MHR 300 Unit 6 Quiz

The ________ approach attempts to identify the unique ways of acting displayed by effective leaders. - Transformational leadership - Leader prototypes - Behavior styles - Situational - Trait

Behavior Styles The behavioral styles approach attempts to identify the unique behaviors displayed by effective leaders

Which of the following is not a characteristic of a servant-leader? - Awareness - Empathy - Charisma - Foresight - Building community

Charisma Servant-leadership characteristics are listening, empathy, healing, awareness, persuasion, conceptualization, foresight, stewardship, commitment to the growth of people, and building community.

In House's path-goal model, the only leader behaviors are task-motivated and relationship-motivated. - True - False

False Figure 13.3 reveals that House has expanded the number of task- and relationship-oriented leader behaviors. Leader behaviors include path-goal clarifying, achievement oriented, work facilitation, supportive, interaction facilitation, group-oriented decision making, representation and networking, and value based.

Being a leader requires holding a formal position of authority. - True - False

False Note that you do not need to have a formal position of authority to be a leader.

The quality of an LMX is influenced by the quality of the followers, not of the leader himself or herself. - True - False

False The quality of an LMX is influenced by three categories of variables: follower characteristics, leader characteristics, and interpersonal relationship variables

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, how would Jim's leader-member relations be described? - Poor - Good - Absolute - Moderate - Nonexistent

Good Leader-member relations reflect the extent to which the leader has the support, loyalty, and trust of the work group. This dimension is the most important component of situational control. Good leader-member relations suggest that the leader can depend on the group, thus ensuring that the work group will try to meet the leader's goals and objectives.

In which of the following situations would a leader's situational control be considered low? - Leader-member relations good; task structure high; position power weak - Leader-member relations good; task structure low; position power weak - Leader-member relations poor; task structure high; position power strong - Leader-member relations poor; task structure low; position power weak - Leader-member relations poor; task structure low; position power strong

Good - low - weak Situation VIII is a low control example where the leader-member relations are poor, the task structure is low, and the position power is weak.

The type of follower who is most compliant with leadership is the: - Helper - Rebel - Diplomat - Partisan - Counselor

Helper Helpers show deference to and comply with the leadership.

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? - Medium - High - Low - Absolute - Nonexistent

High Task structure is concerned with the amount of structure contained within tasks performed by the work group. For example, a managerial job contains less structure than that of a bank teller. Because structured tasks have guidelines for how the job should be completed, the leader has more control and influence over employees performing such tasks. This dimension is the second most important component of situational control.

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 Contingency Model, how would you characterize the level of situational control in these circumstances? - Low - Moderate - Absolute - Negligible - High

High This is a high-control situation because leader-member relations are good, task structure is high, and position power is weak. See Figure 13.2.

What function is a leader most likely to perform that a manager would not? -Investigating - Organizing - Planning - Inspiring - Controlling

Inspiring

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 path-goal model of leadership? - Jim likes to provide the guidance and support needed by employees and ties meaningful rewards to accomplishment of objectives. - Jim has a certain idea about how he should behave as a leader and what he should do for his team of workers. - Jim does not feel like taking responsibility for leading his team since their jobs require minimal training. - Jim's leadership skills are most effective when applied to match the characteristics of the situation at hand. - Jim wants to develop a partnership with his team illustrated by reciprocal influence, mutual trust, respect and liking, and a sense of common fate

Jim likes to provide the guidance... The path-goal theory holds that leader behaviors are effective when employees view them as a source of satisfaction or as paving the way to future satisfaction. Leaders are expected to do this by (1) reducing roadblocks that interfere with goal accomplishment, (2) providing the guidance and support needed by employees, and (3) linking meaningful rewards to goal accomplishment.

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. - Jim likes to provide the guidance and support needed by employees and ties meaningful rewards to completion of objectives. - Jim has a certain idea about how he should behave as a leader and what he should do for his team of workers. - Jim wants to develop a partnership with his team illustrated by reciprocal influence, mutual trust, respect and liking, and a sense of common fates. - Jim's leadership skills are most effective when applied to match the characteristics of the situation at hand.

Jim sets goals... Transactional leadership focuses on clarifying employees' role and task requirements and providing followers with positive and negative rewards contingent on performance.

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 - Transactional leadership - Laissez-faire leadership - Transformational leadership - House's path-goal theory

LMX The leader-member exchange (LMX) theory is based on the assumption that leaders develop unique one-to-one relationships with each of the people reporting to them. High LMX relationships are characterized by a partnership of reciprocal influence, mutual trust, respect and liking, and a sense of common fates. These relationships become more social over time.

Which of the following is not considered a contingency factor in House's path-goal theory? - Leader acceptance - Employee's need for achievement - Employee's need for clarity - Work group dynamics - Task structure

Leader Acceptance Figure 13.3 shows two contingency factors-employee characteristics and environmental factors-are expected to cause different leadership behaviors to be more effective than others. Five employee characteristics are locus of control, task ability, need for achievement, experience, and need for clarity. Two relevant environmental factors are task structure and work group dynamics. Leader acceptance is listed as leadership effectiveness.

In which of the following situations would a leader's situational control be considered high? - Leader-member relations poor; task structure low; position power strong - Leader-member relations good; task structure low; position power weak - Leader-member relations poor; task structure high; position power strong - Leader-member relations poor; task structure low; position power weak - Leader-member relations good; task structure high; position power weak

Leader-member relations good; task structure high; position power weak Situation II in Figure 13.2 illustrates a high control example when the leader-member relations are good, task structure is high, and position power is weak.

Which of the following is not a positive trait that sets Jack Ma apart as a leader? - Intelligence - Task-relevant knowledge - Machiavellianism - High levels of energy and activity - Self-confidence

Machiavellianism

Which of the following is not one of the key leader behaviors that are part of transformational leadership? - Individualized consideration - Idealized influence - Intellectual stimulation - Inspirational motivation - Matching the behavior to the situation

Matching the behavior to the situation Figure 13.4 provides a sketch of how transformational leaders rely on these four key leader behaviors (second column from left): inspirational motivation, idealized influence, individualized consideration, and intellectual stimulation

According to Fiedler's theory, a moderate-control situation favors a ________ leader. - Charismatic - Relationship-motivated - Consultative - Task-motivated - Laissez-faire

Relationship-motivated Relationship-oriented leadership should be most effective in situations of moderate control (situations IV-VII in Figure 13.2).

In empowering employees, to lead for competence, managers should: - Inspire subordinates - Delegate important tasks - Help employees identify their passions at work - Support and coach employees - Monitor and reward employees

Support and coach employees Leading for competence involves supporting and coaching employees

Which of the following is not a general category of leader behaviors? - Transactional - Transformational - Relationship-oriented - Task-oriented - Passive

Transactional Leader behavior can be boiled down into four categories: task-oriented, relationship-oriented, passive, and transformational (see Figure 13.2).

The evaluation of a leader's effectiveness depends in part on who the evaluator is and what the evaluator wants. -True - False

True Assessing leadership effectiveness entails consideration of three issues: what criteria are being used to assess effectiveness, at what level are the criteria being measured, and who is doing the evaluation?

Effective leadership is influenced not only by leadership behavior, but also task-oriented traits and interpersonal attributes. - True - False

True Effective leadership is influenced by four types of leadership behavior: task-oriented, relationship-oriented, passive, and transformational, and also is affected by a combination of task-oriented traits and interpersonal attributes.

According to House's path-goal theory, employees with an internal locus of control are likely to prefer participative or achievement-oriented leadership. - True - False

True Employees with an internal locus of control are more likely to prefer participative or achievement-oriented leadership because they believe they have control over the work environment.

A situation with poor leader-member relations, low task structure, and weak position power would be considered to be a low-control situation. - True - False

True Figure 13.2 shows low-control situations as: poor leader-member relations, low task structure, and weak position power.