MGMT 447 exam 2 chapter 3, 4

In the Hersey and Blanchard model, the telling style is based on high concern for both relationships and tasks.

False

The four leadership classifications of the Fiedler model include supportive, directive, participative, and achievement-oriented.

False

Values cannot change throughout life because they are not learned.

False

Path clarification means that the leader works with subordinates to identify the behaviors needed to accomplish tasks.

True

People's awareness of their preferences, training, and life experiences can cause them to change their preferences over time

True

Physical separation of leader and subordinate neutralizes leadership styles.

True

Recent research has shown that substitutes for leadership can be designed in organizations.

True

The Big Five personality dimensions include extroversion, agreeableness, conscientiousness, emotional stability, and openness to experience.

True

The Myers-Briggs Type Indicator uses four different pairs of attributes such as introversion versus extroversion.

True

There is not one best way of leadership. Contingency means "it depends."

True

To use Fiedler's contingency theory, a leader should know if he has a relationship- or task-oriented style.

True

____________________ defines whether a person places primary responsibility for what happens to him within himself or on outside forces.

locus point of control

The essence of the Hersey and Blanchard's situational theory is to select a style that is appropriate for the ____________________ level of each subordinate.

readiness

The assumption that people are basically laze and motivated to work and that they have a natural tendency to avoid responsibility is called ____________________.

theory X

According to Fiedler, in situations of "High-Task Low-Relationship", the leader's style should be the: a. authoritative style. b. delegating style. c. achievement style. d. supportive style.

A

According to the LPC scale, if the leader describes the least preferred coworker using positive concepts: a. the leader is relationship-oriented. b. the leader is task-oriented. c. the leader places greater value on tasks. d. the leader is extroverted.

A

Based on limited MBTI research, the two preferences in that seem to be most strongly associated with leadership are: a. thinking and judging. b. extroversion and feeling. c. intuition and perceiving. d. sensing and thinking.

A

Hersey and Blanchard's model, the delegating style can be effective: a. when followers have very high levels of education, experience, and readiness. b. when followers lack experience and education. c. when followers have poor ability and skills. d. when followers are at a moderate readiness level.

A

Security, a comfortable life, and good health are examples of: a. end values or terminal values. b. feelings. c. attitudes. d. instrumental values.

A

Task-oriented and people-oriented leadership is substituted by: a. professional education and socialization. b. teams. c. computer training. d. low levels of readiness.

A

A task-oriented leader performs better in situations of intermediate favorability because human relations skills are important for high group performance.

False

Leaders can learn to work more effectively with different personality types by understanding their own personalities.

True

The Vroom-Jago Contingency Model has five levels of subordinate participation in decision making, ranging from highly autocratic to highly democratic.

True

The collection of attitudes a leader has about himself is called self-concept.

True

The major impact of Fiedler's model may have been to stir other researchers to consider situational factors more seriously.

True

The belief that power and status differences should exist in an organization is called ____________________.

authoritarianism

According to the Hermann's "whole brain" concept: a. leaders cannot learn to rely on all four quadrants of the brain. b. leaders can learn to rely on all four quadrants of the brain. c. the situation is the most important factor in decision making. d. self-concept is the most important factor in decision making.

B

According to the path-goal model, a subordinate who lacks self-confidence would respond best to: a. directive leadership behavior to clarify the path to reward. b. supportive leadership behavior to increase confidence. c. achievement-oriented leadership to set high goals. d. participative leadership to clarify the follower's needs

B

If group cohesiveness meets employee social needs, the leader can concentrate on task-oriented behaviors. This shows all EXCEPT: a. the leader should adopt a style to complement the organization. b. the character traits of the leader are very important. c. a leader can evaluate the situation and avoid leadership overkill. d. the leader can ensure that both task and people needs are being met.

B

Personal values affect how leaders perceive all EXCEPT: a. situations. b. authoritarianism. c. problems. d. opportunities.

B

The Reserve Officers' Training Corps (ROTC) involves the concepts of motivation, responsibility, and the creation of a team in which decision making is expected of everyone. This is an example of: a. participative leadership. b. achievement-oriented leadership. c. the delegating style. d. neutralizers.

B

The path-goal theory includes all EXCEPT: a. clarifying the follower's path to the rewards that are available. b. determining whether the situation is favorable or unfavorable to the leader. c. increasing the rewards that follower values and desires. d. working with subordinates to identify behaviors for task accomplishment.

B

A leader who shared ideas with followers and facilitates decision making is using Hersey and Blanchard's ____. a. telling style b. selling style c. participating style d. delegating style

C

All of the following statements describe directive leadership EXCEPT: a. Directive leadership is similar to the initiating structure. b. Directive leadership tells subordinates exactly what to do. c. Directive leadership shows concern for subordinates' wellbeing and personal needs. d. Directive leadership includes planning.

C

Assumptions of Theory Y include: a. Most people must be threatened with punishment to get them to put forth effort. b. The average human being prefers to be directed. c. A person exercises self-direction in the service of objectives to which he or she is committed. d. The average human being will avoid work if possible.

C

By understanding their MBTI type, leaders can learn to: a. select workers with certain traits. b. avoid the fundamental attribution error. c. maximize their strengths and minimize their weaknesses. d. use Theory X.

C

Carl Jung believed that differences in individual behavior resulted from: a. preferences in how we go about gathering information. b. preferences in how we evaluate information for solving problems. c. both preferences in how we go about gathering information and preferences in how we evaluate information for solving problems. d. preferences in how we use perceptual distortion.

C

Highly educated, profession subordinates who know their tasks do not need a leader. This is an example of: a. path-goal theory. b. the readiness level of subordinates. c. a substitute for leadership. d. participative leadership.

C

In the contingency approaches, all the situational variables are important to leadership style EXCEPT: a. task. b. structure. c. culture. d. environment.

C

In today's multigenerational workplace, with people of widely different ages and readiness levels working side-by-side, many leaders find that they have to use: a. the telling style. b. the selling style. c. multiple styles. d. the delegating style.

C

Quadrant A is associated with: a. conceptualizing. b. interpersonal relationships. c. logical thinking. d. planning.

C

Recent studies have examined how substitutes (the situation) can be designed: a. to have less impact than leader behaviors on outcomes. b. to have the same impact as leader behaviors on outcomes. c. to have more impact than leader behaviors on outcomes. d. to have no impact on outcomes.

C

Research indicates that leaders in the real world are about equally divided: a. between internals and externals. b. between Quadrant A and Quadrant D thinkers. c. between extraverts and introverts. d. between Theory X and Theory Y behavior.

C

Researchers found that CEOs in turnaround situations—where companies must improve results quickly: a. relationship skills were more valuable leader qualities. b. teamwork was the most valuable leader quality. c. task-focused characteristics were more valuable leader qualities. d. analytical skills were not valuable leader qualities.

C

The Myers-Briggs Type Indicator (MBTI): a. expresses the belief that workers dislike their jobs. b. suggests that leaders have specific traits. c. is a personality test that measures how individuals solve problems. d. determines whether a situation is favorable or unfavorable.

C

The degree of participation in the Vroom-Jago model depends on responses to eight questions which include all EXCEPT: a. How significant is the decision for the project or organization? b. What is the level of expertise in relation to the problem? c. How will the shareholders view this decision? d. How important is the subordinate commitment to the decision?

C

A person with an internal locus of control: a. believes that luck is the key to success. b. feels that there is little control over events. c. places primary responsibility on outside forces. d. believes they are "masters of their own fate."

D

A trait that is closely related to authoritarianism is: a. theory y. b. agreeableness. c. charisma. d. dogmatism.

D

Contingency approaches can best be described as: a. leadership styles that seek to delineate the characteristics of situations. b. leadership styles appropriate for one situation which may not work in another. c. leadership traits or behaviors that can improve performance in all situations. d. both leadership styles that seek to delineate the characteristics of situations and leadership styles appropriate for one situation which may not work in another.

D

Fiedler's model has been criticized because using the LPC score as a measure of relationship-or task-oriented behavior: a. lacks stitistical significance. b. seems simplistic. c. seems arbitrary. d. all of the choices

D

Guidelines for leaders can learn to work with different personality types include: a. Understand your own personality. b. Remember that everyone wants to fit in. c. Treat everyone with respect. d. All of the choices

D

According to the path-goal theory, the follower increases leader motivation by clarifying the path to rewards and increasing values and desires.

False

Most leaders score consistently high on all of the Big Five dimensions.

False

This personality test measures how individuals differ in gathering and evaluating information for solving problems and making decisions. ____________________

Myers-Briggs Types Indication (MBTI)

Further development of the Vroom-Jago model added concern for time constraints and concern for follower development.

True

Hermann believes people can learn to use their "whole brain" not just one or two quadrants.

True

Instrumental values are beliefs about the types of behavior appropriate for reaching goals.

True

According to the Hersey and Blanchard model, subordinates vary in readiness level.

True

____________________ is a contingency models that focuses on varying degrees of participative leadership, and how each level of participation influences quality and accountability of decisions.

Vroom-Jago contingency model

____________________ is a theory meaning one thing depends on another.

contingency

____________________ are beliefs about the kind of goals or outcomes that are worth trying to pursue.

end values

A(n) ____________________ is a situational characteristic that counteracts the leadership style and Prevents the leader from displaying certain behaviors

neutralizer

The Vroom-Jago model focuses specifically on varying degrees of ____________________ leadership.

participative

____________________ is a contingency approach to leadership in which the leader's responsibility is to increase subordinates' motivation by clarifying the behaviors necessary for task accomplishment and rewards.

path-goal theory

____________________ is the set of unseen characteristics and processes that underlie a relatively stable pattern of behavior in response to ideas, objects, and people in the environment.

personality

In Fiedler's theory, a(n) ____________________ is concerned with people.

relationship-oriented leader

____________________ is the collection of attitudes we have about ourselves, includes self-esteem and whether a person generally has a positive or negative feeling about himself.

self-concept

Hersey and Blanchard's ____________________ is an extension of the Leadership Grid focusing on the characteristics of followers as the important element of the situation, and of determining effective leader behavior.

situational theory

A(n) ____________________ is a situational variable that makes leadership unnecessary or redundant.

substitute

A substitute counteracts the leadership style and prevents the leader from displaying certain behaviors.

False

Behavioral scientists consider attitudes to have all the following components EXCEPT: a. vision. b. cognitions (thoughts). c. behavior. d. affect (feelings).

A

Craft workers and professionals want more freedom and autonomy and work best: a. under a participative leadership style. b. under a directive leadership style. c. under a selling leadership style. d. under a task-oriented style.

A

Four quadrants of the brain are related to different thinking styles. This model is called: a. the whole brain concept b. Theory X and Theory Y. c. The path-goal theory. d. The Myers-Briggs Type Indicator.

A

Hersey and Blanchard's Situational Theory focuses on: a. the characteristics of followers as an important element of the situation. b. the readiness of the leader. c. the characteristics of the leader. d. whether the situation is favorable or unfavorable to the leader.

A

In Fiedler's model, leadership style was measured with a questionnaire known as: a. the least preferred coworker (LPC) scale. b. leader participation styles. c. neutralizers. d. the leadership grid.

A

Intuitive people (N): a. rely on less direct perceptions. b. like certainty. c. gain energy from being around others. d. absorb information through the five senses.

A

A Theory Y leader believes all EXCEPT: a. subordinates enjoy work. b. subordinates are lazy and dislike work. c. subordinates seek responsibility. d. subordinates will exercise creativity and imagination.

B

A person with an overall positive self-concept has: a. low self-esteem. b. high self-esteem. c. intuition. d. end values.

B

The diagnostic questions in the Vroom-Jago coningency model include all EXCEPT: a. How significant is this decision for the project or organization? b. How skilled and committed are group members to working together as a team to solve problems? c. What decision-making style does the leader use? d. How important is subordinate commitment to carrying out the decision?

C

When the perceiver develops an overall impression of a person or situation based on one characteristic, ____ occurs. a. projection b. perceptual defense c. the halo effect d. external attribution

C

In the Vroom-Jago model, the Leader Decision Styles do NOT include: a. Decide. b. Facilitate. c. Delegate. d. Empower.

D

Individuals differ in how they order the values into priorities because of: a. culture. b. family background. c. agreeableness. d. both culture and family background.

D

Kinko's, a nationwide copy center, has numerous locations and managers have limited personal interaction. This is an example of: a. achievement-oriented leadership. b. path-goal theory. c. a substitute for leadership. d. a neutralizer.

D

Path clarification means that the leader works with subordinates: a. to learn the behaviors that lead to task accomplishment. b. to help them identify behaviors for task accomplishment. c. to increase relationship skills to be better team members. d. both to learn the behaviors that lead to task accomplishmenta and to help them identify behaviors for task accomplishment.

D

Researchers have observed that leaders frequently behave situationally—that is: a. they adjust their leadership style. b. factors in the situation change leadership style. c. leaders do not change leadership style. d. both they adjust their leadership style and factors in the situation change leadership style.

D

The Big Five personality dimensions do NOT include: a. extroversion. b. emotional stability. c. openness to experience. d. education.

D

The Vroom-Jago model added: a. concern for time constraints. b. concern for follower development. c. concern for production. d. both concern for time constraints and concern for follower development.

D

The degree to which a person has a broad range of interests and is imaginative, creative, and willing to consider new ideas is called: a. emotional stability. b. extroversion. c. agreeableness. d. openness to experience.

D

The four types of leader behavior in the path-goal theory: a. are not considered ingrained personality traits. b. reflect types of behavior that every leader is able to adopt. c. depend on the situation. d. all of the choices

D

To use Fiedler's Contingency Theory, a leader needs to know: a. whether his leadership style is relationship oriented. b. whether his leadership style is task-oriented. c. the organizational situation. d. all of these choices

D

Two important situational contingencies in the path-goal theory are: a. the personal characteristics of the group members and the work environment. b. ability, skills, needs, and motivations and the degree of task structure. c. substitutes for leadership and readiness level of the leader. d. both the personal characteristics of the group members and the work environment and ability, skills, needs, and motivations and the degree of task structure.

D

Values affect leadership because of all the following reasons EXCEPT: a. values help determine the attitudes leaders have about themselves. b. values guide a leader's choices and actions. c. values determine how leaders use power. d. values are a snapshot of the future for the organization.

D

A Theory Y leaders believes subordinates are lazy and dislike work.

False

A person with an external locus of control believes he is the "master of his own fate."

False

____________________ is a model to diagnose whether a leader is task-oriented or relationship oriented and help leaders match their styles to the organizational situation.

Fielder's Contingency model

Achievement-oriented leaders show confidence in subordinates and assist them in learning how to achieve high goals.

True

Different types of personalities and thinking styles might be better suited to different types of leadership roles.

True

Knowledge of individual differences gives leaders valuable insights into their own behavior as well as followers and offers a framework to diagnose a situation.

True

____________________ are fundamental beliefs that an individual considers to be important, that are relatively stable over time, and that have an impact on attitudes and behavior.

values