MNGT, Chp 15, pt. 1
A situation would be considered highly favorable to the leader when tasks are highly unstructured and the leader has little formal authority over followers.
False
A substitute counteracts the leadership style and prevents the leader from displaying certain behaviors.
False
According to Fiedler, the favorability of a leadership situation can be analyzed in terms of three elements: the quality of relationships between leader and followers, the personality traits of the leader, and the extent to which the leader has formal authority over followers.
False
According to Hersey and Blanchard, the telling style is appropriate for followers with moderate readiness levels.
False
According to the substitutes-for-leadership concept, inflexibility and low position power are organizational variable that substitutes for task-oriented leadership style.
False
An effective follower is characterized by a need for a constant supervision.
False
Consideration is the extent to which the leader is task-oriented and directs subordinate work activities toward goal attainment.
False
Country club management reflects a moderate amount of concern for both people and production.
False
Fiedler considered a person's leadership style to be relatively flexible and easy to change.
False
Good leadership is needed to help the organization meet current commitments, while good management is needed to move the organization in the future.
False
In a recent study, it was found that men were more capable of inspiring and motivating others and building relationships than women.
False
Influence means that the relationship among people is passive.
False
Job-centered leaders are those leaders that establish high performance goals and display supportive behavior toward subordinates.
False
Leadership Grid is a two-dimensional leadership model that measures the leader's concern for people and concern for production to categorize the leader into one of three different leadership styles
False
Legitimate power, reward power, and expert power are all forms of position power.
False
Management and leadership reflect the same sets of qualities and skills that frequently overlap within a single individual.
False
People who are enmeshed in a network of relationships have less power.
False
Personal power, innovation, and nurturing are consistently viewed as manager qualities rather than leader qualities.
False
Research indicates people rate leaders as "more effective" when they are perceived to use an influence tactic.
False
Self-confidence, honesty and integrity, enthusiasm, and the desire to lead are all intelligence and ability components of personal characteristics of leaders.
False
The effective follower exhibits neither critical, independent thinking nor active participation.
False
The extent to which the leader is mindful of subordinates, respects their ideas and feelings, and establishes mutual trust refers to initiating structure.
False
The pragmatic survivor is a follower who participates actively in a relationship with the boss but doesn't use critical thinking skills.
False
Traits associated with interactive leadership include personal confidence, exclusion, and independence.
False
Transformational leaders are hard-working, tolerant, and fair-minded, but are not as capable of leading change as are transactional leaders.
False
Transformational leadership skills are ingrained personality characteristics.
False
Two types of personal powers are expert power and reward power.
False
Using rational persuasion is often not effective because most people do not have faith in facts and analysis.
False
A charismatic leader has the ability to inspire and motivate people to do more than they would normally do, despite obstacles and personal sacrifice.
True
A key characteristic of Level 5 leaders is an almost complete lack of ego coupled with a fierce resolve to do what is best for the organization.
True
A leader who works to fulfill followers' needs and goals, as well as to achieve the organization's larger mission, is called a servant leader.
True
A situational variable that counteracts a leadership style and prevents the leader from displaying certain behaviors is called a neutralizer.
True
A transformational leader is a leader distinguished by a special ability to bring about innovation and change.
True
According to Fiedler, task-oriented leaders are more effective when the situation is either highly favorable or highly unfavorable, whereas relationship-oriented leaders are more effective in situations of moderate favorability.
True
Authentic leadership refers to individuals who know and understand themselves, who espouse and act consistent with higher-order ethical values, and who empower others with their openness and authenticity.
True
Charismatic leaders typically have a strong vision for the future, and they can motivate other to help realize it.
True
Contingency approaches to leadership include the situational model based on the work of Paul Hersey and Kenneth Blanchard, the leadership model developed by Fred Fiedler and his associates, and the substitutes-for-leadership concept.
True
Effective leaders develop networks of allies -- people who can help the leader accomplish his or her goals.
True
Hersey and Blanchard's situational model of leadership focuses a great deal of attention on the characteristics of followers in determining appropriate leadership behavior
True
Influence is the effect that a person's actions have on the attitudes, values, beliefs, or behavior of others.
True
Interactive leadership has been found to be associated with female leaders.
True
Interactive leadership means that the leader favors a consensual and collaborative process, and influence derives from relationships rather than position power and formal authority.
True
Leadership occurs among people, involves the use of influence, and is used to attain goals.
True
Power is the potential ability to influence the behavior of others.
True
Referent power does not depend on a formal title or position.
True
Researchers at Ohio State University identified two major behaviors called consideration and initiating structure.
True
The alienated follower is a person who is a passive, yet independent, critical thinker.
True
The relationship-oriented leader performs better in situations of intermediate favorability because human relations skills are important in achieving high group performance.
True
Use of rational persuasion and appealing to higher authority are two commonly use interpersonal influence tactics.
True
When Lonnie shouts at Kerry in public for not finishing her work and suspends her for two days, he is using his coercive power.
True