Leadership Development Midterm
The research on leadership generally has found it to be a relatively simple process.
False
The situational approach requires leaders to demonstrate a strong degree of control.
False
The skills approach is not descriptive.
False
The trait approach determines the most important traits in a highly objective way.
False
Whereas the skills approach emphasizes the personality characteristics of the leader, the trait approach emphasizes the behavior of the leader.
False
Criticisms of transformational leadership are that it is elitist and antidemocratic, and that it suffers from heroic leadership bias.
True
Human skills are important at all levels of management.
True
LMX can be criticized for failing to fully explain the way high-quality, leader-member exchanges are created.
True
LMX challenged the assumption that leaders treated followers in a collective way, as a group, using an average leadership style.
True
Leadership occurs in both large and small groups.
True
SLII is used by many corporations to train leaders.
True
The skills approach provides a structure consistent with leadership education programs.
True
The skills approach suggests that many individuals have the potential for leadership.
True
Which of the following refers to the power Bill Gates had when he and Paul Allen started the Microsoft company?
expert (Expert power is based on followers' perceptions of the leader's competence)
Which of the following attributes begins to decline in later adulthood?
general cognitive ability
According to House, which option is not one of the specific types of behaviors commonly exhibited by charismatic leaders?
giving structure to complex tasks
A major strength of the trait approach is that it is quite useful for training.
False
Motivation and personality fall within the competencies component of Mumford's skills model.
False
Subordinates in the out-group receive more information and concern from their leaders than do in-group members.
False
Transformational leadership does what? (Select all that apply.)
(all of the above) Creates a connection between leaders and followers. Helps followers reach their full potential. Increases the motivation and morality of followers.
Select the correct characteristics of the mature partnership phase.
(all of the choices) Transformational relationships respect reciprocity mutual trust
Which scholar(s) created the Leadership Grid?
Blake and Mouton (Perhaps the best-known model of managerial behavior is the Leadership grid developed by Blake and Mouton. It was designed to explain how leaders help organizations reach their purposes through two factors: concern for production and concern for people.)
A disadvantage of path-goal theory is that its approach could foster subordinate dependency.
True (Path-goal theory suggests that it is important for leaders to provide coaching, guidance, and direction for subordinates, to help subordinates define and clarify goals, and to help subordinates around obstacles as they attempt to reach their goals. The potential difficulty in this type of "helping" leadership is that subordinates may easily become dependent on the leader to accomplish their work.)
Crystallized cognitive ability refers to one's innate intellectual ability or intelligence.
False
D4 subordinates are not certain that they can do the job by themselves.
False
In LMX, it is usually the leader who makes an offer to the subordinate for improved career-oriented exchanges.
False
In-group relationships are based on the formal employment contract (defined roles).
False
Katz states that human skills are most important for middle and top management levels.
False
Power that any elected official has is
legitimate (Legitimate power is a form of position power—power derived from a particular office or rank in a formal organizational system. It is the influence capacity a leader derives from having higher status than the followers have.)
Leadership research suggests conclusively that it is best for leaders to be high-task and high-relationship in all situations.
False
Personality and other personal characteristics are unrelated to the process of how in-groups are formed.
False
Ryan White was more of a transactional leader than a transformational leader.
False
Social judgment is an individual attribute in the skills model.
False
Technical skills grow in importance as one moves up the managerial hierarchy.
False
The "great person" approach stresses that leaders' traits are learned.
False
The emergence of a vision should originate only from the leader, not the followers within the organization.
False
The problem with the LMX approach is that it gives little attention to the importance of communication in leadership.
False
According to the Leadership Grid, opportunistic leaders rely primarily on the 5, 5 style of leadership.
False (Opportunism refers to a leader who uses any combination of the basic five styles for the purpose of personal advancement.)
Which option best describes the elements of a model of transformational leadership?
idealized influence, inspirational motivation, intellectual stimulation, individualized consideration
Which of the following is not a subordinate benefit of high LMX?
increased relational communication.
In the skills model, which of these is a general cognitive ability?
information processing
You are the leader of a small jazz band, comprised of four of your peers who have never been in a jazz group before. As the leader of the band, you have been very straightforward about how the band will function. You have clearly described each of the members' roles, and they are starting to catch on to how the group works. What style do you exhibit next?
Style 2 (Style 2 is called coaching and is high directive and high supportive. The leader gives encouragement and solicits subordinate input, but the leader makes the final decisions. This style is best used when with subordinates have some competence and low commitment (D2).)
In the skills model, crystallized knowledge refers to which of the following?
intellectual ability acquired over time
Select all of the options that correctly complete this sentence: Researchers agree that leadership
is influenced by the situation.
Select all the options that correctly complete this sentence: Defining leadership as a process means that
it is a transactional event. AND the leader affects and is affected by followers.
During the first phase of leadership making, the interactions within the leader-subordinate dyad are generally low quality.
True
During the partner phase of leadership, the leader and the subordinate have reciprocal influence on each other.
True
In LMX theory, leadership making suggests that leaders help everyone to be in the in group.
True
In LMX theory, the dyadic relationship is the focal point of the leadership process.
True
In application, the trait approach can help individuals pinpoint their strengths and weaknesses
True
Laissez-faire leadership represents the absence of leadership.
True
Later studies of LMX showed that high-quality relationships between leaders and subordinates produce less employee turnover.
True
Leaders who use coercion are generally more interested in their own goals than those of subordinates.
True
Mumford's research studied military personnel rather than business and organizational leaders.
True
Over 60 different leadership classification systems have been developed.
True
Situational leadership requires the clear recognition of subordinate needs.
True
Some studies have suggested that masculinity is a leadership trait.
True
The "great person" approach focuses on important political leaders.
True
The SLII model emphasizes flexibility in leadership style.
True
The behavioral approach has been validated by a wide range of studies.
True
The behavioral approach has failed to identify a universally effective leadership style.
True
The behavioral approach suggests that leadership cannot be explained by any list of personality traits.
True
The situational approach contends that leadership involves both directive and supportive behaviors.
True
The skills approach is relatively new and has not been widely used in training and development.
True
The trait approach emphasizes that leadership resides within the individual.
True
The trait approach failed to identify a definitive set of specific leadership traits.
True
The trait approach focuses primarily on the leader, not on the followers or the situation.
True
The trait approach has a century of research to back it up.
True
Transactional leadership focuses on the exchanges that occur between leaders and their followers.
True
Transactional leadership refers to the bulk of leadership models.
True
Transformational leadership views leaders as social architects.
True
In the Leadership Grid, a person who uses but does not integrate the 1, 9 and 9, 1 styles of leadership could be called a "benevolent dictator."
True (Paternalism/maternalism refers to a leader who uses both 1, 9 and 9, 1 styles but does not integrate the two. This is the "benevolent dictator" who acts graciously but does so for the purpose of goal accomplishment. In essence, they treat people as if they were dissociated from the task.)
Path-goal leadership is not a trait approach that locks leaders into only one kind of leadership.
True (Path-goal theory is not a trait approach that locks leaders into only one kind of leadership. Path-goal theory is about how leaders motivate subordinates to enhance employee performance and employee satisfaction.)
According to Situational Leadership, D3 subordinates may be highly skilled but also lack commitment.
True (Development level is the degree to which subordinates have the competence and commitment necessary to accomplish a given task or activity. D3 represents employees who have moderate to high competence but may lack commitment.)
In work settings where the formal authority system is weak, leadership becomes a tool that helps subordinates by making the rules and work requirements clear.
True (It is true that in work settings where the formal authority system is weak, leadership becomes a tool that helps subordinates by making the rules and work requirements clear.)
Leaders' power to provide pay raises and promotions is
reward.
During the stranger phase of leadership making, how is it most accurate to describe roles? (Select all that apply.)
scripted
Select all of the options that correctly describe trait research.
shows that successful leaders tend to have certain identified traits.
Which of the following presents a competency-based approach to leadership?
skills approach
Select all the items that measure performance outcome.
standard external criteria
Select the options that correctly complete this sentence: House notes that effects of charismatic leadership are more likely to occur in
stressful situations.
Kouzes and Posner's five practices that enable leaders to accomplish extraordinary things include all of these except
support contingent reward.
Larry dislikes giving instructions to employees. He is uncomfortable with which of the following? (Select all that apply.)
task behavior (Task behaviors facilitate goal accomplishment for group members.)
In SLII, Style 3 is high supportive and low directive.
True (Style 3 is called supporting and is high supportive and low directive. The leader does not focus exclusively on goals but uses supportive behaviors that bring out the employees' skills around the task to be accomplished. The leader gives control for day-to-day decisions but remains available to facilitate problem solving.)
Path-goal theory is based on motivation principles drawn from Expectancy Theory.
True (The underlying assumption of path-goal theory is derived from expectancy theory, which suggests that subordinates will be motivated if they think they are capable of performing the work, if they believe their efforts will result in a certain outcome, and if they believe that the payoffs for doing their work are worthwhile.)
Select the types of skills that are most important for leaders operating at lower levels of management.
technical and human
Jim is a district manager of Wendy's West Michigan. When he hires people, the most important thing he looks for is whether people are good problem solvers. Which approach or model is Jim using?
the Mumford skills model (Mumford's skills model contends that a leader's effectiveness depends on the leader's ability to solve complex organizational problems. It addresses questions like: Why are some leaders good problem solvers and others are not?)
Mary has managed the mailroom for two years. Management views Mary as a person with special leadership talents, such as intelligence, sociability, and determination. Management is using which of the following approaches?
trait approach
Bass and Avolio suggest that transformational leadership cannot be taught, since it results from innate leadership characteristics.
False
Which of these is not a competency?
cognitive ability
Management by exception involves
correcting misbehavior of employees.
From what style does path-goal theory suggest that leaders should respond to dogmatic and authoritarian followers?
directive style (Directive leadership characterizes a leader who gives subordinates instructions about their task, including what is expected of them, how it is to be done, and the time line for when it should be completed. A directive leader sets clear standards of performance and makes the rules and regulations clear to subordinates. For subordinates who are dogmatic and authoritarian and have to work in uncertain situations, path-goal theory suggests directive leadership because that provides psychological structure and task clarity. Directive leadership helps by clarifying the path to the goal, making it less ambiguous. The authoritarian type of subordinate feels more comfortable when the leader provides a greater sense of certainty in the work setting.)
Bill is in charge of hiring a new manager for the first shift on the production line. According to Katz' model, Bill should be looking for a person with which of the following types of skills?
human and technical skills
Select all the options that path-goal theory suggests.
* Task and subordinate characteristics affect leadership effectiveness. *Subordinates with an external locus of control should be directed. *Leaders should help subordinates around their difficulties by removing obstacles. (The impact of leadership is contingent on the characteristics of both subordinates and their task. Leadership motivates when it makes the path to the goal clear and easy to travel through coaching and direction, removing obstacles and roadblocks to attaining the goal. A special focus of path-goal theory is helping subordinates overcome obstacles. Obstacles create excessive uncertainties, frustrations, and threats. It is the leader's responsibility to help subordinates remove or go around obstacles to increase their expectation that they can complete the task and to increase job satisfaction. Those with an external locus of control believe that chance, fate, or outside forces determine life events. For these subordinates, path-goal theory suggests that directive leadership is best because it parallels subordinates' feelings that outside forces control their circumstances.)
Select the work experiences that contribute to leaders' knowledge and skills.
* challenging assignments * hands-on experience *mentoring
Select all of the Individual Attributes.
* general cognitive ability *personality *motivation
Select all of the traits that are associated with effective leadership.
* intelligence * sociability * self-confidence
Select all of the options that correctly complete this sentence: The trait approach to leadership is appealing because
* it has been in existence for over 100 years. * people have a need to see their leaders as gifted people.
Select all of the options which represent strengths of the trait approach.
* it is intuitively appealing * it emphasizes the leader in the leadership process * a century of research backs it up
Select the behaviors that social intelligence includes.
* self-monitoring * appropriate public behavior
Select all the options that represent main components in path-goal theory.
* subordinate characteristics * work setting *leader style (Path-goal theory emphasizes the relationship between the leader's style and the characteristics of the subordinates and of the work setting. Path-goal theory components include leader behaviors, subordinate characteristics, task characteristics, and motivation. Subordinated characteristics determine how a leader's behavior is interpreted by subordinates in a given work context.)
Select all the options that correctly complete this sentence: The individual attributes factor in the skills model suggests
* that the skills model is not just a competency-based model. *that traits are important to leadership. (A major component in the model includes individual attributes, which are trait-like. These traits contribute to competencies.)
Select all of the options that correctly complete this sentence: Emotional intelligence includes our ability to perceive and
* to manage emotions within one's self. * to use emotions to facilitate thinking. *to express emotions. *to reason/understand emotions.
You have recently been made a department head of the new regional office. In getting to know your departmental staff, you have noticed that one of your inexperienced employees is not following through on assigned tasks. She is enthused about her new job and wants to get ahead in the organization. Which alternative represents the most effective leadership style for this situation?
Define the steps necessary to complete the assigned tasks and monitor her performance frequently (S1). (Style 1 is called directing and is high directive and low supportive. The leader focuses communication on goal achievement and spends less time using supportive behaviors. The leader gives instructions on what and how goals are to be achieved and supervises carefully. This style is best used when with subordinates are low in competence and high in commitment (D1).)
A problem with LMX theory is that it appears to be unrelated to positive organizational outcomes.
False
In the Leadership Grid, the 9, 9 type of leader prefers the middle ground, soft-pedals disagreement, and swallows convictions in the interest of progress.
False (The 5, 5 or middle-of-the-road management describes leaders who are compromisers, who have an intermediate concern for the task and an intermediate concern for the people who do the task. They avoid conflict and emphasize moderate levels of production and interpersonal relationships. This type of leader often is described as one who is expedient, prefers the middle ground, soft-pedals disagreement, and swallows convictions in the interest of progress.)
In his early studies, Stogdill found that leaders in one situation would almost always be leaders in another situation.
False (Traits that leaders possess must be relevant to situations in which the leader is functioning. Leaders in one situation may not necessarily be leaders in another situation.)
One of the strengths of the situational approach is its clear conceptualization of subordinates' developmental levels.
False (A criticism of situational leadership concerns the ambiguous conceptualization in the model of subordinates' development levels. It is not clear how commitment is combined with competence to form four distinct levels of development.)
In the situational approach, leadership style defines directive behaviors as those that help group members in goal achievement via two-way communication.
False (Directive behaviors help group members accomplish goals by clarifying, often with one-way communication, what is to be done, how it is to be done, and who is responsible for doing it. Supportive behaviors help group members feel comfortable about themselves, their coworkers, and the situation. They involve two-way communication and responses that show social and emotional support for others.)
The acronym VDL stands for Variation Dependent Leadership.
False (In the first studies of exchange theory, which was then called vertical dyad linkage (VDL) theory, researchers focused on the nature of the vertical linkages leaders formed with each of their followers._
In the situational approach, leadership style refers to motivational principles.
False (Leadership style consists of the behavior pattern of a person who attempts to influence others. It includes both directive (task) behaviors and supportive (relationship) behaviors. Directive behaviors help group members accomplish goals by clarifying, often with one-way communication, what is to be done, how it is to be done, and who is responsible for doing it. Supportive behaviors help group members feel comfortable about themselves, their coworkers, and the situation. They involve two-way communication and responses that show social and emotional support for others.)
Path-goal theory predicts that subordinates who have a strong need for affiliation prefer directive leadership.
False (Path-goal theory predicts that subordinates who have a strong need for affiliation prefer supportive leadership, because friendly and concerned leadership is a source of satisfaction.)
Path-goal theory is a lot like coaching and giving guidance.
False (Path-goal theory prescribes different leadership styles or behaviors depending on subordinate and task characteristics. Coaching and giving guidance (directive style) are appropriate leadership behaviors when employees are dogmatic and authoritarian and the task is ambiguous and complex. Other leadership styles include supportive, participative, and achievement oriented.)
Pseudo-transformational leadership could be described as a form of socialized leadership.
False (Pseudo-transformational leadership refers to leaders who are self-consumed, exploitive, and power-oriented, with warped moral values. It is considered personalized leadership, which focuses on the leader's own interests rather than the interests of others. Authentic transformational leadership is socialized leadership, which is concerned with the collective good. Socialized, transformational leaders transcend their own interests for the sake of others.)
Studies have shown that high LMX has a direct impact on employee creativity.
False (Researchers found that perceived high quality leader/member exchange was positively related to feelings of energy in employees, which in turn, was related to greater involvement in creative work. LMX theory was not directly associated with creativity, but it served as a mechanism to nurture employees' feelings, which then enhanced their creativity.)
An individual perceived by other group members as influential can only be an assigned leader, not an emergent one.
False (Some people are leaders because of their formal position in an organization, whereas others are leaders because of the way other group members respond to them. These two common forms of leadership are called assigned leadership and emergent leadership.)
In SLII, delegating is ineffective with subordinates who are very competent and committed.
False (Style 4 is called delegating and is low directive and low supportive. The leader gives less task input and social support, facilitating employees' confidence and motivation. The subordinate takes responsibility for getting the job done the way he or she sees fit, and the leader gives up control. This style is best used with subordinates who are very competent and committed.)
According to path-goal theory, when jobs are very complex, supportive leadership should be provided.
False (Supportive leadership consists of being friendly and approachable and attending to the well-being of subordinates. For tasks that are structured, unsatisfying, or frustrating, path-goal theory suggests that leaders should use a supportive style and offer a sense of human touch. In a complex environment, dogmatic and authoritarian subordinates respond best to a directive style, and subordinates with high expectations and a need to excel respond best to an achievement-oriented style.)
Assisting group members in building cohesiveness is primarily a task behavior.
False (Task behaviors facilitate goal accomplishment for group members. Relationship behaviors help subordinates feel comfortable with themselves, with each other, and with their situation.)
According to Blake and Mouton, the "authority-compliance manager" is highly concerned with people and has little concern for results.
False (The authority-compliance manager places heavy emphasis on task and job requirements and less emphasis on people, except to the extent that people are tools for getting the job done. Communicating with subordinates is not emphasized except for the purpose of giving instructions about the task. This style is results-driven and is often seen as controlling, demanding, hard driving, and overpowering. The country-club management leader represents a low concern for task accomplishment coupled with a high concern for interpersonal relationships. They create a positive climate by being agreeable, eager to help, comforting, and uncontroversial.)
The behavioral approach is not heuristic.
False (The behavioral approach is heuristic. It provides us with a broad conceptual map that is worthwhile to use in our attempts to understand the complexities of leadership. Leaders can learn a lot about themselves and how they come across to others by trying to see their behaviors in light of the task and relationship dimensions. Based on the behavioral approach, leaders can assess their actions and determine how they may want to change to improve their leadership style.)
Kotter argues that managerial and leadership functions are really quite similar.
False (The overriding function of management is to provide order and consistency to organizations, whereas the primary function of leadership is to produce change and movement.)
The process definition of leadership states that certain individuals have inborn qualities that differentiate them from non-leaders.
False (The process viewpoint suggests that leadership is a phenomenon that resides in the context of the interactions between leaders and followers and makes leadership available to everyone.)
Men and women are perceived as equally capable leaders in mixed-sex groups.
False (A study of 40 mixed-sex college groups found that women, while equally successful at leading the group to achieve its goal, were rated significantly lower on leadership and likability than men.)
The Big Five & Leadership meta-analysis found that the factor most strongly associated with leadership was conscientiousness.
False (Extraversion was the factor most strongly associated with leadership. It is the most important trait of effective leaders. Extraversion was followed, in order, by conscientiousness, openness, and low neuroticism. The last factor, agreeableness, was found to be only weakly associated with leadership.)
According to path-goal theory, achievement-oriented leadership is most effective in settings where followers are required to perform unambiguous tasks.
False (Achievement-oriented leadership is characterized by a leader who challenges subordinates to perform work at the highest level possible, establishing a high standard of excellence and seeking continuous improvement. Leaders show a high degree of confidence that subordinates are capable of establishing and accomplishing challenging goals. Achievement-oriented leadership is most effective in settings in which subordinates are required to perform ambiguous tasks. In settings where the task is more structured and less ambiguous, achievement-oriented leadership appears to be unrelated to subordinates' expectations about their work efforts.)
Followers are usually responsible for maintaining the relationship with leaders.
False (Although leaders and followers are closely linked, it is the leader who often initiates the relationship, creates the communication linkages, and carries the burden for maintaining the relationship.)
According to Burns, followers should remember that their leaders are above them and act accordingly.
False (As Burns (1978) pointed out, discussions of leadership are viewed as elitist because of the people discussing leadership often ascribe implied power and importance to leaders in the leader-follower relationship. Leaders are not above or better than followers. Leaders and followers must be understood in relation to each other. They are in the leadership relationship together and are two sides of the same coin.)
Path-goal leadership is an approach to leadership for which many management-training programs have been developed.
False (Because the scope of path-goal theory is so broad and encompasses so many different interrelated sets of assumptions, it is difficult to use fully in trying to improve the leadership process in a given organizational context. It is not an approach to leadership for which many management training programs have been developed.)
In SLII, Style 2 is low directive and low supportive.
False (Style 2 is called coaching and is high directive and high supportive. The leader gives encouragement and solicits subordinate input, but the leader makes the final decisions. Style 4 is called delegating and is low directive and low supportive. The leader gives less task input and social support, facilitating employees' confidence and motivation. The subordinate takes responsibility for getting the job done the way he or she sees fit, and the leader gives up control.)
"She is a natural leader" is a phrase commonly expressed by people who take a process perspective toward leadership.
False (The style approach emphasizes the behavior of the leader. This distinguishes it from the trait approach, which emphasizes the personality characteristics of the leader that are in-born or natural.)
What does using the path-goal approach, expectancy theory suggest? (Select all that apply.)
Followers are motivated if they think completing a given task will result in a valuable payoff. (The underlying assumption of path-goal theory is derived from expectancy theory, which suggests that subordinates will be motivated if they think they are capable of performing the work, if they believe their efforts will result in a certain outcome, and if they believe that the payoffs for doing their work are worthwhile. Leadership generates motivation when it increases the number and kinds of payoffs that subordinates receive from their work. Leadership also motivates when it makes the path to the goal clear and easy to travel through coaching and direction, when it removes obstacles and roadblocks in attaining the goal, and when it makes the work more personally satisfying.)
Select all of the options that correctly describe the trait approach.
It emphasizes leader personality.
Select all of the options that correctly characterize transformational leadership.
It results in performance that goes well beyond what is expected. It helps followers to transcend their own self-interests for the good of the group.
Select all the disadvantages of LMX theory.
It runs counter to the human value of fairness. It discriminates against some subordinates.
Jim is a manager of a Wendy's. He is very concerned with efficiency and with making employees happy. Which of the following is true of Jim?
Jim is a high-high style leader. (The 9, 9 or team management style places a strong emphasis on both tasks and interpersonal relationships. It promotes a high degree of participation and teamwork and satisfies a basic need in employees to be involved and committed to their work. They are described as determined leaders who stimulate participation, get issues into the open, make priorities clear, follow through, behave open-mindedly, and enjoy working.)
You are leader of a group project for a class. The other group members seem insecure about whether they can complete the project, but it is apparent that they are competent enough to do a good job. In prior meetings, you have been coaching them on the project. Based on SLII, which leadership style should you exhibit at the next meeting?
Style 3 (Style 3 is called supporting and is high supportive and low directive. The leader does not focus exclusively on goals but uses supportive behaviors that bring out the employees' skills around the task to be accomplished. The leader gives control for day-to-day decisions but remains available to facilitate problem solving. This style is best used when with subordinates are very competent and lack commitment (D3).)
You are president of a large corporation. At a typical monthly meeting, each of your vice presidents gives standard area reports. In the past, these reports have been good, and the VPs seem satisfied about their work. Based on SLII, which leadership style should you exhibit at the next meeting?
Style 4 (Style 4 is called delegating and is low directive and low supportive. The leader gives less task input and social support, facilitating employees' confidence and motivation. The subordinate takes responsibility for getting the job done the way he or she sees fit, and the leader gives up control. This style is best used when with subordinates are very competent and committed (D4).)
A boss, by definition, usually has position power over subordinates.
True
A criticism of transformational leadership is that it treats leadership as a personality trait.
True
A factor common to the leadership classification systems is the view of leadership as a process of influence.
True
A strength of the transformational model is its emphasis on followers' needs, values, and morals.
True
According to Bass, charisma is a necessary but not sufficient condition for transformational leadership.
True
Based on results from later studies, Stogdill argued that personality and situational factors were both determinants of leadership.
True
Career experience is a strong influence on a leader's competencies.
True
Charismatic leadership is often described in ways that make it similar to, if not synonymous with, transformational leadership.
True
Charismatic leadership transforms followers' self-concepts and tries to link the identity of the followers to the collective identity of the organization.
True
Participative leadership is effective with subordinates who have a strong need to control (internal locus of control).
True (Participative leadership consists of inviting subordinates to share in the decision making. Subordinates with an internal locus of control believe that they are in charge of the events that occur in their life. Path-goal theory suggests that for these subordinates participative leadership is most satisfying because it allows them to feel in charge of their work and to be an integral part of decision making.)
Emotional intelligence has to do with two different domains and the interplay between them. Those two domains are
affective and cognitive.
Emotional intelligence has to do with two different domains and the interplay between them. Those two domains are
affective and cognitive. (As the two words suggest, emotional intelligence has to do with our emotions (affective domain) and our thoughts (cognitive domain), and the interplay between the two.)
Which of the following is not one of the classifications for a definition of leadership?
an artistc process
Which of the following are examples of positive communication behaviors that account for successful leader emergence?
being informed, initiating new ideas (Some of the positive communication behaviors that account for successful leader emergence include being verbally involved, being informed, seeking others' opinions, initiating new ideas, and being firm but not rigid.)
Select all options that accurately complete this sentence: The need for directive leadership increases when employees
believe that outside circumstances control their lives. (Those with an external locus of control believe that chance, fate, or outside forces determine life events. For these subordinates, path-goal theory suggests that directive leadership is best because it parallels subordinates' feelings that outside forces control their circumstances.)
Leaders' use of physical force to get their way is which kind of power?
coercive
Select all of the options that correctly complete this sentence: According to the trait approach, leaders should
have integrity. have determination.
Select all the options that best describe path-goal theory.
motivational theory (The underlying assumption of path-goal theory is derived from expectancy theory, which suggests that subordinates will be motivated if they think they are capable of performing the work, if they believe their efforts will result in a certain outcome, and if they believe that the payoffs for doing their work are worthwhile. Leadership generates motivation when it increases the number and kinds of payoffs that subordinates receive from their work. Leadership also motivates when it makes the path to the goal clear and easy to travel through coaching and direction, when it removes obstacles and roadblocks in attaining the goal, and when it makes the work more personally satisfying.)
Select all of the options that correctly complete this sentence: In a major review in 1948, Stogdill suggested that
no consistent set of traits differentiated leaders from non-leaders.
During the acquaintance phase of leadership making, subordinates tend to focus
on both their own and the group's interests. (Leadership making develops through three phases: (1) the stranger phase, (2) the acquaintance phase, and (3) the mature partnership phase. The acquaintance phase begins with an offer by the leader or the subordinate for improved career-oriented social exchanges, which involve sharing more resources and personal or work-related information. It is a testing period for both the leader and the subordinate to assess whether the subordinate is interested in taking on more roles and responsibilities and whether the leader is willing to provide new challenges for the subordinate. During this time, dyads shift away from interactions that are governed strictly by job descriptions and defined roles and move toward new ways of relating. The relationship develops into greater trust and respect for each other. Self-interest lessens and focus shifts to the purposes and goals of the group.)
Sara is criticized for shifting her management style too much and is known as a leader who watches out for herself. She is a/an
opportunistic leader (Opportunism refers to a leader who uses any combination of the basic five styles for the purpose of personal advancement.)
Select the options that correctly complete this sentence: According to early LMX theory:
out-group members may not want to be in-group members. the out-group has less influence with the leader than does the in-group. in-group members are chosen on the basis of compatibility with the leader.
From which style does path-goal theory suggests that leaders should respond to autonomous group members with unstructured tasks?
participative style. (Participative leadership consists of inviting subordinates to share in the decision making. Subordinates with an internal locus of control believe that they are in charge of the events that occur in their lives. Path-goal theory suggests that for these subordinates, participative leadership is most satisfying because it allows them to feel in charge of their work and to be an integral part of decision making.)
According to Blake and Mouton, which leadership style includes rewards and approval for people in return for their loyalty and obedience?
paternalism/maternalism (Paternalism/maternalism refers to a leader who uses both 1, 9 and 9, 1 styles but does not integrate the two. This is the "benevolent dictator" who acts graciously but does so for the purpose of goal accomplishment. In essence, they treat people as if they were dissociated from the task.)
The primary functions of management are
planning, organizing, staffing, and controlling.
Select all the options that correctly complete this sentence: It is accurate to say that SLII is primarily
prescriptive. (Whereas many leadership theories are descriptive in nature, the situational approach is prescriptive. It tells you what you should and should not do in various contexts. These guidelines provide leaders with a valuable set of guidelines to facilitate and enhance leadership.)
Select all options that accurately describe what directive leadership does.
provides performance standards (Directive leadership characterizes a leader who gives subordinates instructions about their task, including what is expected of them, how it is to be done, and the time line for when it should be completed. A directive leader sets clear standards of performance and makes the rules and regulations clear to subordinates. As subordinates' perception of their own ability and competence goes up, the need for directive leadership becomes redundant and may feel controlling to the subordinates.)