10101

The path-goal theory was presented by a. Fred Fiedler. b. Hersey and Blanchard. c. Blake and Mouton. d. Evans and House. e. None of the above.

d

Two leadership styles used by Fiedler in his contingency theory were a. employee-centered and job-centered. b. consideration and initiating structure. c. concern for people and concern for production. d. relationship-oriented and task-oriented. e. employee-oriented and relations-oriented.

d

Which of the following are important work environment contingencies in path-goal theory? a. The degree of task structure b. The nature of the formal authority system c. The work group d. All of the above e. a and b only

d

Which of the following could substitute for a directive leadership style? a. An unambiguous task b. A highly structured task c. An experienced work force d. All of the above e. a and b only

d

______ is the power coming from a formal management position in the organization. a. Referent power b. Coercive power c. Reward power d. Legitimate power e. Expert power

d

Some of the key characteristics associated with charismatic leaders include a. visionary skills. b. communication skills. c. motivation skills. d. all of the above. e. none of the above.

d -569

According to the path-goal theory, ______ occurs when leaders set clear and challenging goals for subordinates. a. achievement-oriented leadership b. supportive leadership c. directive leadership d. participative leadership e. concern for production

a

The _______ leader is distinguished by their ability to bring about organizational change. a. transformational b. participative c. charismatic d. achievement-oriented e. people-oriented leader

a

The distinguishing personal characteristics of a leader are known as a. traits. b. sources of power. c. leadership styles. d. leadership behaviors. e. personal preferences.

a

The extent to which tasks performed by the group are defined, involve specific procedures, and have clear, explicit goals is called a. task structure. b. leader relations. c. contingency. d. position power. e. leader-member relations.

a

The key assumption of Hersey and Blanchard's situational theory is that subordinates vary in their a. readiness level. b. satisfaction level. c. level of commitment. d. level of security. e. all of the above.

a

The less effective leaders, in the University of Michigan studies, were called a. job-centered leaders. b. employee-centered leaders. c. initiating structure. d. consideration. e. impoverished management.

a

Which of the following sources of power is most likely to generate compliance in followers? a. Legitimate power b. Expert power c. Coercive power d. Referent power e. Personal power

a

______ is a model of leadership that describes the relationship between leadership styles and specific organizational situations. a. Contingency approach b. Behavioral approach c. Trait approach d. Organizational approach e. None of the above

a

______ is consistent with initiating structure. a. Task oriented behavior b. Open communication c. Teamwork oriented d. People oriented behavior e. Country-club management style

a

______ is similar to the consideration leadership. a. Supportive leadership b. Directive leadership c. Participative leadership d. Achievement-Oriented leadership e. None of the above

a

______ leaders clarify the role and task requirements of subordinates. a. Transactional b. Charismatic c. Transformational d. Supportive e. Team

a

and proposed a two dimensional leadership theory called the Leadership Grid. a. Blake; Mouton b. Hersey; Blanchard c. Vroom; Yetton d. Tannenbaum; Schmidt e. Evans; House

a

leader works to fulfill subordinated needs and goals as well as to achieve the organization's larger mission. a. Servant b. Transactional c. Transformational d. Charismatic e. Interactive

a

power is vested in the manager's ability to punish employees. a. Coercive b. Reward c. Expert d. Referent e. Personal

a

A ______ is a situational variable that makes a leadership style unnecessary or redundant. a. neutralizer b. substitute c. contingency d. transaction e. transformation

b

A __________ leader is one who has the ability to motivate subordinated to transcend their expected performance a. transactional b. charismatic c. traditional d. supportive e. team

b

Aaron does not have much of a relationship with his subordinates. They feel obligated to do as he says because he's the boss. This is an example of a. referent power. b. legitimate power. c. coercive power. d. reward power. e. expert power.

b

According to Fiedler, in situations of ______, relationship-oriented leaders are more effective. a. high favorability b. moderate favorability c. high unfavorability d. no favorability e. none of the above

b

According to the leadership grid, which of these is a 1,9 management style? a. Team Management b. Country Club Management c. Middle of the Road Management d. Impoverished Management e. Authority-Compliance

b

Commitment falls under which type of power? a. Expert b. Referent c. Coercive d. Reward e. Legitimate

b

In general, research has found a relationship between personal traits and leader success. a. strong b. weak c. positive d. negative e. inverse

b

LPC refers to a. lowest potential coworker. b. least preferred coworker. c. leadership preparedness of coworker. d. least prepared coworker. e. low pay checked individual.

b

Martin is a manager at Anderson Arches, Inc. Hersey and Blanchard would consider most of his subordinates highly ready. Based on this, which of the following leadership styles is best for Martin? a. Participating b. Delegating c. Selling d. Telling e. Forcing

b

Moesha is a manager at Technology Advancements. Moesha uses threats and punishment to influence the behavior of his subordinates. Which of the following responses is Moesha likely to encounter? a. Compliance b. Resistance c. Commitment d. Satisfaction e. Citizenship

b

Nancy, a middle manager at Sara's Satchels, uses threats and punishments as ways of influencing the behavior of his subordinates. Which of the following sources of power is Nancy relying on? a. Reward power b. Coercive power c. Expert power d. Referent power e. Personal power

b

Raj has the ability to convince others to work toward organizational objectives. This ability is known as a. motivation. b. leadership. c. commitment. d. a conceptual skill. e. personal agenda.

b

The Michigan researchers used the term for leaders who established high performance goals and displayed supportive behavior toward subordinates. a. job-centered leaders b. employee-centered leaders c. initiating structure d. consideration e. impoverished management

b

The ability to influence people toward the attainment of organizational goals is known as a. motivation. b. leadership. c. persuasion. d. commitment. e. organizational citizenship.

b

Tina is a supervisor at Dawson Dolls. She always makes it a point to tell her subordinates exactly what to do. According to path-goal theory, this is an example of a. participative leadership. b. directive leadership. c. supportive leadership. d. achievement-oriented leadership. e. consideration leadership.

b

Which leader behavior from the path-goal theory is similar to the initiating-structure leadership? a. Supportive leadership b. Directive leadership c. Participative leadership d. Achievement-Oriented leadership e. None of the above

b

______ means that workers will share the leader's point of view and enthusiastically carry out instructions. a. Compliance b. Commitment c. Resistance d. Satisfaction e. Necessity

b

Which type of power comes from organizational structure and promotes stability, order, and problem solving within the structure? a. Motivation b. Position c. Leadership d. Control e. Referent

b &#

According to Hersey and Blanchard, ______ works best for employees with moderate readiness. a. selling and telling b. telling and participating c. selling and participating d. telling and delegating e. selling and delegating

c

According to research conducted at the Ohio State University, which of the following combinations produced the highest levels of performance and satisfaction? a. High consideration and low initiating structure b. High consideration and high commitment c. High initiating structure and high consideration d. High initiating structure and high commitment e. Low consideration and low initiating structure

c

According to the path-goal theory, leader behavior that shows concern for subordinate's well being is known as a. achievement-oriented leadership. b. participative leadership. c. supportive leadership. d. directive leadership. e. none of the above.

c

According to the situational theory of Hersey and Blanchard, which of the following leader styles matches up best with low readiness subordinates? a. Delegating style b. Selling style c. Telling style d. Participating style e. None of the above

c

Bernetta is a manager at Winans International. She is very friendly and extremely respectful of her subordinate's welfare. She can be described as a. high in initiating structure. b. low in initiating structure. c. high in consideration. d. a team leader. e. task-oriented manager.

c

Charismatic leaders are often __________ than transactional leaders. a. less emotional b. more predictable c. less predictable d. more directive e. none of the above

c

Fiedler used all of the following to describe the situation EXCEPT a. leader-member relations. b. task structure. c. personal power. d. position power. e. all of the above were used by Fiedler to describe the situation.

c

Hersey and Blanchard are responsible for which theory? a. Theory of leadership b. ERG Theory c. Situational theory d. Contingency theory e. Leadership

c

Janelle Jenkins at CompuSync show vast knowledge, intelligence, cognitive ability, and keen decisiveness. Which personal characteristic of leadership is she showing? a. Physical characteristics b. Intelligence and Ability c. Personality d. Social Characteristics e. Social Background

c

Leadership is reciprocal, according to your text. This means a. it is dynamic. b. it is a problem-solving activity. c. it occurs between people. d. redundant. e. it always creates conflict.

c

Linda uses praise, letters of support, and pats on the back as ways of influencing her subordinate's behaviors. All of these actions are highly valued by the work group. This is an example of a. coercive power. b. legitimate power. c. reward power. d. expert power. e. referent power.

c

Recently, Collie Care was attempting to hire a middle manager. They were looking for an intelligent, active, and creative individual. Which approach to leadership was Collie using? a. The contingency approach b. The situational approach c. The trait approach d. The behavioral approach e. The substitute approach

c

Referent power depends on the leader's a. formal title. b. position in the hierarchy. c. personal characteristics. d. salary. e. reward power.

c

Researchers at the Ohio State University identified two major behaviors called a. commitment and consideration. b. commitment and initiation. c. consideration and initiating structure. d. initiating structure and commitment. e. consideration and concern for people.

c

Self-confidence, honesty and integrity, and the desire to lead, are all components of which personal characteristic of leaders? a. Physical characteristics b. Intelligence and Ability c. Personality d. Social Characteristics e. Social Background

c

Terrance is a great manager and he has a number of special skills. In particular, Terrance has the ability to get his subordinates to do more than would be normally expected. Which of the following terms best describes Terrance? a. Transactional leader b. Supportive leader c. Charismatic leader d. People-oriented leader e. Production-oriented leader

c

The Leadership Grid used the two leader behaviors which were called a. employee-centered and job centered. b. consideration and initiating structure. c. concern for people and concern for production. d. relationship-oriented and task-oriented. e. employee-oriented and relationship oriented.

c

The early research on leadership traits was referred to as the a. contingency theory of leadership. b. path-goal theory of leadership. c. great man approach. d. situational theory of leadership. e. behavioral approach.

c

Which Management style reflects a moderate amount of concern for both people and production? a. Team Management b. Country Club Management c. Middle of the Road Management d. Impoverished Management e. Authority-Compliance

c

Which of these is the potential ability to influence the behavior of others? a. Leadership b. Management c. Power d. Control e. Motivation

c

______ generates resistance most often. a. Reward b. Expert c. Coercive d. Legitimate e. Referent

c

________ means that the leader consults with his or her subordinates about decisions. a. Supportive leadership b. Directive leadership c. Participative leadership d. Achievement-Oriented leadership e. None of the above

c

_________ power is based in the ability of the leader to do such things as recommend promotions. a. Coercive b. Expert c. Reward d. Referent e. Personal

c

__________ power comes from personal sources that are not as invested in the organization, such as personal interests, goals, and values. a. Motivation b. Management c. Personal d. Control e. Referent

c

According to ___________, the leader's responsibility is to increase subordinate's motivation to attain individual and organizational skills. a. contingency theory b. the work of Fred Fiedler c. path-goal theory d. the theory of charismatic leadership e. ll of the above

c -564

All of the following are essential parts of any definition of leadership EXCEPT a. influence. b. people. c. goals. d. coercive power. e. a and b only.

d

The recommended management style from the leadership grid is a. 1,9. b. 9,1. c. 5,5. d. 1,1. e. 9,9.

e

Which of the following characteristics of leaders have been studied? a. Personality traits b. Physical traits c. Social traits d. Work-related traits e. All of the above

e

______, according to the Leadership Grid, occurs when efficiency in operations is the dominant orientation. a. Team Management b. Country Club Management c. Middle of the Road Management d. Impoverished Management e. Authority-Compliance

e

__________ refers to group atmosphere and members' attitude toward and acceptance of the leader. a. Task structure b. Leader relations c. Contingency d. Position power e. Leader-member relations

e

Power that stems from a leader's special knowledge is known as a. reward power. b. referent power. c. legitimate power. d. coercive power. e. none of the above.

e Pages: 572-573