exam 4 OB ch13

Which of the following is not a characteristic of a servant-leader?

charisma

_______ leadership is an example of passive leadership.

laussez-faire

Transactional leadership encompasses all of the following except

social interaction

The general strategy for the practical application of situational theories includes all of the following except

stick to one leadership style

According to Fiedler's theory, a high-control situation favors a __________ leader.

task motivated

Fiedler's contingency model identifies which leadership styles?

task or relationship motivated

Wendy is a large-scale project manager. She can break down a project into its component parts, create the project timelines, and ensure that milestones are met. Wendy is much more focused on end results than specific roles or the overall mission of the organization. This is an example of ______ leadership.

task-oriented

The primary purpose of ________ behaviors is to ensure that people, equipment, and other resources are used in an efficient way to accomplish the mission of a group or organization.

task-oriented behaviors

Which of the following is not a general category of leader behaviors?

transactional

___________ focuses on clarifying employees' role and task requirements and providing followers with positive and negative rewards contingent on performance.

transactional leadership

Which of the following is not an implication of transformational leadership?

transformational leadership connot work virtually

________ behaviors are when a leader is planning, scheduling, organizing, and coordinating work.

work facilitation

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 transactional model of leadership?

Jim sets goals, monitors progress toward goal achievement, and rewards and punishes people for their level of goal accomplishment

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?

LMX

Martin is the daytime supervisor for a packaging assembly line. He supervises 38 workers who perform routine jobs that require minimal training. Which of the following statements would indicate that Martin is following the path-goal model of leadership?

Martin likes to provide the guidance and support needed by employees and ties meaningful rewards to accomplishment of objectives

Leaders increase psychological empowerment by engaging in behaviors that enhance perceptions of

Meaningfulness, self-determination, competence, and impact.

Managers should _______ in order to empower them, to lead for competence.

Monitor and reward employees.

Tanya is the night supervisor for a data processing company. She supervises 26 workers who perform routine jobs that require minimal training. Which of the following statements would indicate that Tanya is following the transformational model of leadership?

Tanya seeks to motivate employees to pursue organizational goals above their own self-interests

Which of these would you not see from an inspiring transformational leader?

authoritarian leadership

The __________ approach attempts to identify the unique ways of acting displayed by effective leaders.

behavior styles

Daniel has been promoted three times. As he moves up in the organization, he will increasingly need

both business and strategic skills

To derive effective solutions in short time spans with limited information, leaders primarily need

cognitive abilities

_________ involves leader behavior associated with creating mutual respect or trust and focuses on a concern for group members' needs and desires.

consideration

In an out-group exchange, a leader is attempting to

create more formality in expectations and rewards

In an in-group exchange, a leader is attempting to

create trust and mutual obligation

Marge is managing several new strategies. Her team knows that she is under pressure to bring all these projects in on schedule and within budget. Marge wants to empower Jason, her assistant project manager, to lead for self-determination or choice. She should

delegate important tasks to jason

Which of the following statements about leadership effectiveness is false?

demographic characteristics such as gender have no effect on leadership behaviours

Which of the following is not a characteristic of an in-group exchange?

economic exchange

Michael wants to be president of his division. Everything he does is geared to that objective. He pushes his employees to to meet higher quotas, criticizes anyone who doesn't put in 10 to 12 hour days, and demands results before the due date. He is arrogant and dominant. Michael is

exhibiting narcissism

Fiona is the daytime supervisor for an online sales company. She supervises 57 people who perform relatively routine jobs that require minimal training. The shop is unionized, so Fiona has little latitude when it comes to dismissing poor performers. However, she does have the authority to transfer employees and has been known to reassign poor performers to less desirable jobs on in the company. Fiona has a reputation for only transferring employees with just cause, and generally is viewed as a fair supervisor by her employees. Although she would like greater autonomy to determine salaries, Fiona generally divides bonuses and raises equally among her employees. To do otherwise would likely create conflict with union members and representatives. According to Fiedler's model, how would Fiona's leader-member relations be described?

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)

helper

The type of follower who is most compliant with leadership is the

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 model, what would the task structure of Jim's employees be considered?

high

Marianne manages a landscaping company. She supervises 19 people who perform relatively routine jobs that require minimal training. Because she is only the manager, not the owner, Marianne has little latitude when it comes to dismissing poor performers. However, she can move employees to positions where they don't receive tips. Marianne has a reputation for being fair. Although she would like greater autonomy to determine salaries, Marianne generally divides bonuses among her employees. Otherwise, the owner might think she is playing favorites. According to Fiedler's contingency model, how would you characterize the level of situational control in these circumstances?

high

When a leader is trying to instill pride, respect, and trust within employees, he or she is engaging in

idealised influence

________ leadership theory is based on the idea that people have beliefs about how leaders should behave and what they should do for their followers.

implicit

Alana says to her subordinates, in essence, "Let me provide tangible support to help you reach your goals." Alana is engaging in

individualized consideration

_____ is the leader behavior that organizes and defines what group members should be doing to maximize output

initiating structure

"Let me share a vision that transcends us to a greater good" is a statement that reflects

inspirational motivation

Jen runs a medium-sized credit processing company. Everyone gets along and does their job, but Jen feels the employees are not really invested in the company. Jen volunteers as an ESOL teacher twice a week, helpingimmigrants learn English. She is inspired by doing this volunteer work, and she decides to offer all the employees an opportunity to volunteer "on the clock" at whatever they choose. Each employee will meet with Human Resources, create a plan and submit a schedule. Jen is ______ by empowering employees and leading for meaningfulness.

inspiring subordinates

Connie knows that Benton Inc. is not growing. In fact, it's lost a lot of business to new competitors. She asks her managers

intellectual stimulation

When a leader is resolving disputes and facilitating communication among subordinates, he or she is engaging in ________ behaviors.

interaction-facilitation

Frank is the manager for a grocery store. He supervises 18 workers who perform service and clerical work that requires minimal training. Which of the following statements would indicate that Frank is following the servant-leadership model of leadership?

jim refrains from engaging in self-serving behaviors that hurt others and focuses on increased service to others rather than to himself

Which of the following is not considered a contingency factor in House's path-goal theory?

leader acceptance

The leadership theory that is based on the assumption that leaders develop unique one-to-one relationships with each of the people reporting to them is

leader-member exchange

In Fiedler's model, ________ refers to the extent that a leader has the support, loyalty, and trust of the work group.

leader-member relations

In which of the following situations would a leader's situational control be considered high?

leader-member relations good; task structure high; position power weak

In which of the following situations would a leader's situational control be considered low?

leader-member relations poor; task structure low; position power weak

The dimensions of situational control in Fiedler's model are

leader-member relations, task structure, and position power

Drake is running for Congress during a time of conflict. He has a strong, craggy, dominant look—similar to Clint Eastwood. His campaign manager says that this gives him an advantage over his opponent. This reflects a

leadership prototype

Fiedler's model uses the _________ scale to measure a person's leadership style

least preferred coworker

__________ is the use of manipulation, a cynical view of human nature, and a moral code that puts results over principles.

machiavelliansim

Which of the following is not one of the key leader behaviors that are part of transformational leadership?

matching the behavior to the situation

According to research, which of the following statements about men's and women's leadership traits is true?

men are more autocratic than women

In empowering employees, to lead for progress, managers should

monitor and reward employees

Which of the following is not a characteristic of an out-group exchange?

mutual liking

Which of the following interpersonal traits has research shown to have a negative relationship with leadership effectiveness?

narcissism

______ is a lack of concern for others, impulsive behavior, and a lack of remorse or guilt when one's actions harm others.

psycopathy

Leader-member exchange theory focuses on the leader's

realtionship with followers

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)

rebel

According to Fiedler's theory, a moderate-control situation favors a __________ leader.

relationship motivated

Katie is a very positive manager. She's optimistic about the company, the goals, and she rarely gets upset, even when things go wrong. Katie is a __________ leader.

relationship-oriented

__________ leadership focuses on increased benefit to others rather than to oneself.

servant

Sam is a manager for a large dry cleaning establishment. He supervises 23 people who perform relatively routine jobs that require minimal training. The shop is unionized, so Sam 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 line. Sam 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, Sam 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 Sam's position power be described? weak

weak

Carol is a behind-the-scenes kind of person, but everyone wants her on their committee because those committees tend to meet their objectives. Which of the following statements might describe why people want Carol on their committee?

you do not need to have a formal position of authority to be a leader