CHAPTER 14

According to the life cycle theory of leadership, _____ leader behavior comprises high initiating structure and low consideration. A. telling B. selling C. participating D. delegating E. performing

At R1 level of readiness, the optimal combination of leader behaviors is telling. Telling is characterized by high initiating structure and low consideration and the leader provides specific instructions and closely supervises performance.

_____ refers to the notion of who becomes a leader rather than how well people do in a leadership role. A. Leader efficiency B. Leader effectiveness C. Leader emergence D. Leader substitution E. Leader efficacy

Most studies have concluded that traits are more predictive of leader emergence (i.e., who becomes a leader in the first place. than they are of leader effectiveness (i.e., how well people actually do in a leadership role).

Which of the following reduces the importance of the leader with no beneficial impact on performance? A. Substitutes B. Transactions C. Training programs D. Neutralizers E. Enhancers

Neutralizers only reduce the importance of the leader; they themselves have no beneficial impact on performance.

_____ is broadly defined as the degree to which employees have the ability and the willingness to accomplish their specific tasks. A. Integration B. Effectiveness C. Efficiency D. Readiness E. Emergence

Readiness is broadly defined as the degree to which employees have the ability and the willingness to accomplish their specific tasks.

In the time-driven model of leadership, which leadership style seems to be overused by managers? A. Autocratic B. Consultative C. Delegative D. Facilitative E. Negotiative

Studies suggest that managers tend to choose the style recommended by the model only around 40 percent of the time and exhibit less variation in styles than the model suggests they should. In particular, managers seem to overuse the consultative style and underutilize autocratic and facilitative styles.

_____ reduce the importance of the leader while simultaneously providing a direct benefit to employee performance. A. Substitutes B. Directive styles C. Transactional styles D. Neutralizers E. Enhancers

Substitutes reduce the importance of the leader while simultaneously providing a direct benefit to employee performance.

Which of the following decision-making styles is characterized by the highest level of leader control? A. Consultative B. Autocratic C. Delegative D. Facilitative E. Supportive

The autocratic style of decision-making has the highest leader control compared to other styles. Refer To: Figure 14-2

Which of the following leader behaviors is characterized by low initiating structure and low consideration? A. high; low B. low; high C. low; low D. high; high E. moderate; moderate

The optimal combination for the R4 readiness level is delegating. It is characterized by low initiating structure and low consideration.

Which of the following represents the carrot-and-stick approach to leadership? A. Laissez-faire leadership B. Passive-avoidant leadership C. Transactional leadership D. Charismatic leadership E. Transformational leadership

Transactional leadership represents the "carrot-and-stick" approach to leadership, with management-by-exception providing the "sticks" and contingent reward supplying the "carrots."

_____ leadership involves inspiring followers to commit to a shared vision that provides meaning to their work while also serving as a role model who helps followers develop their own potential and view problems from new perspectives. A. Management-by-exception B. Contingent reward C. Transactional D. Laissez-faire E. Transformational

Transformational leadership involves inspiring followers to commit to a shared vision that provides meaning to their work while also serving as a role model who helps followers develop their own potential and view problems from new perspectives.

With a(n) _____ decision making style, employees have a say in the decision making process but the ultimate authority still rests with the leader. A. delegative B. directive C. consultative D. facilitative E. autocratic

With a consultative style, employees do "have a say" in the decision making process but the ultimate authority still rests with the leader.

Which of the following decision-making styles is characterized by the highest level of follower control? A. Consultative B. Autocratic C. Delegative D. Facilitative E. Negotiative

A delegative style is classified as the highest follower control decision making leadership style. Refer To: Figure 14-2

A leader's _____ reflects the process that the leader uses to generate and choose from a set of alternatives to solve a problem. A. operational efficiency B. day-to-day behavior C. decision making style D. emergence style E. operational style

A leader's decision-making style reflects the process the leader uses to generate and choose from a set of alternatives to solve a problem.

In the time-driven model of leadership, which style is reserved for decisions that are insignificant or where employee commitment is unimportant or when the leader's expertise is high and the leader is trusted? A. Consultative B. Autocratic C. Delegative D. Facilitative E. Supportive

According to the time-driven model of leadership, autocratic styles are reserved for decisions that are insignificant or for which employee commitment is unimportant. The only exception is when the leader's expertise is high and the leader is trusted. An autocratic style in these situations should result in an accurate decision that makes the most efficient use of employees' time.

In the time-driven model of leadership, which style is reserved for circumstances in which employees have strong teamwork skills and are not likely to just commit to whatever decision the leader makes? A. Consultative B. Autocratic C. Delegative D. Facilitative E. Negotiative

According to the time-driven model of leadership, delegative styles should be reserved for circumstances in which employees have strong teamwork skills and are not likely to commit blindly to whatever decision the leader provides.

According to the life cycle theory of leadership, the optimal combination of leader behavior in the R3 stage is _____. A. delegating B. telling C. selling D. participating E. negotiating

At the R3 stage of readiness, employees have learned to work together well, though they still need support and collaboration from the leader to help them adjust to their more self-managed state of affairs. Here participating becomes the optimal combination of leader behaviors.

According to the life cycle theory of leadership, participating leader behavior comprises _____ initiating structure and _____ consideration. A. moderate; low B. low; high C. low; low D. high; high E. moderate; moderate

At the R3 stage of readiness, participating behavior is appropriate. Participation is characterized by low initiating structure and high consideration.

Scenario: Eva Mineral Water, Inc. Ben, Tom, Ron, and Harry are four individuals working at Eva Pure, a bottled water manufacturing company. They all started at different times at the company, bringing different levels of experience and abilities to their jobs. John is the factory manager supervising all the employees including these four. From a readiness point of view, it can be said that Ben is able but unwilling, Tom is both able and willing, Ron is neither able nor willing, and Harry is unable but highly willing to take on the responsibilities. John must respond differently to each of them to get them prepared and get the job done. Which of the following behaviors would be best suited to deal with Ben's readiness? A. Delegating B. Telling C. Selling D. Participating E. Negotiating

Ben is at the R3 stage of readiness. He has learned to work together well, though he still needs support and collaboration from John to adjust to a more self-managed state of affairs. Here participating becomes the optimal combination of leader behaviors.

_____ reflects the extent to which leaders create job relationships characterized by mutual trust, respect for employee ideas, and thoughtfulness of employee feelings. A. Transformation B. Delegating C. Consideration D. Participation E. Initiating structure

Consideration reflects the extent to which leaders create job relationships characterized by mutual trust, respect for employee ideas, and consideration of employee feelings.

Joey, the manager of Tarts Inc., has always been supportive toward the employees and used to understand their feelings. In most occasions, he overlooked their mistakes and gave them opportunities to develop a friendly atmosphere in office. He often took their work in order to reduce their burden. Joey would score high on: A. initiating structure. B. intermediation. C. consideration. D. directive behavior. E. transactional leadership.

Consideration reflects the extent to which leaders create job relationships characterized by mutual trust, respect for employee ideas, and consideration of employee feelings. Leaders who are high on consideration create a climate of good rapport and strong, two-way communication and exhibit a deep concern for the welfare of employees. They might do personal favors for employees, take time to listen to their problems, "go to bat" for them when needed, and treat them as equals.

Ben just announced to his employees that if they meet the sales goal for the month of August, they can have a paid four-day vacation. Which of the following styles of leadership is being used by Ben in this case? A. Laissez-faire B. Contingent reward C. Passive management-by-exception D. Active management-by-exception E. Transformational

Contingent reward represents a more active and effective brand of transactional leadership, in which the leader attains follower agreement on what needs to be done using promised or actual rewards in exchange for adequate performance.

During the _____ phase of the leader-member exchange theory, the employees' own expectations for the dyad get mixed in with those of the leader. A. role taking B. role selling C. participating D. role making E. role allocating

During the role making phase of the leader-member exchange theory, the employees' own expectations for the dyad get mixed in with those of the leader.

Scenario: Eva Mineral Water, Inc. Ben, Tom, Ron, and Harry are four individuals working at Eva Pure, a bottled water manufacturing company. They all started at different times at the company, bringing different levels of experience and abilities to their jobs. John is the factory manager supervising all the employees including these four. From a readiness point of view, it can be said that Ben is able but unwilling, Tom is both able and willing, Ron is neither able nor willing, and Harry is unable but highly willing to take on the responsibilities. John must respond differently to each of them to get them prepared and get the job done. Which of the following leadership behaviors' should John adopt to deal with Harry's readiness? A. Delegating B. Telling C. Selling D. Participating E. Negotiating

Harry is at the R1 readiness level. Here the optimal combination of leader-behaviors is telling in which case the leader provides specific instructions and closely supervises performance.

Which of the following characteristics is most closely related to leader effectiveness? A. Low agreeableness B. High conscientiousness C. High introversion D. Low neuroticism E. High openness to experience

High openness to experience, high extraversion, high cognitive ability, high energy level, high stress tolerance, and high self-confidence are related to leader effectiveness. Refer: Table 14-2

According to the life cycle theory of leadership, _____ leader behavior comprises high initiating structure and high consideration. A. telling B. selling C. participating D. delegating E. performing

In the R2 level of readiness, the optimal combination of leader behaviors is selling. Selling involves high initiating structure and high consideration and the leader supplements his or her directing with support and encouragement to protect the confidence levels of the employees.

According to the life cycle theory of leadership, the optimal combination of leader behavior in the R2 stage is _____. A. delegating B. telling C. selling D. participating E. negotiating

In the R2 stage of readiness, the members have begun working together and, as typically happens, are finding that their work is more difficult than they had anticipated. As eagerness turns to dissatisfaction, the optimal combination of leader behaviors is selling where the leader supplements his or her directing with support and encouragement to protect the confidence levels of the employees.

In case of _____, the leader avoids getting involved when important issues arise and leader's power goes unutilized. A. passive management-by-exception B. transactional leadership C. laissez-faire leadership D. active management-by-exception E. transformational leadership

In the laissez-faire leadership style, the leader avoids getting involved when important issues arise. Important actions are delayed, responsibility is ignored, and power and influence go unutilized.

In the _____ leader behavior the leader supplements his or her directing with support and encouragement to protect the confidence levels of the employees. A. delegating B. telling C. selling D. participating E. negotiating

In the selling leader behavior leader supplements his or her directing with support and encouragement to protect the confidence levels of the employees.

_____ involves behaving in ways that help followers achieve their potential through coaching, development, and mentoring. A. Laissez-faire leadership B. Inspirational motivation C. Transactional leadership D. Intellectual stimulation E. Individualized consideration

Individualized consideration involves behaving in ways that help followers achieve their potential through coaching, development, and mentoring.

Which of the following behaviors, according to the studies at Ohio State, is an initiating structure behavior? A. Representation B. Integration C. Recognition D. Organization E. Membership

Initiating structure behaviors include initiation, organization and production. Refer To: Table 14-3

Which of the following reflects the extent to which the leader defines and structures the roles of employees in pursuit of goal attainment? A. Initiating structure B. Delegative structure C. Consideration structure D. Participative structure E. Transformational structure

Initiating structure reflects the extent to which the leader defines and structures the roles of employees in pursuit of goal attainment.

_____ involves behaving in ways that challenge followers to be innovative and creative by questioning assumptions and reframing old situations in new ways. A. Laissez-faire leadership B. Inspirational motivation C. Transactional leadership D. Intellectual stimulation E. Individualized consideration

Intellectual stimulation involves behaving in ways that challenge followers to be innovative and creative by questioning assumptions and reframing old situations in new ways.

Which of the following styles represents avoidance of leadership altogether? A. Passive management-by-exception B. Contingent reward transactional C. Laissez-faire D. Active management-by-exception E. Transformational

Laissez-faire (i.e., hands-off) leadership is the avoidance of leadership altogether.

The degree to which the leader's actions result in the achievement of the unit's goals, the continued commitment of the unit's employees, and the development of mutual trust, respect, and obligation in leader-member dyads refers to: A. out-group readiness. B. leader effectiveness. C. leader emergence. D. leader focus. E. individualized consideration.

Leader effectiveness is defined as the degree to which the leader's actions result in the achievement of the unit's goals, the continued commitment of the unit's employees, and the development of mutual trust, respect, and obligation in leader-member dyads.

Which of the following refers to how well people actually do in a leadership role? A. Leader personality B. Leader effectiveness C. Leader emergence D. Leader perception E. Leader characteristic

Leader emergence refers to who becomes a leader in the first place whereas leader effectiveness refers to how well people actually do in a leadership role.

Alice has a deep concern for the welfare of her subordinates and she promotes interactive discussions with them. Alice can be described as a manager who scores high on: A. initiating structure. B. autocratic leadership. C. consideration. D. managerial control. E. discipline.

Leaders who are high on consideration create a climate of good rapport and strong, two-way communication and exhibit a deep concern for the welfare of employees. They might do personal favors for employees, take time to listen to their problems, "go to bat" for them when needed, and treat them as equals.

According to the leader-member exchange theory, the two general types of leader-member dyads are: A. role taking exchange and role selling exchange. B. high-quality exchange and low-quality exchange. C. intrinsic and extrinsic. D. role making and role selling. E. participating exchange and observing exchange.

Over time, the role taking and role making processes result in two general types of leader-member dyads. One type is the "high-quality exchange" dyad, marked by the frequent exchange of information, influence, latitude, support, and attention. The other type is the "low-quality exchange" dyad, marked by a more limited exchange of information, influence, latitude, support, and attention.

According to the life cycle theory of leadership, a group of employees who are working together for the first time and are eager to begin, but lack the experience and confidence needed to perform their roles are at which level of readiness? A. R1 B. R2 C. R3 D. R4 E. R5

R1 refers to a group of employees who are working together for the first time and are eager to begin, but they lack the experience and confidence needed to perform their roles.

Scenario: Eva Mineral Water, Inc. Ben, Tom, Ron, and Harry are four individuals working at Eva Pure, a bottled water manufacturing company. They all started at different times at the company, bringing different levels of experience and abilities to their jobs. John is the factory manager supervising all the employees including these four. From a readiness point of view, it can be said that Ben is able but unwilling, Tom is both able and willing, Ron is neither able nor willing, and Harry is unable but highly willing to take on the responsibilities. John must respond differently to each of them to get them prepared and get the job done. Harry is at the _____ readiness level. A. R1 B. R2 C. R3 D. R4 E. R5

R1 refers to a group of employees who are working together for the first time and are eager to begin, but they lack the experience and confidence needed to perform their roles.

Scenario: Eva Mineral Water, Inc. Ben, Tom, Ron, and Harry are four individuals working at Eva Pure, a bottled water manufacturing company. They all started at different times at the company, bringing different levels of experience and abilities to their jobs. John is the factory manager supervising all the employees including these four. From a readiness point of view, it can be said that Ben is able but unwilling, Tom is both able and willing, Ron is neither able nor willing, and Harry is unable but highly willing to take on the responsibilities. John must respond differently to each of them to get them prepared and get the job done. John's optimal behavior to deal with Ron's readiness should comprise of _____ initiating structure and _____ consideration. A. moderate; low B. low; high C. low; moderate D. high; high E. moderate; moderate

Ron is in the R2 stage of readiness. At this stage, the members have begun working together and are finding that their work is more difficult than they had anticipated. As eagerness turns to dissatisfaction, the optimal combination of leader behaviors is selling in which the leader supplements his or her directing with support and encouragement to protect the confidence levels of the employees.

In the leader-member exchange theory, the _____ exchange dyad is marked by the frequent exchange of information, influence, latitude, support, and attention. A. participating B. low-quality C. intrinsic D. high-quality E. extrinsic

The high-quality exchange dyad is marked by the frequent exchange of information, influence, latitude, support, and attention.

During which phase of the leader-member exchange theory does a manager describe role expectations to an employee, with the employee attempting to fulfill those expectations with his/her job behaviors? A. Role taking B. Role selling C. Role designing D. Role making E. Readiness

The leader-member exchange theory argues that new leader-member relationships are typically marked by a role taking phase, during which a manager describes role expectations to an employee and the employee attempts to fulfill those expectations with his or her job behaviors.

The leader-member exchange theory argues that: A. new relationships between leaders and members are typically marked by a role taking phase. B. most leaders can judge their performance by referring to the number of companies they have created. C. leader traits holds more practical relevance than leader actions. D. the correlations of the trait-leadership magnitude are strong. E. organizations should limit leader-member exchanges to maximize organizational productivity.

The leader-member exchange theory argues that new leader-member relationships are typically marked by a role-taking phase, during which a manager describes role expectations to an employee and the employee attempts to fulfill those expectations with his or her job behaviors.

The life cycle theory of leadership argues that the optimal combination of initiating structure and consideration depends on the _____ of the employees in the work unit. A. integration B. personality C. organization D. readiness E. decision making style

The life cycle theory of leadership (sometimes also called the situational model of leadership) argues that the optimal combination of initiating structure and consideration depends on the readiness of the employees in the work unit.

Which of the following theories is known as the situational model of leadership? A. Ohio State Studies B. University of Michigan Studies C. Life cycle theory of leadership D. Time-driven model of leadership E. Herzberg's two-factor theory

The life cycle theory of leadership is also known as the situational model of leadership. It argues that the optimal combination of initiating structure and consideration depends on the readiness of the employees in the work unit.

In the leader-member exchange theory, the low-quality exchange dyad forms the leader's: A. outgroup. B. internal attributes. C. ingroup. D. levels of mutual trust. E. obligations.

The low-quality exchange dyad is marked by a more limited exchange of information, influence, latitude, support, and attention. Those dyads form the leader's out-group and are characterized by lower levels of trust, respect, and obligation.

According to the life cycle theory of leadership, the optimal combination of leader behavior in the R4 stage is _____. A. delegating B. telling C. selling D. participating E. negotiating

The optimal combination for the R4 readiness level is delegating such that the leader turns responsibility for key behaviors over to the employees.

The _____ process is marked by a free-flowing exchange in which the leader offers more opportunities and resources and the employee contributes more activities and effort. A. role taking B. role selling C. participating D. role making E. role allocating

The role making process is marked by a free-flowing exchange in which the leader offers more opportunities and resources and the employee contributes more activities and effort.

_____ suggest that leaders are born, not made. A. Leader-member exchange theories B. Ohio State studies of leadership C. Transformational theories of leadership D. Contingent theory of leadership E. Great person theories of leadership

The search for traits and characteristics is consistent with great person theories of leadership that suggest that leaders are born, not made.

Which of the following factors is included in the time-driven model of leadership? A. Intellectual stimulation B. Shared objectives C. Idealized influence D. Individual personality E. Contingent rewards

The time-driven model of leadership suggests that seven factors combine to make some decision-making styles more effective in a given situation and other styles less effective. Those seven factors include: decision significance, importance of commitment, leader expertise, likelihood of commitment, shared objectives, employee expertise, and teamwork skills.

There are many factors to consider when leaders choose a decision-making style. The most obvious consideration is the: A. number of people involved in decision making. B. quality of the resulting decision. C. number of opinions obtained for making the decision. D. the style of decision making. E. the number of different ideas generated during the process.

There are many factors to consider when leaders choose a decision-making style. The most obvious consideration is the quality of the resulting decision, because making the correct decision is the ultimate means of judging the leader.

Scenario: Eva Mineral Water, Inc. Ben, Tom, Ron, and Harry are four individuals working at Eva Pure, a bottled water manufacturing company. They all started at different times at the company, bringing different levels of experience and abilities to their jobs. John is the factory manager supervising all the employees including these four. From a readiness point of view, it can be said that Ben is able but unwilling, Tom is both able and willing, Ron is neither able nor willing, and Harry is unable but highly willing to take on the responsibilities. John must respond differently to each of them to get them prepared and get the job done. Which of the following leadership behaviors' should John adopt to deal with Tom's readiness? A. Delegating B. Telling C. Selling D. Participating E. Negotiating

Tom is at the R4 readiness level. The optimal combination for the R4 readiness level is delegating such that the leader turns responsibility for key behaviors over to the employees.

Pauline, a department manager at Good Looking Clothes Inc., uses a style of decision making that focuses on using the skills, experiences, and ideas of others. The final decision-making power is with Pauline. However, she does not make major decisions without getting inputs from those that will be affected. It can be said that she uses the _____ style of leader decision making. A. autocratic B. consultative C. facilitative D. participative E. transactional

With a consultative style, the leader presents the problem to individual employees or a group of employees, asking for their opinions and suggestions before ultimately making the decision him or herself.

Scenario: Polar Coat Manufacturing Alexandria, Brittney, Nicole, and Dolce are four managers at Polar Coat Manufacturing. Each in their department uses a different decision-making style and believes that their style is the best. Alexandria always presents the problem to her employees, gathers their opinions/suggestions and then makes the decision herself. Brittney gives her employees the responsibility for making the decision within a set of specified boundary conditions. Nicole makes the decision without asking her employees for their opinions/suggestions. Dolce presents the problem to her employees and seeks consensus with an emphasis that her opinion should only count as important as every other employee's in her department. Alexandria is displaying _____ style of decision-making. A. consultative B. autocratic C. delegative D. facilitative E. directive

With a consultative style, the leader presents the problem to individual employees or a group of employees, asking for their opinions and suggestions before ultimately making the decision him-or herself.

Scenario: Polar Coat Manufacturing Alexandria, Brittney, Nicole, and Dolce are four managers at Polar Coat Manufacturing. Each in their department uses a different decision-making style and believes that their style is the best. Alexandria always presents the problem to her employees, gathers their opinions/suggestions and then makes the decision herself. Brittney gives her employees the responsibility for making the decision within a set of specified boundary conditions. Nicole makes the decision without asking her employees for their opinions/suggestions. Dolce presents the problem to her employees and seeks consensus with an emphasis that her opinion should only count as important as every other employee's in her department. Identify the decision-making style that Brittney is using. A. Consultative B. Autocratic C. Delegative D. Facilitative E. Directive

With a delegative style, the leader gives an individual employee or a group of employees the responsibility for making the decision within some set of specified boundary conditions.

Robert has been newly appointed as the CEO of Textronics Inc. He is still learning how various departments function in the organization. In such a situation, he relies on the suggestions and opinions of his team members and lets them do the things the way they are used to, till the time he is able to gain sufficient knowledge and can suggest some more feasible changes. He does not generally interfere in the decisions made by the employees but at times shares his past experiences with the employees. It can be said that Robert had adopted a(n) _____ style of decision making. A. autocratic B. participative C. consultative D. delegative E. negotiative

With a delegative style, the leader gives an individual employee or a group of employees the responsibility for making the decision within some set of specified boundary conditions. The leader plays no role in the deliberations unless asked, though he or she may offer encouragement and provide necessary resources behind the scenes. Robert is using such a style in this situation.

Which of the following is the style of decision making where the leader plays no role in deliberations unless asked? A. Consultative B. Autocratic C. Delegative D. Facilitative E. Directive

With a delegative style, the leader plays no role in the deliberations unless asked, though he or she may offer encouragement and provide necessary resources behind the scenes.

Scenario: Polar Coat Manufacturing Alexandria, Brittney, Nicole, and Dolce are four managers at Polar Coat Manufacturing. Each in their department uses a different decision-making style and believes that their style is the best. Alexandria always presents the problem to her employees, gathers their opinions/suggestions and then makes the decision herself. Brittney gives her employees the responsibility for making the decision within a set of specified boundary conditions. Nicole makes the decision without asking her employees for their opinions/suggestions. Dolce presents the problem to her employees and seeks consensus with an emphasis that her opinion should only count as important as every other employee's in her department. Dolce is displaying _____ decision-making style. A. consultative B. autocratic C. delegative D. facilitative E. directive

With a facilitative style, the leader presents the problem to a group of employees and seeks consensus on a solution, making sure that his or her own opinion receives no more weight than anyone else's.

Ted is a quality control manager at Greenwoods Cement Inc. Any time a problem arises and a decision needs to be made, he believes in getting his people involved. He would present the problem to his employees and seek consensus on a solution. He insists in these problem-solving meetings that his opinion or suggestions carry no more weight than anyone else's. Which of the following is the decision-making style that Ted is displaying? A. Consultative B. Autocratic C. Delegative D. Facilitative E. Negotiative

With a facilitative style, the leader presents the problem to a group of employees and seeks consensus on a solution, making sure that his or her own opinion receives no more weight than anyone else's.

With _____, the leader arranges to monitor mistakes and errors dynamically and takes corrective action when required. A. laissez-faire leadership B. contingent reward leadership C. passive management-by-exception D. active management-by-exception E. transformational leadership

With active management-by-exception, the leader arranges to monitor mistakes and errors actively and takes corrective action when required.

Scenario: Polar Coat Manufacturing Alexandria, Brittney, Nicole, and Dolce are four managers at Polar Coat Manufacturing. Each in their department uses a different decision-making style and believes that their style is the best. Alexandria always presents the problem to her employees, gathers their opinions/suggestions and then makes the decision herself. Brittney gives her employees the responsibility for making the decision within a set of specified boundary conditions. Nicole makes the decision without asking her employees for their opinions/suggestions. Dolce presents the problem to her employees and seeks consensus with an emphasis that her opinion should only count as important as every other employee's in her department. Which of the following is the decision making style that Nicole is displaying? A. Consultative B. Autocratic C. Delegative D. Facilitative E. Negotiative

With an autocratic style, the leader makes the decision alone without asking for the opinions or suggestions of the employees in the work unit.

Percy has built her company by giving special attention to details. She is highly meticulous and demanding and often imposes her decisions on subordinates. Percy makes use of the _____ style of decision making. A. autocratic B. consultative C. transformational D. participative E. delegative

With an autocratic style, the leader makes the decision alone without asking for the opinions or suggestions of the employees in the work unit. Percy is using such a style in this case.

Sally believes that if there are no actions needed until she receives complaints about someone's performance. Which of the following styles of leadership is Sally following? A. Laissez-faire leadership B. Transactional leadership C. Passive management-by-exception D. Contingent reward E. Transformational leadership

With passive management-by-exception, the leader waits around for mistakes and errors, and then takes corrective action as necessary.

John believes he has quite a unique style of leadership. He waits around for mistakes and errors from his employees and then takes corrective action as necessary. Which of the following is John's style of leadership? A. Passive management-by-exception B. Transactional leadership C. Laissez-Faire D. Contingent reward E. Transformational leadership

With passive management-by-exception, the leader waits around for mistakes and errors, then takes corrective action as necessary.