Module 8 Review Questions: Leadership of Groups and Organizations

Leader trait models of leadership suggest that leaders differ from non-leaders in terms of the behaviors they engage in.

False

The path-goal theory of leadership is based on the reinforcement theory of motivation.

False, based on the expectancy theory of motivation

Task structure is high when a group lacks clear goals and a clear means for achieving them.

False, it is high when a group has those things

Blake and Mouton developed the notion of the managerial grid, proposing that effective leaders rate highly in either concern for people and concern for production but not necessarily both.

False, it is necessarily both

Advocates of leader irrelevance, a situation-based approach to understanding leadership, emphasize that situations are much less important than leaders in determining success.

False, much more important

If you describe your least preferred co-worker in relatively positive terms, you are likely to take a task orientation toward leadership.

False, negative terms

When exercising employee-oriented behavior, the leader aims to meet the technical needs of group members.

False, social and emotional needs of the group

The telling style of leadership is characterized by high task orientation and low relationship orientation—the leader refuses to tell the follower what to do.

False, the leader tells the follower what to do

Authoritarian and group-based leadership styles are identical in all important respects.

False, they are not identical

The authoritarian leader delegates decision making to group members.

False, they make decisions alone

Transformational leadership emphasizes the ability of the leader to use rewards as incentives to motivate followers.

False, they rely on moralistic emotional appeals

A participative leader is friendly and approachable and shows a genuine concern for subordinates.

False, this defines a supportive leader

Effective leaders need to manipulate follower instrumentalities by reducing frustrating barriers to performance.

False, this is for manipulating follower expectancies

A leader's job-oriented behavior focuses on careful supervision of employees' work methods and task accomplishment.

True

A vertical dyad consists of two persons who are linked hierarchically, such as a supervisor and a subordinate.

True

According to the lifecycle model of leadership, the effectiveness of a leader's decision-making style depends largely on followers' level of maturity, job experience, and emotional maturity.

True

An achievement-oriented leader sets challenging goals for subordinates and shows confidence that they will attain those goals.

True

Charismatic leadership is less important where people perceive high levels of procedural justice, suggesting that trust in procedures can serve as a substitute for the role of a charismatic leader.

True

Consultative leaders ask subordinates for their suggestions but make the final decision themselves.

True

Delegative leaders ask subordinates to make the final decision themselves.

True

Effective leaders manipulate follower valences by recognizing or arousing needs for outcomes that the leader can control.

True

Effective leadership requires careful analysis of and reaction to the three forces—leader, followers, and situation—highlighted in the integrated model of leadership.

True

Leader achievement-oriented behavior results in improved performance, but only when followers are committed to goals.

True

Leader-follower relations are considered good if followers trust and respect the leader.

True

Leadership is the use of non-coercive and symbolic influence to direct and coordinate the activities of the members of an organized group toward the accomplishment of group objectives.

True

Position power is the ability to reward or punish subordinates for their behavior.

True

Specific technical skills and task knowledge also show modest relationships with success in leadership, especially at lower levels in the organization.

True

Task-oriented leaders are most effective in situations that are either extremely favorable or extremely unfavorable.

True

The consideration dimension closely resembles the employee-centered orientation, in that both dimensions address the individual and social needs of workers.

True

The decision tree model of leadership emphasizes the idea that leaders achieve success through effective decision making.

True

The integrated leadership model emphasizes the leader, the followers, and the situation.

True

The laissez-faire leader leaves the group alone to do whatever it wants, and most consider this to be an abdication of leadership.

True

The least preferred coworker is someone with whom you dislike to work.

True

The path-goal theory suggests that the leader's primary purpose is to motivate followers by clarifying goals and identifying the best paths to achieve those goals.

True

The selling style of leadership is characterized by both high task and high relationship orientations; in that the leader tries to convince subordinates that the decision is appropriate.

True

The substitutes for leadership theory argues that traditional leader behaviors, such as initiating structure and consideration, can be made irrelevant by the surrounding situation.

True

The vertical dyad linkage approach suggests that leaders tend to classify subordinates as either in-group members or out-group members.

True

Transformational leaders are often called charismatic leaders because of the centrality of this trait to their effectiveness,

True

Universal theories of leadership emphasize the traits and abilities, typical behaviors, and decision-making styles that make leaders different from non-leaders.

True

With workers at low levels of maturity, the telling style is slightly more effective in eliciting good performance than the other styles.

True