Chapter 5 MGMT 1115

Adapting to changing times is the most important for which approach to leadership? Leadership Grid Charismatic Trait approach Contingency approach

Contingency approach

According to the normative decision model, leaders must choose a style that brings about the correct degree of ____ when making decisions. Group participation Group motivation Goal setting Job satisfaction

Group participation

Baxter, a chief operating officer, practices contingency leadership when he warns workers in advance about potential punishments. maintains an optimistic, positive attitude. challenges the use of new technologies. discards old ideas that no longer fit the circumstances.

discards old ideas that no longer fit the circumstances.

A major proposition of the path-goal theory is that the leader should engage in behaviors that run counter to the subordinates' environment and abilities. t/f

false

A study of contingency leadership in the executive suite found that effective leaders implemented the human assets approach in most situations. t/f

false

According to Fiedler's theory, relationship-motivated leaders perform the best in situations of low control. f/t

false

Branch manager Marissa uses evidence-based leadership when she will accuse subordinates of wrongdoing only when she can heavily document her accusations. t/f

false

Contingency leadership theorists believe that in terms of shaping the leader's behavior, forces in the situation are more important that the leader's personal characteristics. the leader's characteristics are more important than forces in the leadership situation. the leadership situation has a negligible influence. the leader's personal characteristics have a negligible influence.

forces in the situation are more important that the leader's personal characteristics.

According to the situational leadership model II, the directing style is the most effective when team members are low in competence but high on commitment. at the highest level of commitment and competence. growing in competence but with variable commitment. have some competence but are low in commitment.

low in competence but high on commitment.

According to the situational model II, effective leaders manage their relationship with a subordinate in relation to the subordinate's job level. based on the subordinate's mood. on a given task. in relation to a particular level of motivation.

on a given task.

A suggestion to the leader based on path-goal theory is for the leader to give people careful instructions, even when they can perform the task well. encourage group members to provide their own structure. purposely make ambiguous the path between goal attainment and receiving a reward. reduce frustrating barriers to reaching goals.

reduce frustrating barriers to reaching goals.

According to the normative decision model, when group development is a high priority, the leader emphasizes decision significance. becomes less concerned with group commitment. relies more on the group to make decisions. relies more on himself or herself to make decisions.

relies more on the group to make decisions.

A contingency leadership perspective is that the leader's behavior is profoundly influenced by the leader's personality. situation. leader's rank. leader's charisma.

situation.

A key part of evidence-based leadership or management is to keep a log of the mistakes of subordinates. justify asking for an increased budget. prove that your decision was the right one. translate principles into practice.

translate principles into practice.

According to the contingency theory of leadership, certain situational forces are beyond the leader's complete control. t/f

true

An example of a situational force in leadership is group member characteristics. t/f

true

An important situational factor in the normative model is the importance of commitment. t/f

true

An ineffective way to lead an organization through a crisis is to strongly defend yourself against your critics or deny wrongdoing. t/f

true

CEOs using the strategic approach to leadership spend considerable time on external activities such as technological advances, market trends, and dealing with customers. t/f

true

Chief financial officer Nancy has a situational perspective on leadership because she believes that if she applies empowerment in various situations, the outcome might be different in some of the situations. t/f

true