CHAPTER 14 MGMT QUIZ
AS A LEADER BEHAVIOR, CONSIDERATION REFERS TO THE EXTENT TO WHICH LEADERS DO WHAT THEY SAID THEY WOULD DO.
FALSE
FIEDLER'S CONTINGENCY THEORY IS BASED ON THE ASSUMPTION THAT LEADERS ARE CAPABLE OF ADAPTING AND ADJUSTING THEIR LEADERSHIP STYLES TO FIT THE DEMANDS OF DIFFERENT SITUATIONS.
FALSE
IN FIEDLER'S CONTINGENCY THEORY, THE TWO SITUATIONAL FACTORS THAT DETERMINE THE FAVORABILITY OF A SITUATION ARE LEADER-MEMBER RELATIONS AND TASK STRUCTURE.
FALSE
ONE OF THE DIFFERENCES BETWEEN MANAGERS AND LEADERS IS THAT MANAGERS FOCUS ON VISIONS, MISSIONS, GOALS, AN OBJECTIVES, AND LEADERS FOCUS SOLELY ON PRODUCTIVITY AND EFFICIENCY.
FALSE
SINCE THERE ARE NO CONSISTENT TRAIT DIFFERENCES BETWEEN LEADERS AND NON-LEADERS, OR BETWEEN EFFECTIVE AND INEFFECTIVE LEADERS, TRAIT THEORY IS WRONG.
FALSE
WHILE CONSIDERATION PRIMARILY AFFECTS SUBORDINATES' JOB PERFORMANCE, INITIATING STRUCTURE PRIMARILY AFFECTS SUBORDINATES' JOB SATISFACTION.
FALSE
ACCORDING TO THE NORMATIVE DECISION THEORY, USING THE RIGHT DEGREE OF EMPLOYEE PARTICIPATION IMPROVES THE QUALITY OF DECISIONS AND THE EXTENT TO WHICH EMPLOYEES ACCEPT AND ARE COMMITTED TO DECISIONS.
TRUE
ACCORDING TO THE TRAIT THEORY, ALL EFFECTIVE LEADERS POSSESS A SIMILAR SET OF TRAITS OR CHARACTERISTICS.
TRUE
AS A LEADER BEHAVIOR, INITIATING STRUCTURE IS THE DEGREE TO WHICH A LEADER STRUCTURES THE ROLES OF FOLLOWERS BE SETTING GOALS, GIVING DEADLINES, AND ASSIGNING TASKS.
TRUE
AS DESCRIBED IN THE PATH-GOAL THEORY, DIRECTIVE LEADERSHIP IS SIMILAR TO THE KEY LEADERSHIP BEHAVIOR OF INITIATING STRUCTURE.
TRUE
DIRECTIVE LEADERSHIP IS A LEADERSHIP STYLE IN WHICH LEADERS SET CHALLENGING GOALS, HAVE HIGH EXPECTATIONS OF EMPLOYEES, AND DISPLAY CONFIDENCE THAT EMPLOYEES WILL ASSUME RESPONSIBILITY AND PUT FORTH EXTRAORDINARY EFFORT.
TRUE
FIEDLER'S CONTINGENCY THEORY STATES THAT IN ORDER TO MAXIMIZE WORK GROUP PERFORMANCE, LEADERS MUST BE MATCHED TO THE SITUATION THAT BEST FITS THEIR LEADERSHIP STYLE.
TRUE
INITIATING STRUCTURE LEADER BEHAVIOR HAS ALSO BEEN REFERRED TO AS "JOB-CENTERED LEADERSHIP" AND "CONCERN FOR PRODUCTION".
TRUE
LEADERSHIP IS THE PROCESS OF INFLUENCING OTHERS TO ACHIEVE GROUP OR ORGANIZATIONAL GOALS.
TRUE
MANAGERS TEND TO HAVE A SHORT-TERM PERSPECTIVE, LEADERS TEND TO HAVE A LONG-TERM PERSPECTIVE.
TRUE
RESEARCHERS BELIEVE LEADERS CAN SIMULTANEOUSLY BE CONSIDERATE AND INITIATE STRUCTURE BECAUSE CONSIDERATION AND INITIATING STRUCTURE ARE INDEPENDENT BEHAVIORS.
TRUE
STRATEGIC LEADERSHIP IS DEFINED AS THE ABILITY TO THINK STRATEGICALLY AND CREATE A STRATEGIC PLAN FOR AN ORGANIZATION.
TRUE
THE LEADERSHIP BEHAVIOR OF CONSIDERATION HAS ALSO BEEN REFERRED TO AS "CONCERN FOR PEOPLE" AND "EMPLOYEE-CENTERED LEADERSHIP".
TRUE
THE LEADERSHIP TRAIT OF INTEGRITY REFERS TO THE EXTENT TO WHICH LEADERS DO WHAT THEY SAID THEY WOULD DO.
TRUE
THE NORMATIVE DECISION THEORY HELPS LEADERS DECIDE HOW MUCH EMPLOYEE PARTICIPATION SHOULD BE USED WHEN MAKING DECISIONS.
TRUE
THE PRIMARY DIFFERENCE BETWEEN LEADERS AND MANAGERS IS THAT LEADERS ARE CONCERNED WITH DOING THE RIGHT THING, WHILE MANAGERS ARE CONCERNED WITH DOING THINGS RIGHT.
TRUE
THE THREE MAJOR SITUATIONAL LEADERSHIP THEORIES ALL ASSUME THAT THE EFFECTIVENESS OF ANY LEADERSHIP STYLE (THE WAY A LEADER GENERALLY BEHAVES TOWARD FOLLOWERS) DEPENDS ON THE SITUATION.
TRUE
THERE IS NO SUCH THING AS A "BEST" LEADERSHIP STYLE FOR ALL SITUATIONS AND EMPLOYEES.
TRUE
TRANSFORMATIONAL LEADERSHIP IS LEADERSHIP THAT GENERATES AWARENESS AND ACCEPTANCE OF A GROUP'S PURPOSE AND MISSION AND GETS EMPLOYEES TO SEE BEYOND THEIR OWN NEEDS AND SELF-INTEREST FOR THE GOOD OF THE GROUP.
TRUE
WITHIN THE PATH-GOAL MODEL, THE ACHIEVEMENT-ORIENTED AND PARTICIPATIVE LEADERSHIP STYLES DIRECTLY PARALLEL THE KEY LEADERSHIP BEHAVIORS OF INITIATING STRUCTURE AND CONSIDERATION, RESPECTIVELY.
TRUE
