, often having as much to say about procedures as does Danielle. Together, they are able to accomplish great productivity and success through shared influence over each other. Based on the above information, which of the following is the MOST accurate statement? A) Mark is in the "in group." B) Mark's leader takes a strict task-oriented approach. C) Mark is a formal leader. D) Mark's leader Danielle does not adhere to either of the Vroom and Yetton models to leadership.
A) Mark is in the "in group."
122) ________ leaders, according to Fiedler, are called ________ LPC leaders. A) Relationship-oriented; high B) Idiosyncratic; minimal C) Task-oriented; high D) Empathetic; stable
A) Relationship-oriented; high
125) ________ is the extent to which work to be performed by a group is clearly defined. A) Task structure B) Position power C) Leader guidance D) Job outline
A) Task structure
120) ________ leaders want their subordinates to perform at a high level and accomplish all of their assigned tasks. A) Task-oriented B) Relationship-oriented C) Performance-oriented D) Fiscally-oriented
A) Task-oriented
178) Jose Garza spends long hours every day doing research for Biotech, Inc., a company that is focused on finding alternative fuel sources in a world that is growing more concerned each day about carbon emissions and climate change. Since he entered high school, some ten years ago, Jose has been deeply concerned about these issues as well. Because of his devotion to this cause, Jose is very happy in his job doing research in the field. Oftentimes he even works long past his paid work hours because he enjoys what he is doing and thinks it to be so important. Which of the following is TRUE? A) The level of enjoyment, satisfaction, and purpose Jose derives from his work acts as a leadership substitute. B) Because of his work ethic, Jose does not need real supervision in any job he holds. C) Jose's love of his job and the purpose he believes it to have acts as a leadership neutralizer. D) Since Jose tends to have very strong feels towards his work, he needs additional supervision to ensure he fulfills the organization's objectives.
A) The level of enjoyment, satisfaction, and purpose Jose derives from his work acts as a leadership substitute.
175) Yolanda Sparks is a leader who believes strongly in the relationship-oriented approach to leadership. Over the years, the use of this style has meant mostly good things for her company, Sandstone, Inc. Some of her subordinates, however, have complained about her leadership style in anonymous questionnaires routinely filled out by employees. Which of the following is MOST LIKELY a complaint that one of her employees has put in an anonymous questionnaire? A) Yolanda's leadership often leaves us feeling as though our assembly line responsibilities are not as important as our regular conversations with her about things outside of work. This usually results in less work getting done and, therefore, lower productivity numbers on our weekly reports. B) Yolanda's leadership approach tends to focus a bit too much on the numbers and the bottom line. She has always been decent to us, but her eyes never leave the productivity reports. C) Yolanda's approach to leadership is very inconsistent. We never know whether or not she will be friendly on one day or very hard and demanding on the next. She wavers too much between what she thinks is important for the workers to be focused on. D) Yolanda is far more concerned with her own upward mobility than she is with the success of our team. Her main concern is looking good and this has hurt our success.
A) Yolanda's leadership often leaves us feeling as though our assembly line responsibilities are not as important as our regular conversations with her about things outside of work. This usually results in less work getting done and, therefore, lower productivity numbers on our weekly reports.
144) In the ________ decision-making style, the leader makes the decision without input from subordinates. A) autocratic B) democratic C) consultative D) delegated
A) autocratic
170) Research suggests that women tend to lead in a more ________ style, and men tend to lead in a more ________ style. A) democratic; autocratic B) directive; inclusive C) transactional; transformational D) nontraditional; traditional
A) democratic; autocratic
136) According to Robert House, ________ lets subordinates know what tasks need to be performed and how they should be performed. A) directive behavior B) supportive behavior C) participative behavior D) achievement-oriented behavior
A) directive behavior
173) The issue of ________ between leaders and subordinates is a central concept in ethical leadership. A) establishing trust B) maintaining boundaries C) establishing communication D) maintaining authoritative structures
A) establishing trust
165) Transactional leaders motivate followers by ________. A) exchanging rewards for good performance B) inducing followers to support their vision C) overlooking mistakes or substandard performance D) inspiring them with charismatic behavior
A) exchanging rewards for good performance
149) Ronald Ross is an employee in a work group of five people. Ronald's supervisor, Randy, interacts with other group members in a relatively superficial manner, providing them with information they need to get the job done while remaining formal and somewhat distant and cold. In contrast, Ronald and Randy have a great working relationship, exchanging information and unsolicited suggestions. Based on the leader-member exchange theory, the relationship between Ronald and Randy is BEST classified as ________. A) in-group B) extragroup C) out-group D) intragroup
A) in-group
93) A ________ is an individual who is able to influence group or organizational members to help the group or organization achieve its goals. A) leader B) manager C) coordinator D) pacesetter
A) leader
132) Fiedler asserts that ________ are relatively fixed or enduring. A) leadership styles B) leadership situations C) leadership techniques D) leadership preferences
A) leadership styles
151) A ________ is something that acts in the place of a formal leader and makes leadership unnecessary. A) leadership substitute B) leadership surrogate C) leadership proxy D) leadership puppet
A) leadership substitute
161) Charismatic leaders are characterized by their ability to ________. A) provide a vision to organizational members B) avoid consideration behaviors towards subordinates C) discourage intellectual activity by subordinates D) demand admiration from followers
A) provide a vision to organizational members
112) Leader reward behavior is generally more effective than leader punishing behavior MOST LIKELY because ________. A) punishment can have unintended side effects B) it is more difficult to punish than it is to reward someone C) leaders save punishing behaviors for subordinates they dislike D) it shifts responsibility for behavior from the leader to the subordinate
A) punishment can have unintended side effects
139) To correctly implement the four general types of leader behavior recommended by the path-goal theory of leadership, leaders must ________. A) take into account the nature of subordinates and the work they do B) develop relationships with employees inside and outside of the workplace C) provide employees with time off to work out their personal problems D) conduct business in a way that is agreeable to all employees
A) take into account the nature of subordinates and the work they do
129) According to Fiedler, ________ are MOST effective in very favorable or unfavorable situations. A) task-oriented leaders B) relationship-oriented leaders C) transformational leaders D) charismatic leaders
A) task-oriented leaders
172) Judy Bailey is the chief engineering officer at a small biotechnology company. She oversees three laboratories and a group of mostly male engineers and biologists. The first woman in this position, Judy has perceived some ambivalence, as well as some animosity, regarding her authority. The research on gender and leadership suggests that Judy is MOST LIKELY to ________. A) use a democratic style to win over opponents B) use an autocratic style as a means of asserting her authority C) fire all those individuals that disagree with her management style D) use a contentious style of management
A) use a democratic style to win over opponents
106) ________ involves behaviors that a leader engages in to make sure the work gets done and subordinates perform their jobs acceptably. A) Consideration B) Initiating structure C) Consensus building D) Strategic planning
B) Initiating structure
110) ________ occurs when a leader positively reinforces subordinates' desirable behaviors. A) Behavior modification B) Leader reward behavior C) Leader reinforcement D) Administrative reconciliation
B) Leader reward behavior
171) Which of the following is NOT a potential explanation of why women tend to use more democratic leadership styles than men do? A) Women tend to have better interpersonal skills than men do. B) Men tend to be more task-oriented than women are. C) Women often encounter more resistance when in leadership positions, thus increasing the use of democratic styles. D) People tend to evaluate female leaders more harshly than male leaders, thereby increasing the need for the use of democratic styles.
B) Men tend to be more task-oriented than women are.
148) Which of the following statements regarding the leader-member exchange theory of leadership is FALSE? A) Leaders and subordinates can develop in-group/out-group relationships. B) Out-groups are necessarily larger than in-groups. C) Out-group members tend to perform at lower levels than in-group members do. D) It is best to avoid a sharp distinction between in-group and out-group members.
B) Out-groups are necessarily larger than in-groups.
128) ________ refers to the amount of formal authority that the leader has to reward and punish subordinates. A) Task structure B) Position power C) Managerial influence D) Administrative authority
B) Position power
147) Which of the following statements regarding subordinates who have an in-group relationship with their leaders is FALSE? A) They have more decision-making latitude. B) Their relationship is distant and impersonal. C) They are respected by the leader. D) They tend to be more satisfied and perform at high levels.
B) Their relationship is distant and impersonal.
115) Which of the following is TRUE regarding both the trait and behavior approaches to leadership? A) They have nothing in common. B) They essentially ignore the situation in which leadership takes place. C) They focus on the role of subordinates in the leadership process. D) They focus only on leaders in the upper levels of management.
B) They essentially ignore the situation in which leadership takes place.
164) ________ occurs when a leader motivates followers purely by exchanging rewards for good performance and noticing and reprimanding subordinates for mistakes and substandard performance. A) Transitional leadership B) Transactional leadership C) Transformational leadership D) Task leadership
B) Transactional leadership
157) ________ inspires followers to trust the leader, perform behaviors that contribute to the achievement of organizational goals, and perform at high levels. A) Transactional leadership B) Transformational leadership C) The romance of leadership D) Analytical leadership
B) Transformational leadership
153) Leadership neutralizers can ________. A) capitalize on the romance of leadership B) be found in the characteristics of the work group C) be functional for the organization D) magnify the abilities of the leader
B) be found in the characteristics of the work group
127) When ________, situations are more favorable for leading. A) task structure is low B) consideration is high C) position power is neutral D) leader-member relations are poor
B) consideration is high
90) A leader who tells subordinates what to do is engaging in ________ behavior. A) supportive B) directive C) elective D) achievement-oriented
B) directive
117) The contingency theory of leadership examines ________. A) how a leader's behavior influences subordinates B) how a particular situation influences a leader's effectiveness C) how the behavior of subordinates influences a leader D) how a particular subordinate can influence the effectiveness of her colleagues
B) how a particular situation influences a leader's effectiveness
108) Sandy Shaw is the leader of a production group at Tech-Deck, Inc. As the leader, Sandy often finds that her employees approach her with concerns regarding both professional development and personal issues. Sandy is uncomfortable providing advice in these areas, however, and wishes to maintain a purely professional relationship with her subordinates, concentrating primarily on issues relating to completion of work assignments and goal setting. Sandy is exhibiting leader behavior characterized by the Ohio State studies as ________. A) dominance B) initiating structure C) consideration D) employee oriented
B) initiating structure
94) The extent to which a leader actually does help a group or organization to achieve its goals is BEST described as ________. A) formal leadership B) leader effectiveness C) organizational profitability D) informal leadership
B) leader effectiveness
155) Leadership neutralizers tend to be dysfunctional for the organization because they MOST OFTEN indicate that the ________. A) leader is competent but lazy B) leader's influence is lacking C) leader is spending time doing other things D) leader has voluntarily given up her role
B) leader's influence is lacking
146) The ________ describes the different types of relationships that may develop between a leader and a follower. A) Vroom-Yetton model B) leader-member exchange theory C) transformational leadership theory D) path-goal theory of leadership
B) leader-member exchange theory
124) Fiedler described situations in which followers appreciate, trust, and feel a certain degree of loyalty towards their leaders as being high in ________. A) task structure B) leader-member relations C) position power D) goal-attainment potential
B) leader-member relations
113) It is generally more effective to use ________ to encourage desired behavior than to use ________ to stop undesired behavior. A) punishment; reinforcement B) reinforcement; punishment C) persuasion; harsh language D) psychology; oppression
B) reinforcement; punishment
119) As a manager, Jan's most important concern is getting along well with her subordinates. She wants everybody to be friends. Her style of leadership is ________. A) task-oriented B) relationship-oriented C) performance-oriented D) fiscally-oriented
B) relationship-oriented
130) According to Fiedler, ________ are MOST effective in moderately favorable situations. A) task-oriented leaders B) relationship-oriented leaders C) transformational leaders D) charismatic leaders
B) relationship-oriented leaders
101) The leader trait approach asserts that ________ helps a leader to influence followers and to motivate them in the face of obstacles or difficulties. A) dominance B) self-confidence C) integrity and honesty D) task-relevant knowledge
B) self-confidence
126) According to Fiedler, a group that has clear goals and specific means for accomplishing those goals is operating at high levels of ________. A) leader-member relations B) task structure C) leader-member exchange D) position power
B) task structure
118) The two distinct leadership styles in the contingency model of leadership are referred to as ________. A) job-oriented and employee-oriented B) task-oriented and relationship-oriented C) initiating structure and consideration D) initiating job and relationship
B) task-oriented and relationship-oriented
156) When followers want to believe leaders have the ability to make a difference and attribute qualities to them they really don't possess, they are experiencing ________. A) the leadership mystique B) the romance of leadership C) leadership substitutes D) transformational leadership
B) the romance of leadership
162) ________ are MOST LIKELY to have high levels of self-confidence and self-esteem, which encourages their followers to respect and admire them. A) Managers B) Task managers C) Charismatic leaders D) Transactional leaders
C) Charismatic leaders
92) ________ is the exercise of influence by one member of a group or organization over other members to help the group or organization achieve its goals. A) Censorship B) Sponsorship C) Leadership D) Management
C) Leadership
169) Which of the following statements regarding gender and leadership is FALSE? A) Men and women tend to act the same when in similar positions. B) Women are more democratic than men are when they occupy leadership positions. C) Men tend to lead in a more democratic manner. D) Women's interpersonal skills tend to be better than men's interpersonal skills
C) Men tend to lead in a more democratic manner.
150) ________ suggests that leaders need to focus on what outcomes motivate their followers and then to distribute those outcomes to subordinates when they attain their work goals and perform at a high level. A) The Vroom and Yetton model B) Leader-member exchange theory C) Path-goal theory D) Reciprocal theory
C) Path-goal theory
142) In the first step of the Vroom-Yetton model leaders determine whether the required decision should be made by ________. A) an individual or the whole organization B) a group or the whole organization C) an individual or a group D) a group or a delegation
C) an individual or a group
160) Transformational leaders are MOST LIKELY to influence their subordinates by being ________. A) forceful B) autocratic C) charismatic D) mysterious
C) charismatic
109) The leader behaviors of initiating structure and consideration are BEST described as ________. A) interdependent B) competing C) complementary D) codependent
C) complementary
145) In the ________ decision-making style, subordinates have some input, but the leader makes the decision. A) autocratic B) delegated C) consultative D) distributive
C) consultative
107) All of the following are examples of initiating-structure behavior EXCEPT ________. A) setting goals B) planning ahead C) counseling employees D) assigning individual tasks
C) counseling employees
158) Transformational leaders do all of the following for their subordinates EXCEPT ________. A) heighten their awareness of their needs for personal development and growth B) urge them to sacrifice personal benefit for the benefit of the organization C) increase awareness of their dependence on the organization D) increase their awareness of the importance of their tasks and the importance of performing them well
C) increase awareness of their dependence on the organization
97) Even though ________ have no official job authority, their ability to influence others often stems from some special skills or talents they possess. A) interim leaders B) formal leaders C) informal leaders D) ad hoc leaders
C) informal leaders
154) A ________ is something that prevents a leader from having any influence and negates the leader's efforts. A) leadership vortex B) leadership surrogate C) leadership neutralizer D) leadership blockage
C) leadership neutralizer
167) Preliminary research has indicated that leader mood ________. A) is too transitory to be isolated and studied B) does not matter to leader effectiveness in the workplace C) may be an important determinant of leader effectiveness D) serves as a control for leader effectiveness in the workplace
C) may be an important determinant of leader effectiveness
133) The path-goal theory of leadership focuses on effective leaders as ________. A) dictators B) initiators C) motivators D) assistors
C) motivators
137) According to Robert House, ________ enables subordinates to be involved in making decisions that affect them. A) directive behavior B) supportive behavior C) participative behavior D) achievement-oriented behavior
C) participative behavior
98) The ability of informal leaders to influence others MOST OFTEN stems from ________. A) their legal authority to do so B) their subordinates' fear of managerial discipline C) special skills or talents they possess D) prior educational experiences
C) special skills or talents they possess
103) The behavior approach to leadership focuses on ________. A) the enduring characteristics leaders possess B) how leaders think and feel C) what leaders actually do D) the effects leaders have on the actions of followers
C) what leaders actually do
176) Who is following the Path-goal theory in the following examples? A) Michael Stein makes sure he has control over the pay raises his subordinates count on. B) Tracy London rewards her subordinates for performing at a high level or achieving their work goals by giving them bonuses. C) Carla Costa takes into account each of her subordinates' characteristics and what type of work they do in deciding how to treat and interact with them. D) Darla Pierce wants her subordinates to believe that she does not have confidence in them so that they continually work to surpass her expectations.
D) Darla Pierce wants her subordinates to believe that she does not have confidence in them so that they continually work to surpass her expectations.
141) Which of the following is an advantage of employee participation? A) Decisions can take longer. B) Subordinates may disagree. C) Performance can suffer. D) Decisions are accepted more readily.
D) Decisions are accepted more readily.
111) ________ occurs when a leader reprimands or otherwise responds negatively to subordinates who perform undesirable behavior. A) Formal censure B) Managerial reprisal C) Corporal punishment D) Leader punishing behavior
D) Leader punishing behavior
114) The ________ asks a leader's subordinates to indicate the extent to which their leader or supervisor engages in different consideration and initiating-structure behaviors. A) Leadership Opinion Questionnaire B) Leadership Style Questionnaire C) Leader-Follower Relationship Questionnaire D) Leadership Behavior Description Questionnaire
D) Leadership Behavior Description Questionnaire
121) According to Fiedler's contingency theory, which of the following is NOT correct? A) A leader's style is an enduring personal characteristic. B) The leader style cannot easily be changed. C) A relationship-oriented leader cannot be trained to be a task-oriented leader, and vice versa. D) Situations cannot be changed to match the specific characteristics of leaders.
D) Situations cannot be changed to match the specific characteristics of leaders.
138) According to Robert House, ________ pushes subordinates to do their best. A) directive behavior B) supportive behavior C) participative behavior D) achievement-oriented behavior
D) achievement-oriented behavior
143) The Vroom-Yetton model classifies the different styles of decision making into the categories labeled as ________. A) autocratic, democratic, delegated, and egalitarian. B) delegated, consultative, egalitarian, and group. C) autocratic, consultative, democratic, and delegated. D) autocratic, consultative, delegated, and group.
D) autocratic, consultative, delegated, and group.
135) Which of the following do leaders NOT use to motivate employees when using the path-goal theory of leadership? A) supportive behaviors B) participative behaviors C) achievement-oriented behaviors D) commanding behaviors
D) commanding behaviors
105) Carlos Rivera is a middle-level, expatriate manager who works for a multinational corporation. He has learned two languages and seven dialects in an effort to communicate and be friendly with his subordinates. Carlos is engaging in leader behaviors that the Ohio State studies would characterize as ________. A) thoughtfulness B) initiating structure C) task oriented D) consideration
D) consideration
168) Effective leaders do NOT use emotional intelligence to ________. A) develop a collective, shared organizational vision B) instill an atmosphere of trust and cooperation C) remain flexible in rapidly changing environments D) convince employees that they have skills that they do not have
D) convince employees that they have skills that they do not have
91) Leadership does NOT involve ________. A) helping organizations to achieve their goals B) exerting influence over individual members C) helping groups to achieve their goals within an organization D) disregarding the needs of individuals for the good of the whole
D) disregarding the needs of individuals for the good of the whole
131) Fiedler suggested that when leaders are under stress, they concentrate on ________. A) position power B) important relations C) task structure D) first priority
D) first priority
123) According to Fiedler, all of the following determine how favorable situations are for leading EXCEPT ________. A) task structure B) position power C) leader-member relations D) goal-setting theory
D) goal-setting theory
95) Leaders ________ their subordinates' levels of motivation, performance, and decision making. A) demand B) have no control over C) do not care about D) influence
D) influence
99) Which one of the following traits does NOT have a strong relationship to effective leadership? A) intelligence B) self-confidence C) honesty D) ingenuity
D) ingenuity
102) Emotional maturity does NOT ensure that a leader ________. A) is not overly self-centered B) can control his or her feelings C) can accept criticism D) is self-confident
D) is self-confident
152) Characteristics of the ________ CANNOT act as a leadership substitute. A) work B) subordinate C) organization D) leader
D) leader
159) When transformational leadership is present, subordinates do NOT display ________. A) abilities to view problems differently B) increased levels of trust in leaders C) feelings of responsibility to help solve organizational problems D) less commitment to the organization
D) less commitment to the organization
140) Which of the following will NOT be accomplished by allowing subordinates to participate in making decisions and solving problems? A) increase acceptance of decisions B) foster subordinates' growth and development C) boost performance and job satisfaction D) speed the decision-making process
D) speed the decision-making process
166) Which of the following is NOT a characteristics of transformational leadership? A) setting ambitious goals B) articulating a clear vision C) desiring to be creative and take risks D) stressing the reward-for-performance equation
D) stressing the reward-for-performance equation
163) Developmental consideration is behavior by a leader that is ________. A) innovative and exciting B) distant and unmeaningful C) regimented and forced D) supportive and encouraging
D) supportive and encouraging
134) Path-goal theory does NOT say that leaders should ________. A) determine what outcomes subordinates are trying to obtain in the workplace B) reward subordinates for performing at high levels C) make sure the subordinates believe they can obtain their work goals D) threaten their subordinates with consequences if they do not achieve objectives
D) threaten their subordinates with consequences if they do not achieve objectives
100) According to the leader trait approach, ________ helps a leader deal with the uncertainty inherent in any leadership role. A) intelligence B) dominance C) emotional maturity D) tolerance for stress
D) tolerance for stress
