Organizational Behavior Chapter 13 Quiz

Servant leadership is the same thing as laissez-faire leadership.

false

In empowering employees, to lead for progress, managers should

monitor and reward employees.

Which of the following interpersonal traits has research shown to have a negative relationship with leadership effectiveness?

narcissism

__________ leadership focuses on increased benefit to others rather than to oneself.

servant

The general strategy for the practical application of situational theories includes all of the following except

stick to one leadership style.

Research indicates that leadership prototypes have recently been changing to emphasize more feminine traits and styles that emphasize empowerment, fairness, compassion, and supportiveness.

true

Jim is the daytime supervisor for an automobile assembly line. He supervises 45 workers who perform routine jobs that require minimal training. Which of the following statements would indicate that Jim is following the transactional model of leadership?

Jim sets goals, monitors progress toward goal achievement, and rewards and punishes people for their level of goal accomplishment.

__________ is the use of manipulation, a cynical view of human nature, and a moral code that puts results over principles.

Machiavellianism

Which of the following is not an implication of transformational leadership?

Transformational leadership cannot work virtually.

Which of these would you not see from an inspiring transformational leader?

authoritarian leadership

The __________ approach attempts to identify the unique ways of acting displayed by effective leaders.

behavior styles

Daniel has been promoted three times. As he moves up in the organization, he will increasingly need

both business and strategic skills

Which of the following is not a characteristic of a servant-leader?

charisma

To derive effective solutions in short time spans with limited information, leaders primarily need

cognitive abilities

Marge is managing several new strategies. Her team knows that she is under pressure to bring all these projects in on schedule and within budget. Marge wants to empower Jason, her assistant project manager, to lead for self-determination or choice. She should

delegate important tasks to Jason.

Which of the following is not a characteristic of an in-group exchange?

economic exchange

Michael wants to be president of his division. Everything he does is geared to that objective. He pushes his employees to to meet higher quotas, criticizes anyone who doesn't put in 10 to 12 hour days, and demands results before the due date. He is arrogant and dominant. Michael is

exhibiting narcissism

In Fiedler's model, both high-control and low-control situations call for relationship-motivated leadership.

false

Men were seen as displaying both more task and social leadership than women.

false

Fiona is the daytime supervisor for an online sales company. She supervises 57 people who perform relatively routine jobs that require minimal training. The shop is unionized, so Fiona has little latitude when it comes to dismissing poor performers. However, she does have the authority to transfer employees and has been known to reassign poor performers to less desirable jobs on in the company. Fiona has a reputation for only transferring employees with just cause, and generally is viewed as a fair supervisor by her employees. Although she would like greater autonomy to determine salaries, Fiona generally divides bonuses and raises equally among her employees. To do otherwise would likely create conflict with union members and representatives. According to Fiedler's model, how would Fiona's leader-member relations be described?

good

The type of follower who is most compliant with leadership is the

helper

Jim is the daytime supervisor for an automobile assembly line. He supervises 45 people who perform relatively routine jobs that require minimal training. The shop is unionized, so Jim has little latitude when it comes to dismissing poor performers. However, he does have the authority to transfer employees and has been known to reassign poor performers to less desirable jobs on the assembly line. Jim has a reputation for only transferring employees with just cause, and generally is viewed as a fair supervisor by his employees. Although he would like greater autonomy to determine salaries, Jim generally divides bonuses and raises equally among his employees. To do otherwise would likely create conflict with union members and representatives. According to Fiedler's model, what would the task structure of Jim's employees be considered?

high

When a leader is trying to instill pride, respect, and trust within employees, he or she is engaging in

idealized influence

Alana says to her subordinates, in essence, "Let me provide tangible support to help you reach your goals." Alana is engaging in

individualized consideration

______ is the leader behavior that organizes and defines what group members should be doing to maximize output.

initiating structure

"Let me share a vision that transcends us to a greater good" is a statement that reflects

inspirational motivation

When a leader is resolving disputes and facilitating communication among subordinates, he or she is engaging in ________ behaviors.

interaction-facilitation

Which of the following is not considered a contingency factor in House's path-goal theory?

leader acceptance

In Fiedler's model, ________ refers to the extent that a leader has the support, loyalty, and trust of the work group.

leader-member relations

In which of the following situations would a leader's situational control be considered high?

leader-member relations good; task structure high; position power weak

In which of the following situations would a leader's situational control be considered low?

leader-member relations poor; task structure low; position power weak

The dimensions of situational control in Fiedler's model are

leader-member relations, task structure, and position power.

Fiedler's model uses the _________ scale to measure a person's leadership style.

least preferred coworker

Which of the following is not one of the key leader behaviors that are part of transformational leadership?

matching the behavior to the situation

Leaders increase psychological empowerment by engaging in behaviors that enhance perceptions of

meaningfulness, self-determination, competence, and impact.

Sam is a manager for a large dry cleaning establishment. He supervises 23 people who perform relatively routine jobs that require minimal training. The shop is unionized, so Sam has little latitude when it comes to dismissing poor performers. However, he does have the authority to transfer employees and has been known to reassign poor performers to less desirable jobs on the line. Sam has a reputation for only transferring employees with just cause, and generally is viewed as a fair supervisor by his employees. Although he would like greater autonomy to determine salaries, Sam generally divides bonuses and raises equally among his employees. To do otherwise would likely create conflict with union members and representatives. According to Fiedler's model, how would Sam's position power be described?

strong

According to Fiedler's theory, a high-control situation favors a __________ leader.

task-motivated

Fiedler's contingency model identifies which leadership styles?

task-motivated or relationship-motivated

Which of the following is not a general category of leader behaviors?

transactional

"Let me give you tangible support to help you reach your goals" is individualized consideration.

true

According to House's path-goal theory, employees with an internal locus of control are likely to prefer participative or achievement-oriented leadership.

true

Idealized influence by a leader entails behaviors associated with instilling pride, respect, and trust within employees.

true

Leader behavior is more important than leader traits when it comes to effectiveness.

true

Leaders need cognitive abilities to derive effective solutions in short time spans with limited information.

true

________ behaviors are when a leader is planning, scheduling, organizing, and coordinating work.

work-facilitation