Unit 6 Quiz
Which of the following is not a positive trait that sets Jack Ma apart as a leader? A. Machiavellianism B. High levels of energy and activity C. Intelligence D. Task-relevant knowledge E. Self-confidence
A. Machiavellianism
According to Fiedler's theory, a high-control situation favors a ________ leader. A. Task-motivated B. Relationship-motivated C. Charismatic D. Consultative E. Laissez-faire
A. Task-motivated
In which of the following situations would a leader's situational control be considered low? A. Leader-member relations poor; task structure low; position power strong B. Leader-member relations poor; task structure low; position power weak C. Leader-member relations good; task structure high; position power weak D. Leader-member relations poor; task structure high; position power strong E. Leader-member relations good; task structure low; position power weak
B. Leader-member relations poor; task structure low; position power weak
A person who has a self-centered perspective, feelings of superiority, and a drive for personal power and glory is known as: A. Ethnocentric B. Narcissistic C. Machiavellianism D. Having psychopathy E. Having the laissez-faire syndrome
B. Narcissistic
The ________ approach attempts to identify the unique ways of acting displayed by effective leaders. A. Transformational leadership B. Situational C. Behavior styles D. Trait E. Leader prototypes
C. Behavior styles
In empowering employees, to lead for meaningfulness, managers need to: A. Monitor and reward employees B. Provide training and mentoring C. Inspire subordinates D. Support and coach employees E. Delegate important tasks
C. Inspire subordinates
In which of the following situations would a leader's situational control be considered high? A. Leader-member relations poor; task structure low; position power strong B. Leader-member relations poor; task structure high; position power strong C. Leader-member relations good; task structure high; position power weak D. Leader-member relations poor; task structure low; position power weak E. Leader-member relations good; task structure low; position power weak
C. Leader-member relations good; task structure high; position power weak
Tammy participates actively in the weekly team meetings, but when it comes to doing her work, she tends to do it her own way, often disregarding company policies and her boss's wishes. Tammy is probably a(n): A. Partisan B. Independent C. Rebel D. Helper E. Diplomat
C. Rebel
According to Fiedler's theory, a moderate-control situation favors a ________ leader. A. Consultative B. Laissez-faire C. Relationship-motivated D. Task-motivated E. Charismatic
C. Relationship-motivated
________ leadership focuses on increased benefit to others rather than to oneself. A. Transformational B. Inspirational C. Servant D. LMX E. Relationship-motivated
C. Servant
In empowering employees, to lead for competence, managers should: A. Help employees identify their passions at work B. Monitor and reward employees C. Support and coach employees D. Inspire subordinates E. Delegate important tasks
C. Support and coach employees
According to Fiedler's theory, a low-control situation favors a ________ leader. A. Consultative B. Charismatic C. Task-motivated D. Laissez-faire E. Relationship-motivated
C. Task-motivated
Jim is the daytime supervisor for an automobile assembly line. He supervises 45 workers who perform routine jobs that require minimal training. Which of the following statements would indicate that Jim is following the path-goal model of leadership? A. Jim's leadership skills are most effective when applied to match the characteristics of the situation at hand. B. Jim has a certain idea about how he should behave as a leader and what he should do for his team of workers. C. Jim does not feel like taking responsibility for leading his team since their jobs require minimal training. D. Jim likes to provide the guidance and support needed by employees and ties meaningful rewards to accomplishment of objectives. E. Jim wants to develop a partnership with his team illustrated by reciprocal influence, mutual trust, respect and liking, and a sense of common fates.
D. Jim likes to provide the guidance and support needed by employees and ties meaningful rewards to accomplishment of objectives.
Jim is the daytime supervisor for an automobile assembly line. He supervises 45 workers who perform routine jobs that require minimal training. Which of the following statements would indicate that Jim is following the transformational model of leadership? A. Jim wants to develop a partnership with his team illustrated by reciprocal influence, mutual trust, respect and liking, and a sense of common fates. B. Jim sets goals, monitors progress toward goal achievement, and rewards and punishes people for their level of goal accomplishment. C. Jim's leadership skills are most effective when applied to match the characteristics of the situation at hand. D. Jim seeks to motivate employees to pursue organizational goals above their own self-interests. E. Jim likes to provide the guidance and support needed by employees and ties meaningful rewards to completion of objectives.
D. Jim seeks to motivate employees to pursue organizational goals above their own self-interests.
Which of the following is not a general category of leader behaviors? A. Transformational B. Relationship-oriented C. Passive D. Transactional E. Task-oriented
D. Transactional
Jim is the daytime supervisor for an automobile assembly line. He supervises 45 people who perform relatively routine jobs that require minimal training. The shop is unionized, so Jim has little latitude when it comes to dismissing poor performers. However, he does have the authority to transfer employees and has been known to reassign poor performers to less desirable jobs on the assembly line. Jim has a reputation for only transferring employees with just cause, and generally is viewed as a fair supervisor by his employees. Although he would like greater autonomy to determine salaries, Jim generally divides bonuses and raises equally among his employees. To do otherwise would likely create conflict with union members and representatives. According to Fiedler's model, how would Jim's position power be described? A. Moderate B. Political C. Strong D. Weak E. Expert
D. Weak
In an in-group exchange, a leader is attempting to: A. Perform service to others B. Initiate structure C. Create more formality in expectations and rewards D. Inspire followers E. Create trust and mutual obligation
E. Create trust and mutual obligation
Jim is the daytime supervisor for an automobile assembly line. He supervises 45 people who perform relatively routine jobs that require minimal training. The shop is unionized, so Jim has little latitude when it comes to dismissing poor performers. However, he does have the authority to transfer employees and has been known to reassign poor performers to less desirable jobs on the assembly line. Jim has a reputation for only transferring employees with just cause, and generally is viewed as a fair supervisor by his employees. Although he would like greater autonomy to determine salaries, Jim generally divides bonuses and raises equally among his employees. To do otherwise would likely create conflict with union members and representatives. According to Fiedler's model, how would Jim's leader-member relations be described? A. Moderate B. Poor C. Nonexistent D. Absolute E. Good
E. Good
Joaquin is usually the first one to volunteer at the weekly team meetings to take on additional tasks like taking notes for the meeting. Joaquin would probably be categorized as a(n): A. Rebel B. Partisan C. Independent D. Diplomat E. Helper
E. Helper
Jim is the daytime supervisor for an automobile assembly line. He supervises 45 people who perform relatively routine jobs that require minimal training. The shop is unionized, so Jim has little latitude when it comes to dismissing poor performers. However, he does have the authority to transfer employees and has been known to reassign poor performers to less desirable jobs on the assembly line. Jim has a reputation for only transferring employees with just cause, and generally is viewed as a fair supervisor by his employees. Although he would like greater autonomy to determine salaries, Jim generally divides bonuses and raises equally among his employees. To do otherwise would likely create conflict with union members and representatives. According to Fiedler's Contingency Model, how would you characterize the level of situational control in these circumstances? A. Absolute B. Moderate C. Negligible D. Low E. High
E. High
Jim is the daytime supervisor for an automobile assembly line. He supervises 45 people who perform relatively routine jobs that require minimal training. The shop is unionized, so Jim has little latitude when it comes to dismissing poor performers. However, he does have the authority to transfer employees and has been known to reassign poor performers to less desirable jobs on the assembly line. Jim has a reputation for only transferring employees with just cause, and generally is viewed as a fair supervisor by his employees. Although he would like greater autonomy to determine salaries, Jim generally divides bonuses and raises equally among his employees. To do otherwise would likely create conflict with union members and representatives. According to Fiedler's model, what would the task structure of Jim's employees be considered? A. Medium B. Nonexistent C. Absolute D. Low E. High
E. High
Leader behavior that organizes and defines what group members should be doing to maximize output is called: A. Consideration B. Transformational leadership C. Transactional leadership D. Empowerment E. Initiating structure
E. Initiating structure
Jim is the daytime supervisor for an automobile assembly line. He supervises 45 workers who perform routine jobs that require minimal training. Which of the following statements would indicate that Jim is following the servant-leadership model of leadership? A. Jim likes to provide the guidance and support needed by employees and ties meaningful rewards to completion of objectives. B. Jim wants to develop a partnership with his team illustrated by reciprocal influence, mutual trust, respect and liking, and a sense of common fates. C. Jim sets goals, monitors progress toward goal achievement, and rewards and punishes people for their level of goal accomplishment. D. Jim seeks to develop leadership in others and focuses on objectives that surpass the immediate needs of the group. E. Jim refrains from engaging in self-serving behaviors that hurt others and focuses on increased service to others rather than to himself.
E. Jim refrains from engaging in self-serving behaviors that hurt others and focuses on increased service to others rather than to himself.
Kevin manages a group of eight project engineers, all of whom have worked for the company for over five years. Almost every day, Kevin and Joe, Carlos, and Kim, who are three of his subordinates, go to the cafeteria and play bridge while eating lunch. Joe, Carlos, and Kim receive very good performance reviews and are typically given the most challenging projects. What theory best explains this situation? A. Transactional leadership B. Laissez-faire leadership C. Transformational leadership D. House's path-goal theory E. LMX
E. LMX
Which of the following is not considered a contingency factor in House's path-goal theory? A. Employee's need for clarity B. Task structure C. Work group dynamics D. Employee's need for achievement E. Leader acceptance
E. Leader acceptance
Leaders increase psychological empowerment by engaging in behaviors that enhance perceptions A. Leader-member relations, task structure, and leader position power B. Pride, joy, and achievement C. Intrinsic and extrinsic motivation D. Hope, efficacy, resilience, and optimism E. Meaningfulness, self-determination, competence, and impact
E. Meaningfulness, self-determination, competence, and impact
Fiedler's contingency model and expectancy theory are two situational theories of leadership. True False
False
In House's path-goal model, the only leader behaviors are task-motivated and relationship-motivated. True False
False
In initiating structure, a leader focuses on clarifying employees' role and task requirements and providing followers with positive and negative rewards contingent on performance. True False
False
Leader-member relations reflect the extent to which the leader has formal power over his or her subordinates. True False
False
Transactional leaders transform followers to pursue organizational goals over self-interests. True False
False
The best leaders are not just transformational; they rely on other task-oriented and relationship-oriented behaviors. True False
True
The evaluation of a leader's effectiveness depends in part on who the evaluator is and what the evaluator wants. True False
True
Transformational leaders tend to have personalities that are more extraverted, agreeable, and proactive than nontransformational leaders. True False
True
Jack Ma's aptitude for creating new markets from existing industries is an example of his _________. a. Strategic skills b. Interpersonal skills c. Implicit skills d. Cognitive abilities e. Maximization skills
d. Cognitive abilities
