Leadership Chapter 9, Leadership Chapter 12, Leadership Chapter 13, Leadership Chapter 10
What is the LEAST likely way that a leader could improve team effectiveness? A. Putting subtle pressure on dissenting members of the team to ensure concept cohesiveness B. Designing input-stage variables at the individual, organizational, and team design levels C. Ensuring that the team has a clear sense of purpose and performance expectations D. Providing coaching while the team is performing its task
A. Putting subtle pressure on dissenting members of the team to ensure concept cohesiveness
_____ refers to any time people increase their level of work due to the presence of others. A. Social facilitation B. Additive tasking C. Social loafing D. Overbounding
A. Social facilitation
Which of the following types of culture has roots that mean "temporary or specialized?" A. Adhocracy culture B. Hierarchy culture C. Clan culture D. Market culture
A. Adhocracy culture
Which of the following would most likely result in consistently higher effort and performance? A. Assigning goals that are both specific and difficult B. Having goals that are very difficult to achieve C. Assigning "do your best" goals D. Having multiple goals
A. Assigning goals that are both specific and difficult
Which term refers to the set of expected behaviors associated with a particular job or position? A. Group role B. Groupthink C. Social facilitation D. Punctuated equilibrium
A. Group role
In comparing teams and group members, which statement is most likely true? A. Team members can readily identify who is and who is not on the team; identifying members of a group may be more difficult. B. Group members have common goals; teams may not have the same degree of consensus about goals. C. Group members often have more differentiated and specialized roles than team members. D. Task interdependence typically is greater with groups than with teams.
A. Team members can readily identify who is and who is not on the team; identifying members of a group may be more difficult.
Jeff works as a self-employed consultant. He decides when, where, and how he works based on market demand and personal preference. Jeff's job most likely has a high degree of task: A. autonomy. B. interdependence. C. structure. D. feedback.
A. autonomy.
Industrial age companies prospered by offering low-cost but standardized products and services. This pertains to: A. customer segmentation. B. links to customers and suppliers. C. innovations. D. cross functions.
A. customer segmentation.
The normative decision model is limited only to: A. decision making. B. task behaviors. C. goal accomplishment. D. goal expectancy.
A. decision making.
Follower readiness refers to a(n): A. follower's ability and willingness to accomplish a particular task. B. assessment of an individual's personality in certain situations. C. personal trait or value that is difficult to change. D. follower's reaction to certain leadership styles.
A. follower's ability and willingness to accomplish a particular task.
According to the GLOBE study, societies higher on future orientation tend to: A. have flexible and adaptive organizations and managers. B. assign greater weight to love in marriage decisions. C. have lower rates of economic success. D. have lower heart attack rates.
A. have flexible and adaptive organizations and managers.
Organizational climate is best described as: A. how well organizational members get along with each other. B. a system of shared beliefs among members of a group. C. highly related to task perceptions of work. D. wider in scope than job satisfaction.
A. how well organizational members get along with each other.
Receiving conflicting information from two or more people about their expectations for your work behavior reflects: A. intersender role conflict. B. intrasender role conflict. C. interrole conflict. D. person-role conflict.
A. intersender role conflict.
The highest levels of situational favorability most likely occur when: A. leader-member relations are good, the task is structured, and position power is high. B. there are high levels of leader-member conflict, the task is unstructured, and the leader uses reward power. C. leader-member relations are good, the task is unstructured, and position power is low. D. there are high levels of leader-member conflict, the task is structured, and the leader uses coercive power.
A. leader-member relations are good, the task is structured, and position power is high.
In terms of the underlying causes of performance problems, leaders seem to have the most difficulty recognizing and rectifying: A. motivation problems. B. unclear expectations. C. employee skill deficits. D. resource shortages.
A. motivation problems.
The clear emergence of a leader and the development of group norms and cohesiveness are the key indicators of the _____ stage of group development. A. norming B. performing C. forming D. storming
A. norming
Molly, a member of a product development team, is most likely experiencing _____ if she wonders, "Just what am I supposed to be doing?" A. role ambiguity B. role conflict C. role overload D. role insufficiency
A. role ambiguity
For a team to do well, the individuals composing the team must sometimes not maximize their individual effort. This is referred to as: A. subsystem nonoptimization. B. limited span of control. C. organizational process loss. D. intersender role conflict.
A. subsystem nonoptimization.
Workers may be able to accomplish their tasks in an autonomous fashion, but the products of their efforts must be coordinated in order for the group to be successful. This refers to: A. task interdependence. B. task autonomy. C. task structure. D. task feedback.
A. task interdependence.
Which statement best summarizes the components of empowerment as defined by the authors? A. Leaders delegate leadership and decision making down to the lowest level possible and equip followers with the resources, knowledge, and skills necessary to make good decisions. B. Leaders articulate a vision and specific goals and hold followers responsible for achieving them. C. Followers act as entrepreneurs and owners who question rules and make intelligent decisions. D. Empowerment is a bottom-up approach that focuses on intelligent risk taking, growth, change, trust, and ownership.
A. Leaders delegate leadership and decision making down to the lowest level possible and equip followers with the resources, knowledge, and skills necessary to make good decisions.
Which of the following is most likely an example of a non-contingent reward? A. Performance bonus B. Annual salary C. Monthly commission D. Stock options
B. Annual salary
Which statement about empowerment and the operant approach is most likely true? A. The situation is almost always fixed, and followers are the only variables important in the performance equation. B. By changing the situation, leaders can enhance followers' motivation, performance, and satisfaction. C. Restructuring work processes and procedures generally has little effect on follower's motivational levels. D. Most followers enjoy the challenge of doing things in new ways and feel immediately empowered.
B. By changing the situation, leaders can enhance followers' motivation, performance, and satisfaction.
The information age organization operates with integrated business processes that cut across traditional business functions. This concerns which operating assumption underlying the information age? A. Links to customers and suppliers B. Cross functions C. Global scales D. Knowledge workers
B. Cross functions
Which of the following statements about the normative decision model is true? A. The model shifts focus away from the leader and followers to the situation. B. Decision tree questions focus on the problem and situational factors. C. The model focuses on the effects of formal authority systems. D. It is about personal opinions rather than theory.
B. Decision tree questions focus on the problem and situational factors.
Which question is most relevant to the task variable of team design? A. Are there too few or too many team members? B. Does the team have a meaningful piece of work? C. Has the team leader established a flexible climate? D. Does the team have an appropriate amount of diversity?
B. Does the team have a meaningful piece of work?
What are the most powerful determinants of task behaviors according to Locke and Latham? A. Values B. Goals C. Abilities D. Needs
B. Goals
Which of the following is NOT a macro psychological component that underlies empowerment? A. Motivation B. Influence C. Learning D. Stress
B. Influence
Which of the following reflects the degree to which people are given information about different reward procedures and are treated with dignity and respect? A. Decentralization B. Interactional justice C. Empowerment D. Distributive justice
B. Interactional justice
A manager makes the following statement to a subordinate, "I need this report back in five minutes, and it had better be perfect" Which term best describes this type of role conflict? A. Interrole conflict B. Intrasender role conflict C. Person-role conflict D. Intersender role conflict
B. Intrasender role conflict
Which statement best summarizes the leader-member exchange (LMX) theory? A. It highlights the flexibility needed by leaders. B. It focuses on interactions between leaders and followers. C. It looks at the positive and negative characteristics of situations. D. It considers the effects of leader decision-making on group members.
B. It focuses on interactions between leaders and followers.
_____ are the informal rules that groups adopt to regulate and regularize group members' behaviors. A. Values B. Norms C. Ethics D. Outputs
B. Norms
Which of the following most likely occurs when leaders articulate high expectations for followers? A. Hawthorne effect B. Pygmalion effect C. Golem effect D. Hierarchy effect
B. Pygmalion effect
Which of the following statements about affectivity is most likely FALSE? A. Leadership experiences are affected by the positive or negative affectivity of followers. B. Research shows a strong link between negative affectivity and low productivity levels. C. A leader's own affectivity can strongly influence followers' morale or satisfaction levels. D. Leaders can most likely improve job satisfaction by hiring upbeat, optimistic followers.
B. Research shows a strong link between negative affectivity and low productivity levels.
What should leaders first assess in order to apply the situational leadership model? A. The level of task and relationship behavior that will likely produce successful outcomes. B. The readiness level of the follower relative to the task to be accomplished. C. The leader's behavior that best suits the current situation and task. D. The historical behavior patterns of the leader and follower.
B. The readiness level of the follower relative to the task to be accomplished.
Which of the following is one of the motivators described in Herzberg's two-factor theory? A. Working conditions B. The work itself C. Co-workers D. Job security
B. The work itself
There is a known procedure for accomplishing a task and rules governing how one goes about it. If these rules are followed, there is one result. These features most likely characterize: A. task autonomy. B. a structured task. C. an unstructured task. D. task interdependence.
B. a structured task.
Situational Leadership suggests that effective leaders base behavior upon: A. valued rewards. B. follower maturity. C. task structure. D. leader-member relations.
B. follower maturity.
The delegating leadership style has: A. high task/low relationship behavior. B. low task/low relationship behavior. C. high task/high relationship behavior. D. low task/high relationship behavior.
B. low task/low relationship behavior.
The phenomenon of reduced effort by people when they are not individually accountable for their work is referred to as: A. process loss. B. social loafing. C. group polarization. D. group storming.
B. social loafing.
Typically, greater horizontal complexity is associated with: A. the number of hierarchical levels appearing on an organization chart. B. the increased likelihood for communication breakdowns between subunits. C. the degree of standardization in an organization. D. the diffusion of decision making throughout an organization.
B. the increased likelihood for communication breakdowns between subunits.
According to GLOBE, which of the following behaviors is culturally contingent? A. Asocial B. Dynamic C. Ambitious D. Insensitive
C. Ambitious
Which of the following is a possible solution for groupthink? A. Increasing group cohesiveness and engaging in more overbounding techniques. B. Isolating the group from outside sources which might bias decision making. C. Establishing an independent subgroup to make recommendations. D. Using mindguards to screen negative input from the group.
C. Establishing an independent subgroup to make recommendations.
Which of the following assesses the overall degree to which employees are satisfied with their organization and their job? A. Hygiene factors B. Facet satisfaction item C. Global satisfaction item D. Motivators
C. Global satisfaction item
Which of the following is an advantage of decentralized organizations? A. Uniform policies and procedures that are strictly enforced B. Minimal participation in the decision process C. Greater acceptance of decision outcomes D. Clearer coordination procedures
C. Greater acceptance of decision outcomes
Which of the following statements about the path-goal theory is most likely FALSE? A. The three sub-elements in situation favorability are the task, the formal authority system, and the primary work group. B. Redundant leader behaviors might be interpreted by followers as a lack of understanding. C. If a task is very structured, informal authority decreases follower motivation levels. D. It maintains that follower and situational variables can impact each other.
C. If a task is very structured, informal authority decreases follower motivation levels.
Which of the following statements is most likely true about affectivity? A. People with positive affectivity tend to avoid new situations. B. Researchers have found that negative affectivity is not related to job dissatisfaction. C. People with a disposition for positive affectivity tend to react optimistically to changes. D. People with negative affectivity tend to be unhappy with their lives but enjoy their jobs.
C. People with a disposition for positive affectivity tend to react optimistically to changes.
According to Herzberg's two-factor theory, which of the following is a hygiene factor? A. Recognition B. Responsibility C. Supervision D. Advancement
C. Supervision
Which of the following instruments does Fiedler's contingency theory use to determine the relevant characteristic of the leader? A. The Myers-Briggs Type Indicator B. The California Personality Inventory C. The Least Preferred Co-worker Scale D. The Five Factor Personality Inventory
C. The Least Preferred Co-worker Scale
Which of the following is NOT a characteristic of an adaptive problem? A. The problem can only be solved by changing the system itself. B. It may be difficult to reach a consensus on what the problem really is. C. The problem may be complex, but there is an expert solution to solve it. D. Current resources and ways of thinking may be insufficient to solve the problem.
C. The problem may be complex, but there is an expert solution to solve it.
Which of the following statements about high-LPC leaders is most likely true? A. If tasks are being accomplished in an acceptable manner, they will move to their secondary level of motivation, which is forming and maintaining relationships with followers. B. They focus on improving their relationships with followers after they are assured that assigned tasks are being satisfactorily accomplished. C. They are primarily satisfied by establishing and maintaining close interpersonal relationships. D. They primarily gain satisfaction from task accomplishment.
C. They are primarily satisfied by establishing and maintaining close interpersonal relationships.
Which of the following statements concerning societal culture is most likely FALSE? A. Societal culture is comprised of the learned behaviors characterizing the total way of life of members within any given society. B. The beliefs and myths of a culture that provide context to manifest behaviors are generally hidden from view. C. To most outsiders, the most salient and visible aspect of any culture is the values. D. Becoming aware of cultural perspectives is critical for leaders in the global context.
C. To most outsiders, the most salient and visible aspect of any culture is the values.
Which of the following statements about unstructured tasks is most likely FALSE? A. Unstructured tasks are by nature somewhat ill defined. B. Reducing the ambiguity of an unstructured situation is a leadership behavior appreciated by followers. C. While it is easier for a leader to give instruction in unstructured tasks, it is not necessarily the most helpful thing to do. D. Subordinates need help when a task is unstructured.
C. While it is easier for a leader to give instruction in unstructured tasks, it is not necessarily the most helpful thing to do.
Performance is best described as: A. the likelihood that behaviors will be repeated without reward. B. judgments about the adequacy or inadequacy of behavior. C. behaviors directed toward the organization's mission. D. how much an individual enjoys a work activity.
C. behaviors directed toward the organization's mission.
The _____ stage of development of groups is characterized by polite conversation, the gathering of superficial information about fellow members, and low trust. A. norming B. storming C. forming D. performing
C. forming
The sum of forces that attract members to a group, provide resistance to leaving it, and motivate them to be active in it is called: A. group polarization. B. social facilitation. C. group cohesion. D. punctuated equilibrium.
C. group cohesion.
Organizations with a _____ culture tend to have formalized rules and procedures. A. clan B. adhocracy C. hierarchy D. market
C. hierarchy
The inefficiencies created by more and more people working together is called: A. groupthink. B. social loafing. C. process losses. D. deindividuation
C. process losses.
At the organizational level, the Team Leadership Model (TLM) suggests that leaders examine the _____ that may be impacting the team. A. motivations B. creative skills C. reward systems D. interpersonal behaviors
C. reward systems
Leaders exhibiting participative leadership are most likely to: A. emphasize status differentials among followers. B. establish norms and procedures immediately. C. share work problems with followers. D. be viewed as demanding.
C. share work problems with followers.
A leader trying to solve a morale problem in the workplace is most likely facing a task that is: A. structured. B. synchronized. C. unstructured. D. technical.
C. unstructured.
GLOBE researchers identified six cultural dimensions that were determined to be applicable across all global cultures for assessing culturally endorsed implicit theories of leadership(CLTs). Which of the following is NOT one of those dimensions? A. Team-oriented leadership B. Self-protective leadership C. Autonomous leadership D. Democratic leadership
D. Democratic leadership
Which of the following statements about goals is most likely FALSE? A. Determining just how challenging to make goals creates a dilemma for many leaders. B. Goal commitment is likely to increase with follower participation in goal setting. C. Followers exert the greatest effort when goals are accompanied by feedback. D. Easily attainable goals result in higher levels of effort and performance.
D. Easily attainable goals result in higher levels of effort and performance.
Which of the following involves making judgments about the adequacy of behavior with respect to certain criteria such as work-group or organizational goals? A. Reliability B. Responsiveness C. Performance D. Effectiveness
D. Effectiveness
According to GLOBE, which of the following is universally viewed as a negative leader attribute? A. Formal B. Domineering C. Foresighted D. Egocentric
D. Egocentric
Which term refers to interactions among team members, such as how they communicate with each other? A. Punctuated equilibrium B. Organizational shells C. Group polarization D. Group dynamics
D. Group dynamics
Which two broad categories of leader behaviors did the situational leadership model originally identify? A. Directive and supportive B. Transformational and transactional C. Behavior-oriented and cognitively-oriented D. Initiating structure and consideration
D. Initiating structure and consideration
Functional, interdependent roles are characteristic of which stage of group development? A. Forming B. Storming C. Norming D. Performing
D. Performing
What type of conflict most likely occurs when a store manager encourages a salesperson to mislead customers about the quality of the store's products if deception is inconsistent with the salesperson's values and beliefs? A. Interrole conflict B. Intrasender role conflict C. Intersender role conflict D. Person-role conflict
D. Person-role conflict
What is the weakest element of situational favorability? A. Subordinate acceptance B. Leader-member relations C. Task structure D. Position power
D. Position power
What is the main reason for people staying with organizations? A. Job evaluations based on 360-feedback B. Frequent development opportunities C. Use of pay-for- performance systems D. Promises of long-term employment
D. Promises of long-term employment
According to the path-goal theory, which leader behavior is most likely characterized by remaining open and approachable to followers? A. Achievement-oriented leadership B. Directive leadership C. Participative leadership D. Supportive leadership
D. Supportive leadership
Which of the following statements is most likely true of the leadership theories? A. Situational Leadership suggests that leaders remain consistent in their behaviors. B. The contingency model emphasizes flexibility in leader behaviors. C. Situational Leadership asserts that leaders should use a decision tree in stressful situations. D. The contingency model suggests that leader effectiveness depends on selecting the right kind of leader for a certain situation.
D. The contingency model suggests that leader effectiveness depends on selecting the right kind of leader for a certain situation.
In terms of the path-goal theory, which of the following is considered a situational factor? A. The decision quality B. Leader-member relations C. Position power D. The task
D. The task
The organizational structure is best described as: A. a tangible reality. B. an end in itself. C. sacrosanct and permanent. D. a tool for getting things done.
D. a tool for getting things done.
An individual's tendency to exert effort toward task accomplishment depends partly on the strength of his/her motive to achieve success. This concept is called: A. problem solving. B. customer orientation. C. relationship building. D. achievement orientation.
D. achievement orientation.
If a decision has a rational or objectively determinable "better or worse" alternative, the leader should select the better alternative. This most likely refers to: A. strategic agility. B. decision acceptance. C. problem solving. D. decision quality.
D. decision quality.
One limitation of Maslow's Hierarchy of Needs is that it fails to: A. consider an individual's higher order needs. B. place enough emphasis on an individual's lower order needs. C. address the general nature of the various types of basic human needs. D. make specific predictions as to how individuals will satisfy their needs.
D. make specific predictions as to how individuals will satisfy their needs.
According to the situational leadership theory, four types of leadership behavior can be identified. They include all of the following EXCEPT: A. delegating. B. selling. C. participating. D. modeling.
D. modeling.
Role theory clarifies how situational demands and constraints cause: A. vertical complexity. B. horizontal complexity. C. role overload. D. role conflict.
D. role conflict.
In terms of the four leadership styles of situational leadership, a high task/low relationship behavior is referred to as: A. delegating. B. selling. C. participating. D. telling.
D. telling.
A firm with a "pay for performance" culture that distributes bonuses and commissions for results obtained is most likely using the empowerment approach to motivate employees.
False
According to Brockner, fairness in the workplace makes intuitive sense and is present in most organizations.
False
According to Fiedler's contingency model, the content of leadership training should emphasize behavioral flexibility in leaders rather than situational engineering.
False
According to Heifetz, technical problems can only be solved by changing the system itself, while adaptive problems do not require changes to the social system.
False
According to Herzberg's theory, followers will exert additional effort if leaders improve working conditions and pay.
False
According to Terence Brake's guidelines for the leadership of virtual teams, leaders should focus on completing tasks before developing relationships in order to enhance the team's sense of accomplishment.
False
According to the path-goal theory, follower satisfaction is directly related to the degree of participative behaviors manifested by the leader.
False
Due to the multidimensional distance that exists with virtual teams, less leadership is required than with in-place teams.
False
Dysfunctional turnover occurs when experienced executives retire or substandard performers are fired.
False
In general, job satisfaction has more to do with non-task perceptions of work, such as feelings about co-workers, while organizational climate relates to perceptions of workload and the nature of the tasks involved.
False
In the Team Leadership Model (TLM), the four process measures of effectiveness are good leverage points for fixing a problem.
False
In the context of contingency theory, the least preferred co-worker (LPC) score is intended to represent follower behaviors and situational factors.
False
In the information age, companies primarily succeed according to how well they can capture the benefits from "economies of scale and scope".
False
Independent leadership cultures are characterized by widespread beliefs and practices that leadership is a collective activity requiring mutual inquiry and learning.
False
Leader-member exchange has not changed in the last twenty years.
False
Leaders at higher organizational levels spend most of their time and effort implementing policies and procedures.
False
Leaders that use operant principles to motivate workers should limit themselves to administering organizationally sanctioned rewards and punishments, which are most effective at motivating followers.
False
Leaders with a large span of control tend to display more consideration and use more personal approaches when influencing followers.
False
Market cultures are characterized by a high degree of flexibility and discretion and a focus on the internal environment.
False
Most leaders prefer appealing to their employees' personal values or giving them something meaningful to do.
False
Ollieism occurs when people in a highly cohesive group become more concerned with striving for unanimity than in objectively appraising different courses of action.
False
Research suggests that e-mail and video conferencing are the best forms of communication for virtual teams.
False
Role conflict occurs whenever leaders or followers are unclear about what they need to do and how they should do it.
False
Social contact is better satisfied by organizations than by groups.
False
Solving a morale problem exemplifies a structured task.
False
Spatial complexity makes it easier for leaders to have face-to- face communication with subordinates and to provide personal support and encouragement.
False
Task-oriented behavior is adequate for accomplishing long-term objectives.
False
Teams operate most effectively under one fixed type of authority over time.
False
The normative decision model has been established as an all-encompassing theory.
False
The normative decision model shifts focus away from the situation and the followers to the leader.
False
The path-goal theory assumes that leaders use the same styles with different subordinates.
False
The positive effects of Situational Leadership in the workplace are significantly documented with published research, which partially explains the theory's appeal to both leadership practitioners and organizations.
False
With the Myers-Briggs Type Indicator, judgers prefer activities that are unstructured.
False
With virtual teams, the ability to communicate electronically ensures that effective teamwork will occur.
False
According to research, a strong correlation exists between the amount of money an organization spends on motivational programs and motivational speakers and the firm' s revenues, profitability, and market share.
Flase
Job satisfaction surveys are most useful when compared to a dissimilar reference group, such as an organization of a different size or one in another industry.
Flase
The contingency model of leadership maintains that leaders are flexible in their behavior.
Flase
According to Kerr and Jermier, a cohesive work group may provide a substitute for the leader's task and relationship behavior.
True
According to McClelland, differences in achievement orientation are a key reason why people differ in the levels of effort they exert to accomplish assignments, objectives, and goals.
True
According to path-goal theory, followers will actively support a leader as long as they view the leader's actions as a means for increasing their own levels of satisfaction.
True
According to the normative decision model, acceptance of a decision is not always critical for implementation.
True
According to the path-goal theory, a leader should assess the situation before choosing an appropriate leadership behavior.
True
An outsider to a group often is able to learn more about norms than an insider.
True
Both leader behaviors and follower characteristics are important in determining outcomes in path-goal theory.
True
Clusters are intact, self-managed teams that strive to achieve the organization's goals.
True
Companies that spend more time and effort attracting, developing, and retaining the best people often report superior financial results.
True
Competitive advantage in one generation of a product's life is no guarantee of success for future generations of that product.
True
Design is often the most frequently omitted step in teamwork that occurs in traditional organizations.
True
Greater horizontal complexity is associated with an increased likelihood for communication breakdowns between subunits.
True
Groups are characterized by mutual interaction and reciprocal influence.
True
Highly cohesive groups are likely to be characterized by low absenteeism and low turnover.
True
In Maslow's hierarchy, physiological and security needs must be satisfied before belongingness or esteem needs are pursued.
True
In surveys of job satisfaction, a facet satisfaction item asks about particular aspects of the job such as pay or working conditions.
True
Leaders and followers often overlook how changing the situation can help them to change their behavior.
True
Leaders are more likely to be successful when introducing change if they address and capitalize on followers' emotions.
True
Leaders can change an organization's culture by attending to or ignoring problems.
True
Leaders can influence team effectiveness by providing frequent coaching while the team is performing its task.
True
Low-LPC leaders will focus on improving their relationships with followers after they are assured that assigned tasks are being satisfactorily accomplished.
True
Norms can be imported from the organization existing outside the team.
True
Organizational climate is partly a function of organizational culture.
True
Organizational culture can be better understood by considering an organization's symbols, rituals, and language.
True
Path-goal theory considers three situational factors that moderate the effects of leader behavior on follower behavior.
True
Position power is not a characteristic of leaders but of the situations that leaders finds themselves in.
True
Procedural justice involves the process in which rewards or punishments are administered.
True
Research indicates that the distance between virtual teams is geographical, organizational, temporal, and cultural.
True
Researchers advocating the situational viewpoint believed leaders were made, not born.
True
Situational Leadership is a useful way for getting leaders to think about how leadership effectiveness may depend on being flexible with different subordinates.
True
Studies suggest that if firms could get almost 4% more work out of each employee, the GDP in the U.S. would increase by $355 billion.
True
Task autonomy is the degree to which a job provides individuals with some control over what they do and how they do it.
True
Tasks with high levels of interdependence require leaders to use their organizing, planning, directing, and communication skills.
True
The concept of motivation helps explain differences seen among people in terms of the energy and direction of their behavior.
True
The degree of formalization in an organization tends to vary with its size.
True
The hierarchy effect occurs when upper-level employees have higher global and facet satisfaction ratings than lower-level employees in the organization.
True
The highest levels of situational favorability occur when leader-member relations are good, the task is structured, and the position power is high.
True
Using instruments such as the Campbell Interest and Skills Survey to select personnel may help a team's effort level from an individual perspective.
True
Volunteering to help another employee with a task or project is an example of organizational citizenship behavior.
True
With Situational Leadership, developmental interventions are intended to increase follower readiness levels and help followers in their development.
True
With Situational Leadership, follower readiness refers to a follower's ability and willingness to accomplish a particular task.
True
With role ambiguity, the problem is lack of clarity about just what the expectations are.
True
Worker productivity and job dissatisfaction in the United States are at an all-time high.
True
