MGT 3305 Ch. 12

: 12.3 Contrast contingency theories of leadership. 43) If followers are ________ and ________, the leader does not need to act. A) unable; willing B) able; unwilling C) able; willing D) unable; unwilling E) able; complacent

: C Explanation: C) Based on situational leadership, the leader needs to be sensitive to the readiness of the followers. Diff: 2 AACSB: Analytical Thinking Quest. Category: Concept

: 12.6 Describe how leaders can have a positive impact on their organizations through building trust and mentoring. 94) The primary benefit(s) of mentoring is/are ________. A) monetary B) performance C) psychological D) both B and C E) all A, B, and C

: C Explanation: C) While mentoring can have a good effect on objective outcomes such as compensation and job performance, research suggests that the primary benefit is psychological. Diff: 1 AACSB: Analytical Thinking Quest. Category: Concept

: 12.2 Identify the central tenets and main limitations of behavioral theories. 35) Leo supervises a global team of project members based in multiple countries. Maria is Brazilian, Jean-Paul is French, Amit is Egyptian, and Xiang is Chinese. Leo is American and is based in the United States. Which of the following team members would be least likely to respond favorably if Leo made project-related decisions independently, without consulting the team? A) Maria B) Jean-Paul C) Amit D) Xiang E) Maria and Jean-Paul

: A Explanation: A) Brazilians value participatory decision-making. Maria would thus be least likely to respond favorably to autocratic decision-making on Leo's part. As one Brazilian manager remarked in a research study, "We do not prefer leaders who take self-governing decisions and act alone without engaging the group. That's part of who we are." Diff: 3 AACSB: Analytical Thinking Quest. Category: Application

: 12.4 Describe the contemporary theories of leadership and their relationship to foundational theories. 67) Individuals who are narcissistic are higher in some behaviors associated with ________. A) charismatic leadership B) transactional leadership C) transformational leadership D) authentic leadership E) servant leadership

: A Explanation: A) Charismatic leaders who are larger than life don't necessarily act in the best interest of their organizations. Many have allowed their personal goals to override the goals of the organization. It is little wonder research has shown that individuals who are narcissistic are also higher in some behaviors associated with charismatic leadership. Diff: 2 AACSB: Analytical Thinking Quest. Category: Concept

: 12.1 Summarize the conclusions of trait theories of leadership. 7) Early research efforts at isolating leadership traits resulted in a number of dead ends. A breakthrough, of sorts, came when researchers began ________. A) organizing traits around the Big Five personality framework B) using the Keirsey Temperament Sorter C) using Cattell's 16 personality factors D) focusing on Eysenck's three factor model E) considering the Revised NEO Personality Inventory

: A Explanation: A) Early research efforts to isolate leadership traits resulted in a number of dead ends. A breakthrough came when researchers began organizing traits around the Big Five personality (ambition and energy are part of extraversion, for instance), giving strong support to traits as predictors of leadership. Diff: 2 AACSB: Analytical Thinking Quest. Category: Concept

: 12.3 Contrast contingency theories of leadership. 46) Fiedler's contingency leadership model assumes that ________. A) an individual's leadership style is essentially fixed B) an individual can use the LPC to change his/her style to a more productive style C) there is no ideal way to match leadership styles with situations D) all leaders can learn to adapt to different contingencies E) each person's style will change in accordance with the situation at hand

: A Explanation: A) Fiedler assumes an individual's leadership style is fixed. This means if a situation requires a task-oriented leader and the person in the leadership position is relationship-oriented, either the situation has to be modified or the leader has to be replaced to achieve optimal effectiveness. Diff: 2 AACSB: Analytical Thinking Quest. Category: Concept

: 12.3 Contrast contingency theories of leadership. 47) Fiedler labels the degree of confidence, trust, and respect that subordinates have in their leader as ________. A) leader-member relations B) task structure C) position power D) leader-member exchange E) leader-member orientation

: A Explanation: A) Fiedler identified three contingency or situational dimensions to leadership success, including leader-member relations, task structure, and position power. Leader-member relations is the degree of confidence, trust, and respect members have in their leader. Diff: 2 AACSB: Analytical Thinking Quest. Category: Concept

BE project, which team members can be expected to respond most favorably when Leo exhibits high levels of initiating structure? A) Jean-Paul and Xiang B) Amit and Xiang C) Maria and Jean-Paul D) Amit and Maria E) Xiang and Amit

: A Explanation: A) France and China are countries where individuals tend to value initiating structure. The French have a bureaucratic view of leaders and expect leaders to make decisions relatively autocratically. The Chinese have a high performance orientation that emphasizes status differences between employees. Leaders with high initiating structures therefore have better results in these countries. Diff: 3 AACSB: Analytical Thinking Quest. Category: Application

: 12.2 Identify the central tenets and main limitations of behavioral theories. 29) In the context of behavioral dimensions of leadership identified in the Ohio State Studies, ________ is the extent to which a person's job relationships are characterized by mutual trust, respect for employees' ideas, and regard for their feelings. A) consideration B) initiating structure C) production orientation D) task orientation E) position power

: A Explanation: A) In the context of behavioral dimensions of leadership identified in the Ohio State Studies, consideration is the extent to which a person's job relationships are characterized by mutual trust, respect for employees' ideas, and regard for their feelings. Diff: 2 AACSB: Analytical Thinking Quest. Category: Concept

: 12.3 Contrast contingency theories of leadership. 52) The Leader-Participation Model argues that ________ the leader makes decisions is as important as ________ he or she decides. A) the way; what B) what; how C) how; where D) where; who E) who; the way

: A Explanation: A) LPM rests heavily on how the subordinate is included in the decision making process. Diff: 2 AACSB: Analytical Thinking Quest. Category: Concept

: 12.2 Identify the central tenets and main limitations of behavioral theories. 26) A leader high in initiating structure is most likely to ________. A) emphasize meeting deadlines B) yell at people in meetings C) allow workers to define their own standards of performance D) both A and B E) both A and C

: A Explanation: A) Leaders who are high in initiating structure attempt to organize work, relationships, and goals. Diff: 2 AACSB: Analytical Thinking Quest. Category: Concept

1) Leadership is best defined as ________. A) the ability to influence a group toward the achievement of a vision or set of goals B) the process of drawing up formal plans and monitoring their implementation C) the process of carrying out the vision and strategy provided by management D) the process of coordinating and staffing the organization and handling day-to-day problems E) the proper use of the influence gained exclusively as a result of one's organizational position

: A Explanation: A) Leadership can be defined as the ability to influence a group toward the achievement of a vision or set of goals. Leaders can emerge from within a group as well as by formal appointment. Diff: 2 AACSB: Analytical Thinking Quest. Category: Concept

: 12.1 Summarize the conclusions of trait theories of leadership. 14) Nonsanctioned leadership refers to which of the following situations? A) when one influences others outside of the formal organizational structures B) when one influences others outside of their defined leadership role C) when one influences others in a manner which is approved by the subordinates D) when subordinates supersede the directives of the leader E) when leaders and subordinates abandon all organizational structures

: A Explanation: A) Nonsanctioned leadership, sometimes called informal leadership, occurs when someone steps up and takes on a leadership role outside of their normal job duties. Diff: 3 AACSB: Analytical Thinking Quest. Category: Analytical

: 12.5 Discuss the roles of leaders in creating ethical organizations. 84) How is team potency described in the context of servant leadership? A) It is a belief that one's team has above-average skills and abilities. B) It is a psychological state when you agree to make yourself vulnerable to another. C) It is the ability to influence a group toward the achievement of a vision. D) It is the degree to which job assignments are procedurized. E) It is an attribution people make about other individuals.

: A Explanation: A) Servant leadership increases team potency (a belief that one's team has above-average skills and abilities), which in turn leads to higher levels of group performance. Diff: 2 AACSB: Analytical Thinking Quest. Category: Concept

: 12.3 Contrast contingency theories of leadership. 50) If you were using the Fiedler contingency model of leadership to establish a scenario in your company which gives managers maximum control, which of the following combinations of situational dimensions would you seek to achieve? A) high task structure, good leader-member relations, and strong position power B) limited position power, good leader-member relations, and low task structure C) less structured jobs, strong position power, and moderate leader-member relations D) broad employee responsibilities, low position power, and moderate leader-member relations E) good leader-member relations, low position power, and unstructured jobs

: A Explanation: A) The Fiedler contingency model proposes that effective group performance depends on the proper match between the leader's style and the degree to which the situation gives the leader control. Fiedler states that the better the leader-member relations, the more highly structured the job, and the stronger the position power, the more control the leader has. Diff: 3 AACSB: Analytical Thinking Quest. Category: Application

: 12.6 Describe how leaders can have a positive impact on their organizations through building trust and mentoring. 95) Which of the following statements accurately describes the attribution theory of leadership? A) Leadership is merely an attribution people make about other individuals. B) Good leaders attribute their successes to their team or group members. C) Leadership qualities are attributions that are independent of performance. D) The achievement of group goals is rarely attributed to good leadership. E) Leadership is an attribute that individuals are born with.

: A Explanation: A) The attribution theory of leadership says leadership is merely an attribution people make about other individuals. Thus, we attribute to leaders intelligence, outgoing personality, strong verbal skills, aggressiveness, understanding, and industriousness. At the organizational level, we tend to see leaders, rightly or wrongly, as responsible for extremely negative or extremely positive performance. Diff: 3 AACSB: Analytical Thinking Quest. Category: Concept

: 12.4 Describe the contemporary theories of leadership and their relationship to foundational theories. 63) ________ leaders inspire followers to transcend their self-interests for the good of the organization and can have an extraordinary effect on their followers. A) Transformational B) Transactional C) Task-oriented D) Laissez-faire E) Transcendental

: A Explanation: A) Transformational leaders can have an extraordinary effect on their followers, inspiring them toward selfless goals that benefit the larger organization. These types of leaders inspire their followers by paying attention to their concerns, helping them rethink old problems in new ways, and encouraging them to achieve goals as a group. Diff: 1 AACSB: Analytical Thinking Quest. Category: Concept

: 12.1 Summarize the conclusions of trait theories of leadership. 10) Emotional intelligence (EI) is critical to effective leadership because one of its core components is ________. A) conscientiousness B) empathy C) optimism D) introversion E) perfectionism

: B Explanation: B) A core component of EI is empathy. A leader who effectively displays and manages emotions will find it easier to influence the feelings of followers, by both expressing genuine sympathy and enthusiasm for good performance and by using irritation for those who fail to perform. Diff: 2 AACSB: Analytical Thinking Quest. Category: Concept

: 12.6 Describe how leaders can have a positive impact on their organizations through building trust and mentoring. 92) A senior level employee who sponsors and supports a less-experienced employee is a ________. A) protégé B) mentor C) guardian angel D) colleague E) protectorate

: B Explanation: B) A mentor sponsors and supports a less-experienced employee. Diff: 1 AACSB: Analytical Thinking Quest. Category: Concept

: 12.3 Contrast contingency theories of leadership. 42) If followers are ________ and ________, the leader needs to use a supportive and participative style. A) unable; willing B) able; unwilling C) able; willing D) unable; unwilling E) able; complacent

: B Explanation: B) Based on situational leadership, the leader needs to be sensitive to the readiness of the followers. Diff: 2 AACSB: Analytical Thinking Quest. Category: Concept

: 12.1 Summarize the conclusions of trait theories of leadership. 16) Research has shown which two skills can be helpful for leaders in controlling the effects of their Dark Side traits? A) emotional stability and self-awareness B) self-awareness and self-regulation C) self-regulation and narcissism D) narcissism and openness to new experiences E) openness to new experiences and emotional stability

: B Explanation: B) By knowing one has dark tendencies as well as the ability to control them, one has the chance to be effective as a leader. Diff: 2 AACSB: Analytical Thinking Quest. Category: Concept

: 12.4 Describe the contemporary theories of leadership and their relationship to foundational theories. 69) Research indicates that charismatic leadership strategies work as followers "________" the emotions and values their leader is conveying. A) manipulate B) catch C) influence D) discourage E) mimic

: B Explanation: B) Employees find that they have a stronger sense of personal belonging when they have a charismatic leader. Diff: 1 AACSB: Analytical Thinking Quest. Category: Concept

: 12.3 Contrast contingency theories of leadership. 44) If a survey respondent sees his or her least preferred co-worker in unfavorable terms, Fiedler would categorize the respondent as ________. A) high in consideration B) task-oriented C) low in initiating structure D) employee-oriented E) relationship oriented

: B Explanation: B) Fiedler's least preferred co-worker (LPC) questionnaire measures whether a person is task or relationship-oriented by asking respondents to rate their least favorite co-worker. Respondents who describe their least-preferred co-worker in unfavorable terms (a low LPC score) are viewed as primarily interested in productivity and as being task-oriented. Diff: 2 AACSB: Analytical Thinking Quest. Category: Concept

: 12.4 Describe the contemporary theories of leadership and their relationship to foundational theories. 72) Why are management by exception leaders considered ineffective? A) They are not team oriented, participative, or humane. B) They tend to be available only when there is a problem. C) They describe their least preferred co-worker in favorable terms. D) They provide considerable freedom to their employees. E) They fail to build followers' self-esteem and confidence.

: B Explanation: B) Management by exception—active or passive—is slightly better than the laissez-faire leadership, but it is still considered ineffective. Management by exception leaders tend to be available only when there is a problem, which is often too late. Diff: 2 AACSB: Analytical Thinking Quest. Category: Concept

: 12.4 Describe the contemporary theories of leadership and their relationship to foundational theories. 62) Leaders who clarify role and task requirements to accomplish established goals exhibit a(n) ________ style of leadership. A) transformational B) transactional C) charismatic D) authentic E) situational

: B Explanation: B) Recent studies, including the Ohio State Studies, Fiedler's model, and path-goal theory, have focused on the differences between transformational leaders and transactional leaders. In contrast to transformational leaders who inspire their followers to transcend their self-interests for the good of the organization, transactional leaders encourage their followers to achieve goals by defining specific goals and task requirements. Diff: 2 AACSB: Analytical Thinking Quest. Category: Concept

: 12.4 Describe the contemporary theories of leadership and their relationship to foundational theories. 61) Which of the following is true about the effectiveness of charismatic leadership? A) Research shows scant correlations between charismatic leadership and high performance. B) Charisma may not always be generalizable. C) Charisma appears most successful when the environment is stress-free. D) Charismatic leaders usually surface when the organization is stable and successful. E) Charismatic leadership qualities are best utilized in lower-level management jobs.

: B Explanation: B) Research shows impressive correlations between charismatic leadership and high performance and satisfaction among followers. However, charisma may not always be generalizable; its effectiveness may depend on the situation. Charisma appears most successful when the follower's task has an ideological component or the environment includes a high degree of stress and uncertainty. It's more difficult to utilize a person's charismatic leadership qualities in lower-level management jobs. Diff: 2 AACSB: Analytical Thinking Quest. Category: Concept

: 12.5 Discuss the roles of leaders in creating ethical organizations. 91) ________ is a psychological state that exists when you agree to make yourself vulnerable to another because you have positive expectations about how things are going to turn out. A) Consideration B) Trust C) Empowerment D) Empathy E) Respect

: B Explanation: B) Trust is a psychological state that exists when you agree to make yourself vulnerable to another because you have positive expectations about how things are going to turn out. Even though you aren't completely in control of the situation, you are willing to take a chance that the other person will come through for you. Diff: 2 AACSB: Analytical Thinking Quest. Category: Concept

: 12.1 Summarize the conclusions of trait theories of leadership. 9) According to research, which of the Big Five personality traits is the most important in effective leaders? A) conscientiousness B) openness C) extraversion D) agreeableness E) emotional stability

: C Explanation: C) A comprehensive review of leadership literature, when organized around the Big Five, has found extraversion to be the most important trait of effective leaders but more strongly related to leader emergence than to leader effectiveness. Conscientiousness and openness to experience also showed strong relationships to leadership, though not quite as strong as extraversion. Diff: 2 AACSB: Analytical Thinking Quest. Category: Concept

: 12.4 Describe the contemporary theories of leadership and their relationship to foundational theories. 75) Which style of leadership places emphasis on how dynamic and/or passionate the leader is? A) Transformational B) Transactional C) Charismatic D) Both A and C E) Both A and B

: C Explanation: C) A focus on the passionate and dynamic nature of the leader is specific to charismatic leadership. Diff: 2 AACSB: Analytical Thinking Quest. Category: Synthesis

: 12.1 Summarize the conclusions of trait theories of leadership. 8) Leaders who effectively display and manage emotions will ________. A) not express genuine enthusiasm B) keep the commitments they make C) find it easier to influence the feelings of followers D) focus on their own self-interest E) use sympathy for those who fail to perform

: C Explanation: C) A leader who effectively displays and manages emotions will find it easier to influence the feelings of followers, by both expressing genuine sympathy and enthusiasm for good performance and by using irritation for those who fail to perform. Diff: 2 AACSB: Analytical Thinking Quest. Category: Concept

: 12.2 Identify the central tenets and main limitations of behavioral theories. 31) The University of Michigan studies define a(n) ________ leader as one who takes a personal interest in the needs of his/her subordinates. A) contingency B) task-oriented C) employee-oriented D) production-oriented E) structure initiating

: C Explanation: C) According to the behavioral dimensions of leaders identified by the University of Michigan's Survey Research Center, the employee-oriented leader emphasized interpersonal relationships by taking a personal interest in the needs of employees and accepting individual differences among them. Diff: 2 AACSB: Analytical Thinking Quest. Category: Concept

: 12.4 Describe the contemporary theories of leadership and their relationship to foundational theories. 66) According to the full range of leadership model, which of the following leader behaviors will enable leaders to motivate followers to perform above expectations and transcend their self-interest for the sake of the organization? A) management by exception (active) B) contingent reward C) individualized consideration D) management by exception (passive) E) laissez-faire

: C Explanation: C) According to the full range of leadership model, leadership behaviors including laissez-faire, management by exception (active or passive), and contingent reward will not get employees to go above and beyond the call of duty. Only with the four styles of transformational leadership—individualized consideration, intellectual stimulation, inspirational motivation, and idealized influence—are leaders able to motivate followers to perform above expectations and transcend their self-interest for the sake of the organization. Diff: 2 AACSB: Analytical Thinking Quest. Category: Concept

: 12.1 Summarize the conclusions of trait theories of leadership. 17) Navar is an Emotionally Intelligent, well-respected manager at a financial analytics firm. One day, Navar sensed something was wrong with one of his team members, Michael, and asked him what was wrong. Michael immediately started crying and telling Navar that his grandmother was sick and in the hospital. Being high in EI, which reaction is most likely for Navar? A) Navar starts crying along with Michael and gives him a hug. B) Navar hurriedly gets Michael out of the room so he will not embarrass himself. C) Navar listens quietly to Michael but does not offer any type of advice or physical contact. D) Navar tells Michael step outside to regain his composure. E) Navar tells Michael all about how when his own grandmother was sick.

: C Explanation: C) An Emotionally Intelligent leader is able to manage their own emotions. Diff: 3 AACSB: Interpersonal Relations and Teamwork Quest. Category: Analytical

: 12.3 Contrast contingency theories of leadership. 48) Which of the following situational dimensions identified by Fiedler relates to the degree to which job assignments are procedurized, that is, structured or unstructured? A) leader-member relations B) task orientation C) task structure D) initiating structure E) productivity oriented

: C Explanation: C) Fiedler identified three contingency or situational dimensions in which certain types of leaders might excel or fail, including leader-member relations, task structure, and position power. Task structure is the degree to which job assignments are procedurized (that is, structured or unstructured). Leaders who are task-oriented, Fielder proposes, perform best when the situation is very favorable or very unfavorable. Diff: 2 AACSB: Analytical Thinking Quest. Category: Concept

: 12.3 Contrast contingency theories of leadership. 45) Fran has just completed and scored the LPC questionnaire given to her during an evaluation exercise. She is surprised when she finds out that she described her least preferred co-worker in relatively positive terms because she recalls being particularly annoyed by this difficult co-worker several times in the past. Based on your understanding of Fiedler's model, you explain to Fran that her LPC score makes sense within the model because ________. A) Fran tends to become very dominating when given ambiguous tasks B) Fran is usually much more focused on productivity than on developing relationships C) Fran tends in general to focus on building good relationships with the other employees D) Fran has a spotty work history and has tended to switch jobs every couple of years E) Fran is usually chosen for positions of high responsibility within your organization

: C Explanation: C) If you describe the person you are least able to work with in favorable terms (a high LPC score), Fiedler would label you relationship-oriented. In contrast, if you see your least preferred co-worker in relatively unfavorable terms (a low LPC score), you are primarily interested in productivity and are task-oriented. Diff: 3 AACSB: Analytical Thinking Quest. Category: Application

: 12.3 Contrast contingency theories of leadership. 49) In the context of Fiedler's model, the situational dimension termed ________ relates to the degree of influence a leader has over power variables such as hiring, firing, discipline, promotions, and salary increases. A) task structure B) leader-member exchange C) position power D) initiating structure E) leader-member relations

: C Explanation: C) In the context of Fiedler's model, the situational dimension termed position power relates to the degree of influence a leader has over power variables such as hiring, firing, discipline, promotions, and salary increases. Diff: 2 AACSB: Analytical Thinking Quest. Category: Concept

: 12.2 Identify the central tenets and main limitations of behavioral theories. 30) The two dimensions of leadership behavior identified in the University of Michigan studies are ________. A) absolute leadership and contingency leadership B) transformational leaders and authentic leaders C) employee-oriented leaders and production-oriented leaders D) initiating structure and consideration E) initiation and completion

: C Explanation: C) Leadership studies at the University of Michigan's Survey Research Center located behavioral characteristics of leaders that appeared related to performance effectiveness: the employee-oriented leader and the production-oriented leader. The employee-oriented leader emphasized interpersonal relationships by taking a personal interest in the needs of employees and accepting individual differences among them; the production-oriented leader emphasized the technical or task aspects of the job—concern focused on accomplishing the group's tasks. Diff: 2 AACSB: Analytical Thinking Quest. Category: Concept

: 12.2 Identify the central tenets and main limitations of behavioral theories. 41) Contingency theories focus on the ________ that impact leadership success. A) leader's personal characteristics and qualities B) leader's abilities to inspire and transform followers C) situational variables D) values and ethics E) aspects of the leader's behavior

: C Explanation: C) Numerous studies have shown that predicting leadership success is more complex than isolating a few traits or behaviors, since leadership styles that are effective in very bad times or in very good times do not necessarily translate into long-term success. This idea led researchers to change their focus from trait and behavior theories to situational influences on leadership styles, or contingency theories. Diff: 2 AACSB: Analytical Thinking Quest. Category: Concept

: 12.4 Describe the contemporary theories of leadership and their relationship to foundational theories. 73) Which of the following factors contributes to team-focused transformational leadership being effective? A) behavior that empowers individual followers to develop, enhance their abilities, and increase self-efficacy B) the extent to which a person's job relationships are characterized by mutual trust, respect for employees' ideas, and regard for their feelings C) behavior that emphasizes group goals, shared values and beliefs, and unified efforts D) the extent to which a leader is likely to define the roles of employees in the search for goal attainment E) behavior that attempts to organize work, work relationships, and goals in a friendly and approachable manner

: C Explanation: C) One study examined how different types of transformational leadership can be effective depending on whether work is evaluated at the team or the individual level. Individual-focused transformational leadership is behavior that empowers individual followers to develop, enhance their abilities, and increase self-efficacy. Team-focused transformational leadership emphasizes group goals, shared values and beliefs, and unified efforts. Diff: 2 AACSB: Analytical Thinking Quest. Category: Concept

: 12.4 Describe the contemporary theories of leadership and their relationship to foundational theories. 71) Organizations with transformational leaders generally have a greater ________, managers with ________, and ________ geared toward long-term results. A) decentralization of responsibility; higher propensity to take risks; advancement plans B) centralization of responsibility; higher propensity to take risks; advancement plans C) decentralization of responsibility; higher propensity to take risks; compensation plans D) centralization of responsibility; higher propensity to take risks; compensation plans E) decentralization of responsibility; lower propensity to take risks; compensation plans

: C Explanation: C) Organizations with transformational leaders generally have greater decentralization of responsibility, managers with a higher propensity to take risks, and compensation plans geared toward long-term results-all of which facilitate corporate entrepreneurship. Diff: 3 AACSB: Analytical Thinking Quest. Category: Analytical

: 12.4 Describe the contemporary theories of leadership and their relationship to foundational theories. 74) Two companies, Roland Media and Go! Corp., are both headed by transformational leaders. However, Roland Media showed much greater profitability over a 5-year time period than did Go! Corp. Which of the following best explains why Roland Media performed better than Go! Corp. under transformational leadership? A) Roland Media's leader goes through a complex bureaucratic structure, whereas Go! Corp.'s leader regularly interacts with the company's workforce to make decisions. B) Unlike Go! Corp.'s employees, Roland Media's employees don't readily give up decision-making authority. C) Roland Media is a small, privately held firm, whereas Go! Corp. is a large, complex public company. D) Roland Media is headquartered in a low power distance region, whereas Go! Corp. is headquartered in a country that is high in power distance. E) Roland Media's employees tend to be more highly individualistic than do Go! Corp.'s employees.

: C Explanation: C) Transformational leadership is most effective in small, privately held companies. It is less effective in complex organizations. Transformational leaders are more effective in improving group potency in teams higher in power distance and collectivism. They are less effective when leaders must deal with bureaucratic structures, when employees are highly individualistic, and when employees don't easily give up decision-making authority. Diff: 3 AACSB: Analytical Thinking Quest. Category: Application

: 12.2 Identify the central tenets and main limitations of behavioral theories. 27) In the context of behavioral dimensions of leadership identified in the Ohio State Studies, initiating structure refers to the extent to which ________. A) a person's job relationships are characterized by mutual trust, respect for employees' ideas, and regard for their feelings B) a leader engages in participative management C) a leader is accepting of and respects individual differences among various team members D) a leader is likely to define and structure his or her role and those of employees in the search for goal attainment E) a leader initiates efforts to communicate personally with employees

: D Explanation: D) As a behavioral dimension of leaders, initiating structure is the extent to which a leader is likely to define and structure his or her role and those of employees in the search for goal attainment. It includes behavior that attempts to organize work, work relationships, and goals. Diff: 3 AACSB: Analytical Thinking Quest. Category: Concept

: 12.4 Describe the contemporary theories of leadership and their relationship to foundational theories. 58) Which of the following is not a key characteristic of a charismatic leader? A) sensitivity to follower needs B) unconventional behavior C) vision and articulation D) focus on maintaining status quo E) willingness to take risks

: D Explanation: D) Charismatic leadership theory, developed by Robert House, is based on the idea that when followers observe certain behaviors displayed by a leader, they view that leader as having extraordinary or even heroic leadership abilities. Recent studies have sought to identify these specific behaviors. Charismatic leaders appear to possess key characteristics, including sensitivity to follower needs, unconventional behavior, vision and articulation, and willingness to take risks. Diff: 2 AACSB: Analytical Thinking Quest. Category: Concept

: 12.4 Describe the contemporary theories of leadership and their relationship to foundational theories. 60) According to evidence, what is the first step a charismatic leader takes to influence followers? A) developing a formal vision statement B) engaging in emotion-inducing and often unconventional behavior C) setting an example for followers through actions and words D) articulating an appealing vision E) communicating high performance expectations

: D Explanation: D) Evidence suggests that charismatic leaders follow a four-step process to influence followers. This process begins with articulating an appealing vision, a long-term strategy for attaining a goal by linking the present with a better future for the organization. Desirable visions fit the times and circumstances and reflect the uniqueness of the organization. Diff: 2 AACSB: Analytical Thinking Quest. Category: Concept

: 12.4 Describe the contemporary theories of leadership and their relationship to foundational theories. 64) How do charismatic leaders reduce stress for their employees? A) They show their ability to leverage higher salaries even with mediocre performance. B) They advise a larger-than-life attitude that does not act in the best interest of the organization. C) They convince their followers to pursue a vision that can be ruinous. D) They help make work seem more meaningful and interesting. E) They encourage those who follow them to be more creative.

: D Explanation: D) People are especially receptive to charismatic leadership when they sense a crisis, when they are under stress, or when they fear for their lives. Charismatic leaders are able to reduce stress for their employees, perhaps because they help make work seem more meaningful and interesting. Some people's personalities are especially vulnerable to charismatic leadership. Diff: 2 AACSB: Analytical Thinking Quest. Category: Concept

: 12.2 Identify the central tenets and main limitations of behavioral theories. 25) The Ohio State Studies narrowed the independent dimensions of leader behavior to two dimensions that substantially accounted for most of the leadership behavior described by employees: consideration and ________. A) employee-orientation B) empathy C) constructing vision D) initiating structure E) charisma

: D Explanation: D) Seeking to identify independent dimensions of leader behavior, the Ohio State Studies determined that two dimensions accounted for most effective leadership behavior: initiating structure and consideration. Diff: 2 AACSB: Analytical Thinking Quest. Category: Concept

: 12.1 Summarize the conclusions of trait theories of leadership. 24) Which of the following theories of leadership implies that individuals can be trained to become leaders? A) trait theories B) LMX theory C) contingency theories D) behavioral theories E) Fiedler model

: D Explanation: D) The failures of early trait studies led researchers in the late 1940s through the 1960s to wonder whether there was something unique in the way effective leaders behave. While trait research provides a basis for selecting the right people for leadership, behavioral studies implied we could train people to be leaders. Diff: 2 AACSB: Analytical Thinking Quest. Category: Concept

: 12.1 Summarize the conclusions of trait theories of leadership. 3) Within organizations, leaders are needed to ________ and managers are needed to ________. A) oversee the manager; execute the leaders ideas B) challenge the status quo; create visions of the future C) formulate detailed plans; create efficient organizational structures D) inspire organizational members; oversee day-to-day operations E) Leaders and managers both do all of the above.

: D Explanation: D) The roles of leaders and managers are quite different within an organization. Leaders take on the more creative role within the organization while managers handle the more common and routine activities. Diff: 2 AACSB: Analytical Thinking Quest. Category: Concept

: 12.1 Summarize the conclusions of trait theories of leadership. 12) Which of the following statements accurately reflects the conclusions about the trait theories of leadership? A) Traits were better predictors of leadership 20 years ago than they are now. B) The Big Five traits are inadequate for predicting leadership. C) Traits are especially useful for distinguishing between effective and ineffective leaders. D) Traits do a good job of predicting the emergence of leaders. E) Overall, traits are poor predictors of leadership.

: D Explanation: D) Two conclusions can be offered about the effectiveness of the trait theory of leadership. First, traits can predict leadership. Second, traits do a better job predicting the emergence of leaders and the appearance of leadership than actually distinguishing between effective and ineffective leaders. Diff: 2 AACSB: Analytical Thinking Quest. Category: Concept

: 12.1 Summarize the conclusions of trait theories of leadership. 5) Sharla, Thom, and Irving started working at the Golden Hotel one year ago. Though they were all hired at the same time and for the same position, Sharla is often viewed as being a leader on the team. Sharla is an example of a ________ leader. A) transactional B) transformational C) sanctioned D) nonsanctioned E) charismatic

: D Explanation: D) While she is not formally named a leader on the organizational chart, Sharla has emerged as a leader with influence within the group. Diff: 3 AACSB: Analytical Thinking Quest. Category: Critical Thinking

: 12.7 Identify the challenges to our understanding of leadership. 96) The president of a small Asian country was hailed as a visionary and a genius when the nation's economy burgeoned during his first term in office. However, when the currency and the stock markets crashed during his government's second term, he was criticized as arrogant, elitist, and shortsighted. This scenario reflects the ________ theory of leadership. A) traits B) behavioral C) LMX D) substitutes E) attribution

: E Explanation: E) The attribution theory of leadership says leadership is merely an attribution people make about other individuals. Thus, we attribute to leaders intelligence, outgoing personality, strong verbal skills, aggressiveness, understanding, and industriousness. At the organizational level, we tend to see leaders, rightly or wrongly, as responsible for extremely negative or extremely positive performance. Diff: 3 AACSB: Analytical Thinking Quest. Category: Application

: 12.2 Identify the central tenets and main limitations of behavioral theories. 33) The behavioral dimensions identified by the University of Michigan's Survey Research Center are closely related to those identified in the Ohio State Study. Employee-oriented leadership is similar to ________, and production-oriented leadership is similar to ________. A) initiating structure; consideration B) task-orientation; relationship-orientation C) transformational leadership; authentic leadership D) authentic leadership; transformational leadership E) consideration; initiating structure

: E Explanation: E) The behavioral dimensions identified by the University of Michigan's Survey Research Center are closely related to the Ohio State dimensions. Employee-oriented leadership is similar to consideration, and production-oriented leadership is similar to initiating structure. In fact, most leadership researchers use the terms synonymously. Diff: 2 AACSB: Analytical Thinking Quest. Category: Concept

: 12.1 Summarize the conclusions of trait theories of leadership. 2) Which of the following statements regarding leadership is true? A) All leaders are managers. B) Formal rights ensure good leadership. C) All managers are leaders. D) All leaders are hierarchically superior to followers. E) Nonsanctioned leadership is as important as formal influence.

: E Explanation: E) The source of a leader's influence may be formal, such as that provided by managerial rank in an organization. But not all leaders are managers, nor, for that matter, are all managers leaders. Just because an organization provides its managers with certain formal rights is no assurance they will lead effectively. Nonsanctioned leadership-the ability to influence that arises outside the formal structure of the organization-is often as important or more important than formal influence. Diff: 2 AACSB: Analytical Thinking Quest. Category: Concept

: 12.1 Summarize the conclusions of trait theories of leadership. 6) Which theory of leadership differentiates leaders from nonleaders by focusing on personal qualities and characteristics? A) Fiedler's model B) attributes theory C) LMX theory D) contingency theory E) trait theory

: E Explanation: E) Trait theories of leadership focus on personal qualities and characteristics. The search for personality, social, physical, or intellectual attributes that differentiate leaders from nonleaders goes back to the earliest stages of leadership research. Diff: 1 AACSB: Analytical Thinking Quest. Category: Concept

: 12.1 Summarize the conclusions of trait theories of leadership. 15) Leadership research has sought to identify all but which of the following attributes of leaders? A) personality B) social attributes C) intellectual attributes D) physical attributes E) communication abilities

: E Explanation: E) While communication abilities might be seen within other attributes of what makes a leader, it is not one of the four areas of leadership research. Diff: 1 AACSB: Analytical Thinking Quest. Category: Concept

: 12.4 Describe the contemporary theories of leadership and their relationship to foundational theories. 70) According to the Leader-Member Exchange theory, followers with ingroup status experience all of the following except which? A) engagement in more citizenship behaviors B) higher levels of satisfaction with their superior C) higher performance ratings D) participate in more helping behaviors E) rise more quickly within the organization

: E Explanation: E) While it would not be unfathomable that ingroup status would lead to quicker movement in the organization, there is no research within LMX which supports that ingroup status causes quicker advancement. Diff: 2 AACSB: Analytical Thinking Quest. Category: Analytical

: 12.1 Summarize the conclusions of trait theories of leadership. 19) A comprehensive review of the leadership literature, when organized around the Big Five, has found conscientiousness to be the most important trait of effective leaders.

: FALSE Explanation: A comprehensive review of the leadership literature, when organized around the Big Five, has found extraversion to be the most important trait of effective leaders but more strongly related to leader emergence than to leader effectiveness. Diff: 1 AACSB: Analytical Thinking Quest. Category: Concept

: 12.1 Summarize the conclusions of trait theories of leadership. 22) All managers are leaders.

: FALSE Explanation: Even if an organization provides its managers with certain formal rights, there is no guarantee that they will become effective leaders. In many cases, leaders emerge from within a group and not necessarily by formal appointment. Diff: 1 AACSB: Analytical Thinking Quest. Category: Concept

: 12.1 Summarize the conclusions of trait theories of leadership. 21) Nonsanctioned leadership is usually less important than formal influence.

: FALSE Explanation: Nonsanctioned leadership—the ability to influence that arises outside the formal structure of the organization—is often as important as, or more important than, formal influence. In other words, leaders can emerge from within a group as well as by formal appointment. Diff: 1 AACSB: Analytical Thinking Quest. Category: Concept

: 12.1 Summarize the conclusions of trait theories of leadership. 18) Leadership research has been able to determine a formula of attributes which make a leader.

: FALSE Explanation: Research is not clear yet about which variables in combination yield the best leadership. Diff: 1 AACSB: Analytical Thinking Quest. Category: Analytical

: 12.3 Contrast contingency theories of leadership. 56) According to the Fiedler model of leadership, how can leader effectiveness be improved?

: Fiedler views an individual's leadership style as fixed. Therefore, there are only two ways to improve leader effectiveness. First, you can change the leader to fit the situation—as a baseball manager puts a right- or left-handed pitcher into the game depending on the hitter. If a group situation rates highly unfavorable but is currently led by a relationship-oriented manager, the group's performance could be improved under a manager who is task-oriented. The second alternative is to change the situation to fit the leader, by restructuring tasks or increasing or decreasing the leader's power to control factors such as salary increases, promotions, and disciplinary actions. Diff: 3 AACSB: Analytical Thinking Quest. Category: Concept

: 12.1 Summarize the conclusions of trait theories of leadership. 23) Distinguish between leadership and management.

: John Kotter of the Harvard Business School argues that management is about coping with complexity. Good management brings about order and consistency by drawing up formal plans, designing rigid organization structures, and monitoring results against the plans. Leadership, in contrast, is about coping with change. Leaders establish direction by developing a vision of the future; then they align people by communicating this vision and inspiring them to overcome hurdles. Although Kotter provides separate definitions of the two terms, both researchers and practicing managers frequently make no such distinctions. Not all leaders are managers, nor, for that matter, are all managers leaders. Just because an organization provides its managers with certain formal rights is no assurance they will lead effectively. Leaders can emerge from within a group as well as by formal appointment. Organizations need strong leadership and strong management for optimal effectiveness. We need leaders today to challenge the status quo, create visions of the future, and inspire organizational members to want to achieve the visions. We also need managers to formulate detailed plans, create efficient organizational structures, and oversee day-to-day operations. Diff: 3 AACSB: Analytical Thinking Quest. Category: Concept

: 12.3 Contrast contingency theories of leadership. 55) According to Fiedler's contingency model, task-oriented leaders are most effective in situations of high or low control.

: TRUE Explanation: According to Fiedler's contingency model, task-oriented leaders perform best in situations of high and low control, whereas relationship-oriented leaders perform best in moderate control situations. Diff: 1 AACSB: Analytical Thinking Quest. Category: Concept

: 12.2 Identify the central tenets and main limitations of behavioral theories. 37) A leader designated as high on initiating structure would be likely to clearly define the roles of his or her subordinates.

: TRUE Explanation: According to the Ohio State Studies, initiating structure indicates the degree to which a leader is likely to define and structure his or her role and those of employees in the search for goal attainment. Initiating structure includes behavior that attempts to organize work, foster work relationships, and achieve goals. A leader high in initiating structure is someone who assigns group members to particular tasks, expects workers to maintain definite standards of performance, and emphasizes the meeting of deadlines. Diff: 1 AACSB: Analytical Thinking Quest. Category: Concept

: 12.4 Describe the contemporary theories of leadership and their relationship to foundational theories. 77) Most experts believe that individuals may be trained to exhibit charismatic behavior.

: TRUE Explanation: Although individuals inherit certain tendencies, most experts believe that charismatic behaviors may be learned. Studies have suggested the effectiveness of a three-step process to teach potential leaders to exhibit charismatic behaviors. This process includes developing and maintaining an optimistic view, drawing others to this view by creating a bond with followers, and bringing out the potential in others by tapping into their emotions. Diff: 1 AACSB: Analytical Thinking Quest. Category: Concept

: 12.3 Contrast contingency theories of leadership. 53) The Fiedler contingency model proposes that effective group performance depends upon the proper match between a leader's style and the degree to which a situation gives control to the leader.

: TRUE Explanation: Fiedler's contingency model proposes that effective group performance depends on the proper match between the leader's style and the degree to which the situation gives the leader control. A key factor in leadership success, Fiedler argued, is the individual's basic leadership style. To identify a person's leadership style, Fiedler developed the least preferred co-worker (LPC) questionnaire that measures whether a person is task- or relationship-oriented. Diff: 1 AACSB: Analytical Thinking Quest. Category: Concept

: 12.2 Identify the central tenets and main limitations of behavioral theories. 38) According to the University of Michigan studies, production-oriented leadership is defined as the extent to which a leader tends to emphasize the technical or task aspects of the job.

: TRUE Explanation: Leadership studies at the University of Michigan's Survey Research Center identified two behavioral characteristics of leaders that appeared related to performance effectiveness. Employee-oriented leaders emphasized interpersonal relationships by taking a personal interest in the needs of their employees and accepting individual differences among them. Production-oriented leaders emphasized the technical or task aspects of the job—their concern was in accomplishing their group's tasks. Diff: 1 AACSB: Analytical Thinking Quest. Category: Concept

: 12.3 Contrast contingency theories of leadership. 54) In Fiedler's approach, if a respondent uses unfavorable terms to describe the co-worker in question, the respondent can be said to be primarily task-oriented.

: TRUE Explanation: The least preferred co-worker (LPC) questionnaire asks respondents to think of all the co-workers they have ever had and describe the one person they least enjoyed working with. If you describe the person you are least able to work with in favorable terms (a high LPC score), Fiedler would label you relationship-oriented. In contrast, if you see your least-preferred co-worker in relatively unfavorable terms (a low LPC score), you are primarily interested in productivity and are task-oriented. Diff: 1 AACSB: Analytical Thinking Quest. Category: Concept

: 12.1 Summarize the conclusions of trait theories of leadership. 20) Behavioral studies imply that people can be trained to be leaders.

: TRUE Explanation: Trait research provides a basis for selecting the right people for leadership. In contrast, behavioral studies implied we could train people to be leaders. Diff: 1 AACSB: Analytical Thinking Quest. Category: Concept

: 12.4 Describe the contemporary theories of leadership and their relationship to foundational theories. 76) Companies with transformational leaders often show greater agreement among top managers about the organization's goals.

: TRUE Explanation: Transformational leaders are often able to unify members of the organization on matters such as goals and vision. Diff: 1 AACSB: Analytical Thinking Quest. Category: Concept

: 12.2 Identify the central tenets and main limitations of behavioral theories. 39) Identify and explain the two dimensions of leadership described in the Ohio State studies.

: The Ohio State studies proposed that two categories accounted for most of the leadership behavior described by employees. They called these two dimensions initiating structure and consideration. a) Initiating structure refers to the extent to which a leader is likely to define and structure his or her role and those of employees in the search for goal attainment. It includes behavior that attempts to organize work, work relationships, and goals. A leader high in initiating structure is someone who "assigns group members to particular tasks," "expects workers to maintain definite standards of performance," and "emphasizes the meeting of deadlines." b) Consideration is described as the extent to which a person is likely to have job relationships that are characterized by mutual trust, respect for employees' ideas, and regard for their feelings. A leader high in consideration helps employees with personal problems, is friendly and approachable, treats all employees as equals, and expresses appreciation and support. Diff: 2 AACSB: Analytical Thinking Quest. Category: Concept

: 12.2 Identify the central tenets and main limitations of behavioral theories. 40) Research has narrowed the thousands of leadership behaviors into two primary dimensions. Please list and describe these two behaviors.

: The two behaviors are initiating structure and consideration. Initiating structure refers to the extent to which a leader is likely to define and construct their role as well as those of their employees. A leader who is high in initiating structure is very task-oriented and expects workers to maintain standards. Consideration refers to the extent to which a person's job relationships are characterized by mutual trust, respect for employees' ideas, and regard for their feelings. A leader with high consideration aids employees with personal problems, is friendly and approachable, treats all employees as equals, and expresses appreciation and support. Diff: 2 AACSB: Analytical Thinking Quest. Category: Concept

: 12.1 Summarize the conclusions of trait theories of leadership. 4) Leaders who emerge from outside of the formal structures of the organization are called ________. A) nonsanctioned leaders B) transformational leaders C) transactional leaders D) managers E) mentors

: A Explanation: A) Often leaders can emerge from within a group and not be formally appointed to a leadership position. These are called nonsanctioned leaders. Diff: 1 AACSB: Analytical Thinking Quest. Category: Concept

: 12.1 Summarize the conclusions of trait theories of leadership. 11) ________ and ________ people are more likely to assert themselves in group situations. A) Sociable; manipulative B) Sociable, dominant C) Stern; manipulative D) Stern; dominant E) Sociable; withdrawn

: B Explanation: B) Sociable and dominant people are more likely to be extroverted, which might result in their becoming leaders. Diff: 3 AACSB: Analytical Thinking Quest. Category: Concept

: 12.1 Summarize the conclusions of trait theories of leadership. 13) Your company's HR director is a believer in trait theories of leadership. He believes that he can differentiate leaders from nonleaders by focusing on personal qualities and characteristics. The HR director plans to promote Lawrence, a highly extraverted manager with a great deal of ambition and energy to the position of VP, Manufacturing. He asks for your expertise in helping him to apply trait theory to leadership selection within your company. The director believes that because of his innate characteristics, Lawrence will be highly effective at helping the company achieve its production goals. You advise the director against basing his decision purely on traits because ________. A) research has identified emotional stability as the strongest predictor of leadership effectiveness B) studies have found that the Big Five traits are difficult to identify in leaders C) studies have shown that traits are poor predictors of leadership effectiveness D) research has found that conscientiousness is a better predictor of effectiveness than extraversion E) research has shown that effective managers are often unlikely to become effective leaders

: C Explanation: C) Traits do a better job predicting the emergence of leaders and the appearance of leadership than actually distinguishing between effective and ineffective leaders. The fact that an individual exhibits the traits and others consider that person to be a leader does not necessarily mean the leader is successful at getting his or her group to achieve its goals. The context matters, too. Diff: 3 AACSB: Reflective Thinking Quest. Category: Application

: 12.5 Discuss the roles of leaders in creating ethical organizations. 86) All of the following are consequences of a relationship of trust between supervisors and employees, except that ________. A) trust facilitates information sharing B) trusting groups are more effective C) trust discourages taking risks D) trust enhances productivity E) company bottom lines are positively influenced by trust

: C Explanation: C) Trust between supervisors and employees is related to a number of positive employment outcomes. Trust encourages taking risks, facilitates information sharing, and enhances productivity. Trusting groups are more effective. Diff: 2 AACSB: Analytical Thinking Quest. Category: Concept

: 12.6 Describe how leaders can have a positive impact on their organizations through building trust and mentoring. 93) Within mentoring relationships, ________. A) only the protégé benefits B) the protégé mainly benefits, but the mentor might also benefit C) both the protégé and the mentor benefit D) the mentor mainly benefits, but the protégé might also benefit E) only the mentor benefits

: C Explanation: C) Within a mentoring relationship, all parties involved benefit. Diff: 2 AACSB: Analytical Thinking Quest. Category: Concept

: 12.5 Discuss the roles of leaders in creating ethical organizations. 88) Research indicates that leaders who model ________ help followers to understand the grown process for their own development. A) intelligence B) emotional intelligence C) transformational leadership D) humility E) articulate communication

: D Explanation: D) Humility (or humbleness) is a strong characteristic of an authentic leader. Diff: 2 AACSB: Analytical Thinking Quest. Category: Concept

: 12.3 Contrast contingency theories of leadership. 51) According to the Fiedler contingency model of leadership, task-oriented leaders perform best in situations of ________, while relationship-oriented leaders perform best in ________ situations. A) moderate control; high and low control B) high control; low and moderate control C) high and moderate control; low control D) high and low control; moderate control E) moderate and low control; high control

: D Explanation: D) In the Fiedler contingency model, combining the three contingency dimensions yields eight possible situations in which leaders can find themselves. Fiedler recently condensed these eight situations down to three. According to him, task-oriented leaders perform best in situations of high and low control, while relationship-oriented leaders perform best in moderate control situations. Diff: 2 AACSB: Analytical Thinking Quest. Category: Concept

: 12.4 Describe the contemporary theories of leadership and their relationship to foundational theories. 59) Which of the following is true regarding whether charismatic leaders are born or made? A) Charismatic individuals are not born with traits that make them charismatic. B) Charismatic leaders are usually not achievement oriented. C) Charisma cannot be learned. D) Most experts believe individuals can be trained to exhibit charismatic behaviors. E) Personality has shown no link to charismatic leadership.

: D Explanation: D) Individuals are born with traits that make them charismatic. Personality is also related to charismatic leadership; charismatic leaders are likely to be extraverted, self-confident, and achievement oriented. Although a small minority thinks charisma is inherited and cannot be learned, most experts believe individuals can be trained to exhibit charismatic behaviors. Diff: 2 AACSB: Analytical Thinking Quest. Category: Concept

: 12.7 Identify the challenges to our understanding of leadership. 97) Zenith Technologies has a very flat organizational system with few managers. Instead, it has a rigid system of clear, formalized goals, clear procedures, and cohesive work groups. In this case, the various components of the organizational system are acting as ________ to formal leadership by replacing the support and ability offered by leaders. A) detriments B) traits C) attributes D) substitutes E) supplements

: D Explanation: D) One theory of leadership suggests that in many situations leaders' actions are irrelevant. Experience and training are among the substitutes that can replace the need for a leader's support or ability to create structure. Organizational characteristics such as explicit formalized goals, rigid rules and procedures, and cohesive work groups can also replace formal leadership. Diff: 3 AACSB: Analytical Thinking Quest. Category: Application

: 12.5 Discuss the roles of leaders in creating ethical organizations. 85) The concept of socialized charismatic leadership seeks to integrate charismatic leadership with ________ leadership. A) transformational B) production-oriented C) relational D) ethical E) transactional

: D Explanation: D) Scholars have tried to integrate ethical and charismatic leadership by advancing the idea of socialized charismatic leadership—leadership that conveys other-centered (not self-centered) values by leaders who model ethical conduct. Socialized charismatic leaders are able to bring employee values in line with their own values through their words and actions. Diff: 2 AACSB: Analytical Thinking Quest. Category: Concept

: 12.3 Contrast contingency theories of leadership. 57) Which theory of leadership proposes that followers attribute heroic or extraordinary leadership abilities when they observe certain behaviors? A) transformational leadership theory B) authentic leadership theory C) transactional leadership theory D) attributional leadership theory E) charismatic leadership theory

: E Explanation: E) According to House's charismatic leadership theory, followers attribute heroic or extraordinary leadership abilities when they observe certain behaviors. A number of studies have attempted to identify the characteristics of charismatic leaders: they have a vision, they are willing to take personal risks to achieve that vision, they are sensitive to follower needs, and they exhibit extraordinary behaviors. Diff: 2 AACSB: Analytical Thinking Quest. Category: Concept

: 12.2 Identify the central tenets and main limitations of behavioral theories. 32) If a leader's main concern is accomplishing his/her group's tasks, the University of Michigan studies label this leader ________. A) employee-oriented B) high in consideration C) relationship-oriented D) low in initiating structure E) production-oriented

: E Explanation: E) According to the behavioral dimensions identified by the University of Michigan's Survey Research Center, the production-oriented leader emphasized the technical or task aspects of the job, his main concern being accomplishing the group's tasks. Diff: 2 AACSB: Analytical Thinking Quest. Category: Concept

: 12.4 Describe the contemporary theories of leadership and their relationship to foundational theories. 65) In terms of the full range of leadership model, which leader behavior is the least effective? A) management by exception (active) B) contingent reward C) management by exception (passive) D) individualized consideration E) laissez-faire

: E Explanation: E) According to the full range of leadership model, laissez-faire is the most passive and therefore least effective of leader behaviors. Management by exception—active or passive—is slightly better than laissez-faire. Diff: 2 AACSB: Analytical Thinking Quest. Category: Concept

: 12.4 Describe the contemporary theories of leadership and their relationship to foundational theories. 68) Martin Luther King, Ronald Reagan, Mary Kay Ash, and Steve Jobs are often considered as examples of ________ leaders. A) transactional B) transformational C) sanctioned D) nonsanctioned E) charismatic

: E Explanation: E) All of the examples are people who have/had a great deal of charisma which set them apart from the masses. Diff: 1 AACSB: Analytical Thinking Quest. Category: Concept

: 12.4 Describe the contemporary theories of leadership and their relationship to foundational theories. 83) Which of the following would best serve as evidence to support the conclusion that an individual is an authentic leader? A) The leader is cautious about information sharing and tends to provide updates only to top management. B) In business exchanges, the leader puts the company's bottom line before his or her ideals. C) The leader acts in the company's best interest as long as those interests don't conflict with his personal ambitions. D) The leader constantly questions his or her values. E) The leader inspires a great deal of trust in his or her followers.

: E Explanation: E) Authentic leaders know who they are, know what they believe in and value, and act on those values and beliefs openly and candidly. Their followers consider them ethical people. The primary quality produced by authentic leadership, therefore, is trust. Authentic leaders share information, encourage open communication, and stick to their ideals. Diff: 3 AACSB: Analytical Thinking Quest. Category: Concept

BE project concludes about Chinese culture, which of the following leader behaviors would be most effective? A) infrequent decision making B) highly participatory decision making C) autocratic decision making D) decision making without initiating structure E) moderately participatory decision making

: E Explanation: E) Chinese culture emphasizes being polite, considerate, and unselfish, but it also has a high performance orientation. These two factors suggest consideration and initiating structure may both be important. Although Chinese culture is relatively participative compared to that of the United States, there are also status differences between leaders and employees. This suggests a moderately participative style may work best there. Diff: 3 AACSB: Analytical Thinking Quest. Category: Application

: 12.2 Identify the central tenets and main limitations of behavioral theories. 28) Kimberley, a manager at a large company, tends to assign group members to particular tasks, expects workers to maintain definite standards of performance, and emphasizes the meeting of deadlines. In the light of the Ohio State Studies, this indicates that Kimberley, as a leader, is ________. A) low in task orientation B) high in consideration C) relationship oriented D) employee oriented E) high in initiating structure

: E Explanation: E) Initiating structure is the extent to which a leader is likely to define and structure his or her role and those of employees in the search for goal attainment. It includes behavior that attempts to organize work, work relationships, and goals. A leader high in initiating structure is someone who "assigns group members to particular tasks," "expects workers to maintain definite standards of performance," and "emphasizes the meeting of deadlines." Diff: 3 AACSB: Analytical Thinking Quest. Category: Application

: 12.5 Discuss the roles of leaders in creating ethical organizations. 87) Which of the following is a characteristic of a servant leader? A) one who uses power to achieve ends B) one who focuses on self-interest C) one who reduces team potency D) one who gives orders to followers E) one who serves the needs of others

: E Explanation: E) Servant leaders go beyond their own self-interest and focus on opportunities to help followers grow and develop. They don't use power to achieve ends; they emphasize persuasion. They focus on serving the needs of others. Diff: 2 AACSB: Analytical Thinking Quest. Category: Concept