Organizational Theory Ch. 15
No one has _______________ control over resources, even leaders at the highest levels. A. unilateral B. vertical C. horizontal D. lateral
A
T/F: As a rule, being given greater authority lessens one's position power.
F
T/F: Asking an insecure follower to participate will typically lessen their insecurity.
F
T/F: If a decision has high quality and follower commitment, it is an effective decision, regardless of how long it takes to make it.
F
A situation with _______________ calls for a task-oriented leadership style. A. good leader-member relations, high task structure, and strong position power B. good leader-member relations, low task structure, and weak position power C. poor leader-member relations, high task structure, and strong position power D. poor leader-member relations, low task structure, and strong position power
A
Fielder believes that a leader's style, whether relationship- or task-oriented, is: A. Fixed or enduring B. Undefined C. Flexible and ever-changing D. Temporary
A
Individual decision situations are those where the solution affects only one of the leader's: A. Followers B. Groups C. Goals D. All of the choices are correct.
A
Selection of the appropriate decision-making process involves considering two criteria of decision effectiveness: decision quality and subordinate _______________. A. commitment B. personality C. education D. intelligence
A
The _______________ leadership model makes a distinction between two types of decision situations facing leaders: individual and group. A. Vroom-Jago B. Fiedler contingency C. path-goal D. Hersey-Blanchard situational
A
Trait and behavioral approaches fail to take into account the interaction between and among people, tasks, and _______________. A. environments B. costs C. objectives D. skills
A
Early path-goal work led to development of a theory involving all of the following types of leader behavior except: A. Directive B. Dictatorial C. Supportive D. Participative
B
Edwin Ghiselli found that people who exhibited _______________ were the most effective leaders. A. adaptability B. individuality C. decisiveness D. creativity
B
Leader-member relations can typically be modified through all of the following except: A. Volunteering to direct difficult or troublesome subordinates B. Bringing new or unusual tasks or problems to the unit C. Transferring particular subordinates out of the unit D. Requesting particular people for work in the group
B
The _______________ model of leadership postulates that the performance of groups is dependent on the interaction between leadership style and situational favorableness. A. job-centered B. contingency C. initiating D. situational
B
The _________________ leader focuses on the people doing the work and believes in delegating decision making and aiding employees in satisfying their needs by creating a supportive work environment. A. centered B. employee-centered C. employee oriented D. engaged
B
The belief that a person must be physically large to secure compliance from followers relies heavily on the notion of _______________. A. charisma B. coercive power C. adaptability D. self-confidence
B
The thinking and discussion of leadership has evolved over the years from a trait-based approach to the concept of _______________. A. leaders without borders B. workers without leaders C. teams without bosses D. None of the above.
C
Two types of situational or contingency variables are considered in the path-goal theory: the personal characteristics of subordinates and _______________. A. financial pressures and demands B. availability of resources C. environmental pressures and demands D. time constraints
C
Warren Bennis, who has devoted decades to researching leadership issues, concludes that virtually all leaders of effective groups share all of the following characteristics except: A. They provide direction and meaning to the people they lead B. The generate trust C. They avoid risk taking D. They are purveyors of hope
C
All of the following are typically thought of as important variables with which every leader must deal except: A. People B. Tasks C. The environment D. Resource scarcity
D
Every successful team has _______________. A. a problem oriented culture B. an innovative mindset C. an external incentive D. a leader
D
Initiating structure designates behavior in which the leader _______________. A. organizes and defines the relationships in the group B. establishes well-defined patterns and channels of communication C. spells out ways of getting the job done D. All of the choices are correct.
D
Making decisions without input from your subordinates, or securing input from subordinates and then making the decision yourself, represents the _______________ style of decision-making. A. consultative B. group C. delegated D. autocratic
D
T/F: A person who is considered high in job readiness has the self-motivation and desire to do high-quality work.
F
T/F: An extreme intelligence difference between a leader and his or her followers is always beneficial to the organization.
F
T/F: Individuals with an internal locus of control are generally more satisfied with a directive leadership style.
F
T/F: Team leaders always emerge from within the team.
F
T/F: Those elements identified as "leadership variables" include the job tasks, the formal authority system of the organization, and the work group.
F
T/F: To be effective, a leader should never admit mistakes.
F
T/F: Behavior that is helpful or even essential in some situations can be detrimental in others.
T
T/F: External factors may be overwhelming and uncontrollable, no matter how good a leader may be.
T
T/F: Leadership traits don't operate singly to influence followers, but act in combination.
T
T/F: Patterns of effective behavior depend largely on the situation.
T
T/F: Some individuals possess characteristics that are so attractive to others that they are considered leaders.
T
T/F: Supervisors who score high on initiating structure tend to receive high proficiency ratings from superiors, but also have more employee grievances filed against them.
T
