Chapter 13 International

A leader who monitors follower performance and takes corrective action when deviations from standards occur is referred to as a transactional leader.

F

According to the GLOBE study, Humane-Oriented leadership "focuses on ensuring the safety and security of the individual and group through status-enhancement and face-saving."

F

Authoritarian leadership is the use of both work-centered and people-centered approaches.

F

Authoritarian leadership uses work-centered behavior coupled with protective employee-centered concern.

F

Bass discovered that far more regional differences exist in leadership than had been believed previously.

F

Japan is well known for its authoritarian approach to leadership.

F

Recent findings from a leadership study in India showed that participative leadership is not as effective in developing countries as had been previously reported.

F

Romero found that Mexico is moving away from a modern leadership style.

F

There is a managerial tendency in paternalistic leadership toward a lack of involvement with subordinates.

F

Which of the following is an accurate depiction of the leadership style adopted by the managers of many Middle Eastern companies? A. Highly authoritarian tone; rigid instructions B. Less bureaucratic; more delegation of authority C. Informal control mechanisms; routine checks on performance D. Formal planning; decisions made at all levels of management

Highly authoritarian tone; rigid instructions

As a general statement, most evidence indicates that European managers tend to use this approach to leadership. A. Paternalistic B. Participative C. Autocratic D. Authoritarian

Participative

Employees tend to be more creative and innovative when driven by leaders exhibiting this behavior. A. Paternalistic B. Autocratic C. Authoritarian D. Participative

Participative

Identify the style of leadership that has been widely espoused in the United States, England, and other Anglo countries. A. Paternalistic B. Transformational C. Transactional D. Participative

Participative

Identify the type of leaders who motivate employees by consulting them, encouraging joint decisions, or delegating responsibilities. A. Participative B. Paternalistic C. Transactional D. Transformational

Participative

_____ leaders typically encourage their people to play an active role in assuming control of their work, and authority usually is highly decentralized. A. Suppressive B. Autocratic C. Participative D. Team-oriented

Participative

_____ leadership is very popular in many technologically advanced countries. A. Narcissistic B. Participative C. Paternalistic D. Transactional

Participative

Identify the leadership style that is best summarized by the statement "Work hard and the company will take care of you." A. Autocratic B. Authoritarian C. Participative D. Paternalistic

Paternalistic

These leaders expect everyone to work hard; in turn, the employees are guaranteed employment and given security benefits such as medical and retirement programs. A. Participative B. Paternalistic C. Autocratic D. Authoritarian

Paternalistic

This type of leadership behavior has been shown to have a positive impact on employees' attitudes in collectivistic cultures because the care, support, and protection provided by these leaders may address employees' need for frequent contact and close personal relationships. A. Participative B. Paternalistic C. Authoritarian D. Autocratic

Paternalistic

Usually, this leadership behavior satisfies some employee needs, and in turn subordinates tend to exhibit loyalty and compliance. A. Participative B. Authoritarian C. Paternalistic D. Autocratic

Paternalistic

A Theory Y manager believes that under conditions of modern industrial life, the intellectual potential of the average human being is only partially tapped.

T

A Theory Y manager believes that under proper conditions, the average human being learns not only to accept but also to seek responsibility.

T

A research effort linking leadership and corporate responsibility defines responsible global leadership as encompassing values-based leadership, ethical decision making, and quality stakeholder relationships.

T

Japan is well known for its paternalistic approach to leadership.

T

Japanese executives are taught and tend to use variety amplification.

T

Leadership can be defined simply as the process of influencing people to direct their efforts toward achievement of some particular goal or goals.

T

Ouchi's Theory Z combines Japanese and U.S. assumptions and approaches to leadership.

T

Paternalistic leadership is common throughout Latin America.

T

There is some evidence that paternalistic leadership is still a common leadership approach in greater China, stemming from Confucian ideology.

T

Which of the following managers would assume that the primary need of employees is job security? A. A Theory A manager B. A Theory X manager C. A Theory Y manager D. A Theory Z manager

A Theory X manager

Which of the following leaders clarifies what needs to be done and provides both psychic and material rewards to those who comply with his or her directives? A. A contingent reward leader B. An active management-by-exception leader C. A passive management-by-exception leader D. A laissez-faire leader

A contingent reward leader

This leader avoids intervening or accepting responsibility for follower actions. A. A passive management-by-exception leader B. A laissez-faire leader C. A contingent reward leader D. An active management-by-exception leader

A laissez-faire leader

Which of the following leaders takes action or intervenes in situations only when standards are not met? A. A passive management-by-exception leader B. A laissez-faire leader C. A contingent reward leader D. An active management-by-exception leader

A passive management-by-exception leader

According to a survey conducted by Puffer, McCarthy, and Naumov, which of the following beliefs is held by Russian managers? A. The present trend toward a shorter workweek should be discouraged. B. Group activities always distract workers. C. A person must stand alone to be superior. D. Workers have no part to play in decision making.

A person must stand alone to be superior.

This individual monitors follower performance and takes corrective action when deviations from standards occur. A. A contingent reward leader B. An active management-by-exception leader C. A passive management-by-exception leader D. A laissez-faire leader

An active management-by-exception leader

In a survey conducted by Brodbeck and his associates, which of the following culture clusters produces leaders who rate performance orientation as the most important leadership attribute? A. Germanic B. Anglo C. Latin D. Nordic

Anglo

The focus of attention of this leadership style usually is on work progress, work procedures, and roadblocks that are preventing goal attainment. A. Participative B. Authoritarian C. Paternalistic D. Laissez-faire

Authoritarian

A Theory X manager believes that employees who learn different aspects of the business will be in a better position to contribute to the broader goals of the organization.

F

This leadership style is widely used by Theory X managers, who believe that final decisions should be in the hands of the higher-level employees and that a continued focus on the task is compatible with the kind of people they are dealing with. A. Authoritarian B. Suppressive C. Paternalistic D. Laissez-faire

Authoritarian

A Theory Z manager believes that the primary need of employees is job security.

F

Which of the following is a specific assumption of Theory Z managers? A. The expenditure of physical and mental effort at work is as natural to people as resting or playing. B. The intellectual potential of the average human being is only partially tapped under conditions of modern industrial life. C. Employees who learn different aspects of the business will be in a better position to contribute to the broader goals of the organization. D. Commitment to objectives is determined by the rewards that are associated with their achievement.

Employees who learn different aspects of the business will be in a better position to contribute to the broader goals of the organization.

Which of the following is a subunit of positive organizational scholarship (POS)? A. Enablers B. Leaders C. Disrupters D. Managers

Enablers

Bass found that through the use of higher-order factor analysis, it is possible to develop a leadership model that illustrates the effectiveness of all five types of leaders: A. I's (transformational), CR, MBE-A, MBA, and BAE-P. B. MBE-A, MBE-P, ABC, Trans, and LF. C. CR, CAB, LF, MBA, and MBE-A. D. I's (transformational), CR, MBE-A, MBE-P, and LF.

I's (transformational), CR, MBE-A, MBE-P, and LF.

Transformational leaders are able to get their followers to question old paradigms and to accept new views of the world regarding how things now need to be done." Which characteristic factor of transformational leaders is being described in the previous sentence? A. Idealized influence B. Inspirational motivation C. Intellectual stimulation D. Individualized consideration

Intellectual stimulation

Which of the following is a specific assumption of Theory X managers? A. The expenditure of physical and mental effort at work is as natural to people as resting or playing. B. It is necessary to use coercion, control, and threats of punishment to get people to attain organizational objectives. C. Employees who learn different aspects of the business will be in a better position to contribute to the broader goals of the organization. D. Commitment to objectives is determined by the rewards that are associated with their achievement.

It is necessary to use coercion, control, and threats of punishment to get people to attain organizational objectives.

Which of the following statements is true about the authoritarian leadership style? A. It is widely used by Theory A managers. B. It is widely used by Theory X managers. C. It is widely used by Theory Y managers. D. It is widely used by Theory Z managers.

It is widely used by Theory X managers.

Which of the following is a quality needed to be a servant leader? A. Listening B. Predictability C. Entrepreneurship D. Hindsight

Listening

Which of the following is a specific assumption of Theory Y managers? A. By their very nature, people do not like to work and will avoid it whenever possible. B. Employees who learn different aspects of the business will be in a better position to contribute to the broader goals of the organization. C. The expenditure of physical and mental effort at work is as natural to people as resting or playing. D. To get people to attain organizational objectives, it is necessary to use coercion, control, and threats of punishment.

The expenditure of physical and mental effort at work is as natural to people as resting or playing.

This manager believes that if people are committed to their goals, they will exercise self-direction and self-control. A. Theory X B. Theory Z C. Theory Y D. Theory A

Theory Y

Ouchi's _____ combines Japanese and U.S. assumptions and approaches to leadership. A. Theory X B. Theory Z C. authoritarian leadership theory D. transactional leadership theory

Theory Z

Which of the following is true of Theory X managers? A. They believe that people are basically lazy and that coercion and threats of punishment must be used to get them to work. B. They believe that under the right conditions, people not only will work hard but will seek increased responsibility and challenge. C. They believe that a great deal of creative potential basically goes untapped, and workers will provide much higher quantity and quality of output when it is tapped. D. They believe that workers seek opportunities to participate in management and are motivated by teamwork and responsibility sharing.

They believe that people are basically lazy and that coercion and threats of punishment must be used to get them to work.

These leaders are individuals who exchange rewards for effort and performance and work on a "something for something" basis. A. Variable B. Functional C. Transactional D. Transformational

Transactional

These leaders are visionary agents with a sense of mission who are capable of motivating their followers to accept new goals and new ways of doing things. A. Transactional B. Negotiable C. Transformational D. Formational

Transformational

Theory Z leadership is associated with the work of: A. Robert Blake. B. William Ouchi. C. Sheila Puffer. D. Douglas McGregor.

William Ouchi.

The leadership process used by Japanese managers places a strong emphasis on _____ goals. A. distinct B. indeterminate C. ambiguous D. specific

ambiguous

Compared with nonentrepreneurs, entrepreneurs typically: A. make linear changes to products and systems. B. rely on an organization to guide their thinking. C. require structure support. D. are more creative and innovative.

are more creative and innovative.

French and German managers tend to use a work-centered, _____ approach to leadership. A. authoritarian B. autocratic C. paternalistic D. participative

authoritarian

The research stream known as the study of _____ leaders has explored how the individual abilities of an executive work to inspire and motivate her or his subordinates. A. narcissistic B. charismatic C. transactional D. transformational

charismatic

All of the following are relevant to the investigation of leadership in the now classic Haire, Ghiselli, and Porter study except: A. communication skills. B. capacity for leadership and initiative. C. sharing information and objectives. D. participation.

communication skills.

All of the following are accurate depictions of the Japanese approach to leadership except: A. management's concern for its employees extends to the whole life, business and social, of the worker. B. decision making is carried out via group decision-making techniques. C. employment is often for life; layoffs are rare. D. control mechanisms are very explicit; people know exactly what to control and how to do it.

control mechanisms are very explicit; people know exactly what to control and how to do it.

Positive organizational scholarship: A. focuses on positive outcomes, processes, and attributes of organizations and their members. B. focuses on avoiding, intervening, or accepting responsibility for follower actions. C. takes action or intervenes in situations only when standards are not met. D. monitors follower performance and takes corrective action when deviations from standards occur.

focuses on positive outcomes, processes, and attributes of organizations and their members.

U.S. managers believe that to motivate workers, it is necessary to satisfy their: A. higher-order needs. B. safety needs. C. lower-order needs. D. physiological needs.

higher-order needs.

According to Bass, the most effective leaders were characterized by four interrelated factors. These are: A. idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. B. nurturing personality, creative mindset, willingness to give recognition, and intellectual stimulation. C. high self-esteem, outgoing personality, inspirational motivation, and willingness to give recognition. D. internal locus of control, outgoing personality, individualized consideration, and nurturing personality.

idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration.

Some believe that _____ are born, but _____ can be shaped. A. leaders; managers B. managers; directors C. directors; controllers D. managers; leaders

leaders; managers

There is a tendency toward _____ leadership styles among young Arab middle management, as well as among highly educated managers of all ages. A. participative B. autocratic C. authoritarian D. paternalistic

participative

All of the following are assumptions that underlie Theory Z management except: A. people are motivated by a strong sense of commitment to be part of a greater whole—the organization in which they work. B. people are motivated by financial rewards, not by job security. C. employees seek out responsibility and look for opportunities to advance in an organization. D. employees who learn different aspects of the business will be in a better position to contribute to the broader goals of the organization.

people are motivated by financial rewards, not by job security.

All of the following are accurate depictions of the U.S. approach to leadership except: A. employment is usually short term; layoffs are common. B. responsibility is shared collectively. C. evaluation and promotion is very fast; those not quickly promoted often seek employment elsewhere. D. decision making is carried out by the individual manager.

responsibility is shared collectively.

Bass found that the most effective managers were _____ leaders. A. transformational B. transactional C. variable D. functional

transformational

The creation of uncertainty and the analysis of many alternatives regarding future action is referred to as: A. variety expansion. B. variety subtraction. C. variety amplification. D. variety reduction.

variety amplification.

U.S. executives are taught and tend to use _____, which is the limiting of uncertainty and the focusing of action on a limited number of alternatives. A. variety amplification B. variety reduction C. variety augmentation D. variety expansion

variety reduction