Leadership Midterm

The process definition of leadership states that certain individuals have inborn qualities that differentiate them from non-leaders.

False

The research on leadership generally has found it to be a relatively simple process.

False

Select all the disadvantages of LMX theory.

It discriminates against some subordinates. It runs counter to the human value of fairness.

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.

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.

Leaders who use coercion are generally more interested in their own goals than those of subordinates.

True

Leadership occurs in both large and small groups.

True

Over 60 different leadership classification systems have been developed.

True

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

Which of the following refers to the power Bill Gates had when he and Paul Allen started the Microsoft company?

expert

"She is a natural leader" is a phrase commonly expressed by people who take a process perspective toward leadership.

false

A major strength of the trait approach is that it is quite useful for training.

false

A problem with LMX theory is that it appears to be unrelated to positive organizational outcomes.

false

According to Blake and Mouton, the "authority-compliance manager" is highly concerned with people and has little concern for results.

false

According to path-goal theory, achievement-oriented leadership is most effective in settings where followers are required to perform unambiguous tasks.

false

According to path-goal theory, when jobs are very complex, supportive leadership should be provided.

false

According to the Leadership Grid, opportunistic leaders rely primarily on the 5, 5 style of leadership.

false

Assisting group members in building cohesiveness is primarily a task behavior.

false

Bass and Avolio suggest that transformational leadership cannot be taught, since it results from innate leadership characteristics.

false

Crystallized cognitive ability refers to one's innate intellectual ability or intelligence.

false

In LMX, it is usually the leader who makes an offer to the subordinate for improved career-oriented exchanges.

false

In his early studies, Stogdill found that leaders in one situation would almost always be leaders in another situation

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

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

Leadership research suggests conclusively that it is best for leaders to be high-task and high-relationship in all situations.

false

Motivation and personality fall within the competencies component of Mumford's skills model.

false

Path-goal leadership is an approach to leadership for which many management-training programs have been developed.

false

Path-goal theory is a lot like coaching and giving guidance.

false

Path-goal theory predicts that subordinates who have a strong need for affiliation prefer directive leadership.

false

Personality and other personal characteristics are unrelated to the process of how in-groups are formed.

false

Pseudo-transformational leadership could be described as a form of socialized leadership.

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

Studies have shown that high LMX has a direct impact on employee creativity.

false

Subordinates in the out-group receive more information and concern from their leaders than do in-group members.

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 Big Five & Leadership meta-analysis found that the factor most strongly associated with leadership was conscientiousness.

false

The acronym VDL stands for Variation Dependent Leadership.

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

The skills approach is not descriptive.

false

The style approach is not heuristic.

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

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

Select all of the options that correctly complete this sentence: According to the trait approach, leaders should

have determination. have integrity.

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

Which option best describes the elements of a model of transformational leadership?

idealized influence, inspirational motivation, intellectual stimulation, individualized consideration

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.

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

Select the options that correctly complete this sentence: House notes that effects of charismatic leadership are more likely to occur in

stressful situations

Select all the options that represent main components in path-goal theory.

subordinate characteristics work setting leader style

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

Select the types of skills that are most important for leaders operating at lower levels of management.

technical and human

Select all the options that correctly complete this sentence: The individual attributes factor in the skills model suggests

that traits are important to leadership. that the skills model is not just a competency-based model

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

Select all of the options that correctly complete this sentence: Emotional intelligence includes our ability to perceive and

to express emotions. to reason/understand emotions. to manage emotions within one's self. to use emotions to facilitate thinking.

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

A criticism of transformational leadership is that it treats leadership as a personality trait.

true

A disadvantage of path-goal theory is that its approach could foster subordinate dependency.

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

Criticisms of transformational leadership are that it is elitist and antidemocratic, and that it suffers from heroic leadership bias.

true

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

Environmental influences are factors in a situation that lie outside the leader's competencies, characteristics, and experiences.

true

Human skills are important at all levels of management.

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

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

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

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

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

Mumford's research studied military personnel rather than business and organizational leaders.

true

Participative leadership is effective with subordinates who have a strong need to control (internal locus of control).

true

Path-goal leadership is not a trait approach that locks leaders into only one kind of leadership.

true

Path-goal theory is based on motivation principles drawn from Expectancy Theory.

true

Some studies have suggested that masculinity is a leadership trait.

true

The "great person" approach focuses on important political leaders.

true

The skills approach is relatively new and has not been widely used in training and development.

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

The style approach has been validated by a wide range of studies.

true

The style approach has failed to identify a universally effective leadership style.

true

The style approach suggests that leadership cannot be explained by any list of personality traits.

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

According to Burns, followers should remember that their leaders are above them and act accordingly.

False

An individual perceived by other group members as influential can only be an assigned leader, not an emergent one.

False

Followers are usually responsible for maintaining the relationship with leaders.

False

Kotter argues that managerial and leadership functions are really quite similar.

False

Men and women are perceived as equally capable leaders in mixed-sex groups.

False

Leaders' use of physical force to get their way is which kind of power?

coercive

Which of these is not a competency?

At the heart of the skills model, there are three competencies that are key factors that account for effective performance: problem solving skills, social judgment skills and knowledge. Cognitive ability is an individual attribute.

Which scholar(s) created the Leadership Grid?

Blake and Mouton

Transformational leadership does what? (Select all that apply.)

Creates a connection between leaders and followers. Increases the motivation and morality of followers. Helps followers reach their full potential.

During the stranger phase of leadership making, how is it most accurate to describe roles? (Select all that apply.)

Leadership making develops through three phases: (1) the stranger phase, (2) the acquaintance phase, and (3) the mature partnership phase. During the stranger phase, the interactions in the leader-subordinate dyad generally are rule-bound, relying heavily on contractual relationships. Leaders and subordinates relate to each other within prescribed organizational roles. They have lower-quality exchanges, similar to those of out-group members. The subordinate complies with the formal leader, who has hierarchical status, for the purpose of achieving the economic rewards the leader controls. The motives of the subordinate are directed toward self-interest rather than toward the good of the group.

During the acquaintance phase of leadership making, subordinates tend to focus

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.

Which of the following is not a subordinate benefit of high LMX?

Researchers found that high-quality leader-member exchanges produced less employee turnover, more positive performance evaluations, higher frequency of promotions, greater organizational commitment, more desirable work assignments, better job attitudes, more attention and support from the leader, greater participation, and faster career progress over 25 years.

Select all the options that path-goal theory suggests.

Subordinates with an external locus of control should be directed. Task and subordinate characteristics affect leadership effectiveness. Leaders should help subordinates around their difficulties by removing obstacles.

Select all of the options which represent strengths of the trait approach.

The trait approach fits clearly with our notion that leaders are the individuals who are out front and leading the way in our society. It is built on the premise that leaders are different, and their difference resides in the special traits they possess. People have a need to see their leaders as gifted people, and the trait approach fulfills this need. Also, the trait approach has a century of research to back it up. No other theory can boast of the breadth and depth of studies conducted on the trait approach, giving it a unique measure of credibility. The trait approach focuses exclusively on the leader, not on the followers or the situation. By focusing exclusively on the role of the leader in leadership, the trait approach has been able to provide us with a deeper and more intricate understanding of how the leader and the leader's personality are related to the leadership process.

What does using the path-goal approach, expectancy theory suggest? (Select all that apply.)

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 the correct characteristics of the mature partnership phase.

Transformational relationships Mutual trust Reciprocity Respect

A boss, by definition, usually has position power over subordinates.

True

A factor common to the leadership classification systems is the view of leadership as a process of influence.

True

Emotional intelligence has to do with two different domains and the interplay between them. Those two domains are

affective and cognitive.

Which of the following is not one of the classifications for a definition of leadership?

an artistic process

Which of the following are examples of positive communication behaviors that account for successful leader emergence?

being informed, initiating new ideas

Select all options that accurately complete this sentence: The need for directive leadership increases when employees

believe that outside circumstances control their lives.

Select the work experiences that contribute to leaders' knowledge and skills.

challenging assignments mentoring hands-on experience

In the skills model, which of these is a general cognitive ability?

information processing

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: 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 the options that correctly complete this sentence: Defining leadership as a process means that:

it is a transactional event. the leader affects and is affected by followers.

Select all of the options that correctly complete this sentence: Researchers agree that leadership

leadership is influenced by the situation

Power that any elected official has is

legitimate

Select all the options that best describe path-goal theory.

motivational theory

Select the options that correctly complete this sentence: According to early LMX theory:

out-group members may not want to be in-group members. in-group members are chosen on the basis of compatibility with the leader. the out-group has less influence with the leader than does the in-group.

From which style does path-goal theory suggests that leaders should respond to autonomous group members with unstructured tasks?

participative style

According to Blake and Mouton, which leadership style includes rewards and approval for people in return for their loyalty and obedience?

paternalism/maternalism

Select all of the Individual Attributes.

personality general cognitive ability motivation

The primary functions of management are

planning, organizing, staffing, and controlling.

Select all options that accurately describe what directive leadership does.

provides performance standards

Leaders' power to provide pay raises and promotions is

reward

Select the behaviors that social intelligence includes.

self-monitoring appropriate public behavior

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 of the traits that are associated with effective leadership.

sociability intelligence self-confidence

Select all the items that measure performance outcome.

standard external criteria