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