12. Leadership

According to James Kouzes and Barry Posner, what do the best business leaders do? A. Challenge the process B. Follow a personal vision C. Keep people under control D. Tell people what to do E. Criticize rather than praise

A. challenge the process

Part of Miguel's job is to train, support, and discipline the members of his department. Miguel's position is one of _____ leadership. A. supervisory B. strategic C. authoritarian D. power E. assistant

A. supervisory

Which of the following statements accurately compares leadership and management? A. Effective managers are more inspirational than leaders. B. Effective managers are not necessarily true leaders. C. One cannot be both a leader and an effective manager. D. Leadership and management are unrelated. E. Being an effective manager is equivalent to being a true leader.

B. effective managers are not necessarily true leaders

In Hersey and Blanchard's situational theory, job maturity refers to the A. length of time the employee has been employed with the organization. B. level of the follower's skills and technical knowledge relative to the task being performed. C. follower's self-confidence and self-respect. D. chronological age of the employee as compared to the median age of all employees in the organization. E. amount of time a job as been defined within the organization.

B. level of the follower's skills and technical knowledge relative to the task being performed

Part of Ysabel's job is to envision a viable future for her corporation and lead others in making the changes necessary to ensure such a future. Ysabel's job is to provide _____ leadership. A. supervisory B. strategic C. authoritarian D. power E. assistant

B. strategic

Which of the following statements about leadership is true? A. The number of followers has no impact on a leader's influence. B. There is poor correlation between success at attaining worthy goals and being a good leader. C. Interpersonal processes have little impact on leadership. D. A leader is someone who influences others to attain goals. E. Productive strategies have an insignificant effect on leadership.

D. a leader is someone who influences others to attain goals

A mental image of a possible and desirable future state of an organization is called a _____. A. mission B. strategy C. goal D. vision E. plan

D. ideal and unique

A mental image of a possible and desirable future state of an organization is called a _____. A. mission B. strategy C. goal D. vision E. plan

D. vision

What is the optimal placement for leadership? A. There has to be one strong leader at the top. B. There should be two or three leaders at the top. C. Senior managers are the primary leaders. D. Anyone with a management title should be a leader. E. Leaders should permeate the organization.

E. leaders should permeate the organization

Hersey and Blanchard's situational theory highlights the participative dimension of leadership as the key situational factor.

False

The behavioral approach is the oldest leadership perspective and focuses on the personal characteristics that great leaders share.

False

The best leaders are cautious or even reticent about showing people their appreciation.

False

The most effective leadership development experiences have three components: evaluation, accomplishment, and control

False

According to proponents of the situational approach to leadership, universally important traits and behaviors do not exist.

True

An outstanding leader needs good strategic substance and effective interpersonal skills.

True

In leadership, charism can be used positively and negatively

True

In the present organizational setup, having a vision for the future and communicating that vision to others are known to be essential components of great leadership.

True

Leaders need not only know what they want for their organizations but also to communicate their vision so that others understand what that is.

True

People who comply with a leader who has expert power can typically learn from or otherwise gain from that leader's knowledge

True

Task performance behaviors are focused on A. accomplishing organizational goals. B. understanding people's feelings and comfort. C. maintaining harmonious work relationships. D. preserving the social stability of the group. E. reducing stress and increasing satisfaction.

a. accomplish organizational goals

In path-goal theory, the degree to which followers respect, admire, and defer to authority is called ____. A. authoritarianism B. locus of control C. power of authority D. authoritism E. span of control

a. authoritarianism

_____ approach is a leadership perspective that attempts to identify what effective leaders do and gives less importance to personality characteristics. A. Behavioral B. Trait C. Transformational D. Strategic E. Authentic

a. behavioral

A manager who implements an absenteeism policy that disciplines offending employees is using _____ power. A. coercive B. expert C. legitimate D. referent E. reward

a. coercive

In the context of Vroom's leader decision styles, which of the following styles is exemplified when a manager makes choices herself using information that she considers relevant and then announces it to the group? A. Decide B. Consult individually C. Consult the group D. Facilitate E. Delegate

a. decide

Effective leaders have been shown to possess a high level of expertise about their industries, companies, and relevant technical matters. This trait is referred to as ____. A. knowledge of the business B. multiple intelligence C. expert leadership D. legitimate authority E. referent power

a. knowledge of the business

_____ is a leadership philosophy characterized by an absence of managerial decision making. A. Laissez-faire B. Leader-member exchange theory C. Caveat emptor D. Path-goal theory E. Servant-leadership theory

a. laissez-faire

____ power is dominant when subordinates are obliged to comply by virtue of a boss's authority. A. Legitimate B. Reward C. Coercive D. Referent E. Expert

a. legitimate

Autocratic leaders A. make decisions on their own. B. solicit the input of experts for decisions. C. solicit the input of group members for decisions. D. allow subordinates to make decisions. E. look for consensus in making decisions.

a. make decisions on their own

A laissez-fair style, in which a leader essentially makes no decisions, leads to A. more negative attitudes and lower performance. B. more positive attitudes and higher performance. C. static attitudes and static performance. D. more negative attitudes and static performance. E. more positive attitudes and static performance.

a. more negative attitudes and lower performance

Supervisory leadership is best described as behavior that A. provides support and corrective day-to-day feedback. B. gives purpose and meaning to the organization. C. involves envisioning and creating a positive future. D. involves anticipation of changes. E. creates collaboration with others to initiate changes.

a. provides support and corrective day-to-day feedback

The leadership perspective that proposes that universally important traits and behaviors do not exist, and that effective leadership behavior varies from circumstance to circumstance is known as the ____. A. situational approach B. behavioral approach C. trait approach D. Vroom model of leadership E. leader-member exchange theory

a. situational approach

_____ leadership gives purpose and meaning to organizations while envisioning and creating a positive future. A. Strategic B. Supervisory C. Operational D. Pseudotransformational E. Autocratic

a. strategic

Which of the following is associated with group maintenance? A. Stress reduction B. Quantity of output C. Following the rules D. Work speed E. Quality and accuracy

a. stress reduction

Actions taken to ensure that the work group or organization reaches its goals are referred to as ____. A. task performance behaviors B. organizational citizenship behaviors C. group maintenance behaviors D. chain of commands E. affirmative actions

a. task performance behaviors

The Vroom model is a situational model that focuses on A. the participative dimension of leadership. B. the path-goal approach to leadership. C. Fiedler's contingency model. D. leader substitutes theory. E. the directive model of power.

a. the particpative dimension of leadership

Level 5 leadership is A. not well-known among executives. B. a combination of determination and personal humility. C. known for requiring that leaders exhibit pseudotransformational characteristics. D. rooted in ancient Greek philosophy. E. focused more on achieving individual rather than organizational goals.

b. a combination of determination and personal humility

Which of the following best describes a vision as it pertains to leadership? A. A plan to make an effective financial turnaround B. A mental image of a future state of an organization C. An image that people have of an organization D. An operational plan for a specific department E. A leader's plan for accomplishing his personal goals

b. a mental image of a future state of an organization

Which of the following is a drawback of grid training? A. Ignoring the influence of referent power B. Advocating one-best-way style of leadership C. Demanding more from leaders than most were capable of giving D. Being little more than a money-making scheme E. Focusing more on maintenance than on performance

b. advocating one-best-way style of leadership

Which of the following statements is true of decision styles? A. Laissez-faire style results in positive attitudes. B. Democratic style results in positive attitudes. C. Autocratic style results in lower performance. D. Laissez-faire results in higher performance. E. Democratic style is the fastest.

b. democratic style results in positive attitudes

The focus of the original LMX theory is primarily on the leader behaviors historically considered _____. A. task performance B. group maintenance C. employee participation in decision making D. exercise of coercive power E. exercise of referent power

b. group maintenance

As an identified leadership trait, integrity refers to A. the drive to lead. B. honesty and credibility. C. the ability to overcome obstacles. D. self-discipline. E. rationality.

b. honesty and credibility

Path-goal theory is concerned with A. the relationship between the followers' personal goals and the leaders' organizational goals. B. how leaders influence subordinates' perceptions of their work goals and how those goals might be attained. C. the level of participation that a leader might allow a workgroup to assume under varying conditions. D. the personal style of the leader in combination with the maturity level of followers. E. how leaders go about making decisions in order to attain organizational goals.

b. how leaders influence subordinates' perceptions of their work goals and how those goals might be attained

According to leader behavior research conducted at Ohio State and Michigan, the ideal leader A. does not exist. B. is both performance and maintenance oriented. C. is both autocratic and democratic. D. is one who brings in the most profitable plans to the company. E. relies on the situation to dictate his or her behavior.

b. is both performance and maintenance oriented

Which of the following is not one of the five important sources of power in an organization? A. Legitimate power B. Lateral power C. Expert power D. Reward power E. Referent power

b. lateral power

The theory that examines follower and environmental characteristics such as locus of control, ability, and formal authority system is the ____ theory. A. contingency plan B. path-goal C. Hersey and Blanchard's D. leader-member exchange E. Fiedler's contingency

b. path-goal

Strategic leadership primarily gives A. support and corrective feedback. B. purpose and meaning to organizations. C. financial support for plans. D. guidance and prepares followers. E. day-to-day coaching.

b. purpose and meaning to organizations

Managers at Gary's Furniture Co. determined that there would be no end-of-year bonuses because sales were predicted to level off. Andrew, a department manager, let his staff know that even high-performing employees would not get bonuses this year. This change limits Andrews's _____ power. A. legitimate B. reward C. coercive D. referent E. expert

b. reward

_____ power is held by a manager who has control over the size of an employee's raise. A. Legitimate B. Reward C. Coercive D. Referent E. Expert

b. reward

The three categories of leadership behaviors that have received particular attention are A. autocratic approach, democratic choices, and laissez-faire. B. task performance, group maintenance, and employee participation in decision making. C. leader preferences, follower preferences, and environmental factors. D. assertiveness, adaptability, and managing complexity. E. employee motivation, effective two-way communication, and stress management.

b. task performance, group maintenance, and employee participation in decision making

Enrique is a manager who is known in his company for following the rules and demanding accurate, quality work from his employees. Enrique is a(n) ____ leader. A. employee-centered B. task-oriented C. customer-centered D. maintenance-oriented E. relationship-oriented

b. task-oriented

Which of the following statements about transactional leadership is true? A. Transactional leadership approaches tend to be more effective for collectivists than for individualists. B. Transactional leadership may be more effective for individualists than for collectivists. C. Transactional leadership is particularly good for empowering a group. D. Transactional leadership is good at inspiring people to focus on the goals of the organization. E. Transactional leadership is good at transforming an organization as a whole.

b. transactional leadership may be more effective for individualists than for collectivists

The situational approach to leadership suggests that A. a combination of concern for people and concern for task will always succeed. B. a leader should make decisions and then announce them to the group. C. a leader should analyze a situation before deciding what to do. D. there is a single best way to manage at all situations. E. most leaders cannot alter their style of leadership despite the demands of the situation.

c. a leader should analyze a situation before deciding what to do

Which of the following statements is true of organizational visions? A. Visions can exist only at the top of the organization. B. Visions primarily focus on performance and day-to-day survival. C. A person can develop a vision for any task. D. A vision is optional for effective leadership. E. A vision is still meaningful without any additional action.

c. a person can develop a vision for any task

Erica, a manager at a restaurant, has the responsibility of scheduling workers and assigning projects during each shift. Employees who have performed poorly are often scheduled for the unpopular weekend shifts and the worst shift duties. In order to avoid this, most employees try to perform well. In this case, Erica seems to use a high degree of _____ power. A. legitimate B. negative C. coercive D. referent E. expert

c. coercive

Which of the following types of power is most dominant when a leader utilizes his or her ability to control punishments? A. Legitimate power B. Reward power C. Coercive power D. Referent power E. Expert power

c. coercive power

_____ leadership is a form of leadership in which the leader solicits input from subordinates. A. Autocratic B. Pseudotransformational C. Democratic D. Bureaucratic E. Authoritarian

c. democratic

A set of leader characteristics that reflect a high level of effort and a high need for achievement is identified as ____. A. vision B. integrity C. drive D. charisma E. power

c. drive

In Hersey and Blanchard's situational theory, psychological maturity refers to the A. length of time the employee has been employed with the organization. B. level of the follower's skills and technical knowledge relative to the task being performed. C. follower's self-confidence and self-respect. D. employee's level of educational achievement as compared to what the job requires. E. amount of time a job as been defined within the organization.

c. follower's self-confidence and self-respect

Which of the following highlights the importance of leader behaviors, not just toward the group as a whole but also toward individuals on a personal level? A. The behavioral leadership approach B. The Vroom model of decision making C. Leader-member exchange theory D. The trait approach to leadership E. Blake & Mouton's Leadership Grid

c. leader-member exchange theory

Visions can be inappropriate, or fail, when they A. are unique and challenging. B. fail to motivate all members of the organization to the same extent. C. reflect only the leaders' needs. D. are focused on long-term benefits. E. may take a couple of years to become feasible.

c. reflect only the leaders' needs

Which of the following traits distinguishes effective leaders from other people? A. Materialism B. Education C. Self-confidence D. Command-and-control attitude E. Introversion

c. self-confidence

Dan, Francis, and Pedro were on a team at their engineering company. Though Dan had the most experience of the three, he did not always assume the leadership role. Some projects fell into the specialized areas of the others, so he moved the leadership around the group as appropriate. Dan's style would be classified as _____ leadership. A. lateral B. authentic C. shared D. bridge E. intergroup

c. shared

Which of the following is true of effective followers? A. They merely obey orders. B. They do not think independently. C. They are willing to tell the truth. D. They usually meet expectations. E. They pursue their own interests.

c. they are willing to tell the truth

A leader who manages through connections, using legitimate, reward, and coercive powers to give commands and exchange rewards for services rendered, is best known as a _____ leader. A. transformational B. situational C. transactional D. charismatic E. democratic

c. transactional

As a leadership trait, self-confidence is most likely to A. help a leader avoid setbacks. B. dilute a leader's effectiveness. C. instill honesty and credibility in a leader. D. allow a leader to overcome obstacles. E. enable leaders to be more introverted.

d. allow a leader to overcome obstacles

Lydia, an office manager for Northridge Dental Associates, has a high need for achievement, is constantly striving for improvement, and shows ambition and energy. This describes her ____. A. leadership motivation B. integrity C. self-confidence D. drive E. knowledge of the business

d. drive

According to path-goal theory, achievement-oriented leadership is descriptive of leader behaviors that are ____. A. concerned with task performance B. concerned with group maintenance C. concerned with participatory decision making D. geared toward motivating people E. geared toward commanding respect

d. geared toward motivating people

Leader-member exchange (LMX) theory highlights the A. efforts made by leaders to ensure that they achieve their personal goals. B. ability of a leader to control others through the use of reward power. C. leader's authority to which the employees are obligated to comply. D. importance of leader behaviors on both a group and an individual basis. E. importance of giving commands and exchanging rewards for services rendered.

d. importance of leader behaviors on both a group and an individual basis

According to James Kouzes and Barry Posner, the best leaders A. seldom show appreciation. B. stick to conventional practices. C. simply tell followers what to do. D. inspire a shared vision. E. often use punishments to motivate others.

d. inspired a shared vision

A leader who leads collaborative performance between different organizations is referred to as a(n) _____ leader. A. lateral B. authentic C. shared D. intergroup E. transformational

d. intergroup

_____ leadership invites colleagues at the same level to solve problems together. A. Horizontal B. Vertical C. Collegial D. Lateral E. Shared

d. lateral

The most comprehensive and generally useful situational model of leadership effectiveness is _____. A. the Vroom model B. the behavioral approach C. Hersey and Blanchard's situational theory D. path-goal theory E. Fiedler's contingency model

d. path-goal theory

A personal skill that is very important in the situational approaches to leadership is the ability to A. impose your will upon unwilling followers and make them conform to your goals. B. display self-confidence in the face of setbacks and make decisions despite uncertainty. C. have a high need for achievement and constantly strive for improvement. D. perceive the needs and goals of others and to adjust the leadership approach accordingly. E. have the intelligence to interpret vast quantities of information.

d. perceive the needs and goals of others and to adjust the leadership approach accordingly

In Hersey and Blanchard's situational theory, which of the following is referred to as a follower's self-confidence and self-respect? A. Job maturity B. Personal security C. Cognitive dissonance D. Psychological maturity E. Emotional intelligence

d. psychological maturity

At an architecture firm where Kelsey works, her manager is a personable and likable person who is quite popular. Kelsey has said that if she were the manager, she would manage just as he does, and she likes working with him. This manager seems to have a high degree of _____ power. A. legitimate B. reward C. coercive D. referent E. expert

d. referent

Sally is very charismatic and persuasive. People follow her because they want her approval. This is an example of _____ power. A. coercive B. expert C. legitimate D. referent E. reward

d. referent

Which of the following sources of power is most dominant when a leader is followed due to his or her charisma? A. Legitimate power B. Reward power C. Coercive power D. Referent power E. Expert power

d. referent power

Fiedler's contingency model takes a(n) _____ approach to leadership. A. participative B. character trait C. behavioral D. situational E. autocratic

d. situational

A situational model of leadership that focuses on how leaders go about making decisions using factors like decision significance, leader expertise, and group support for objectives is referred to as the ____. A. path-goal theory B. leader-member exchange theory C. contingency theory D. Vroom model of leadership E. Fiedler's contingency model of leadership

d. vroom model of leadership

The behavioral approach to leadership attempts to identify A. what a leader's followers think of the leader. B. what behaviors a leader should expect from their followers. C. what hierarchical structure is most conducive to leadership. D. what good leaders do; that is, what behaviors they exhibit. E. what personality traits a good leader exhibits.

d. what good leaders do; that is, what behaviors they exhibit

Referent power is described as the power that exists through having ____. A. control over punishments B. control over rewards C. the authority to tell others what to do D. expertise E. appealing personal characteristics

e. appealing personal characteristics

Which of the following forms of power is being used when a sales manager gives his salespeople some tips on how to close a deal, and the salespeople then alter their sales techniques because they respect the manager's proficiency? A. Coercive power B. Legitimate power C. Professional power D. Referent power E. Expert power

e. expert power

Which type of power is dominant when a leader is respected for his knowledge? A. Legitimate power B. Reward power C. Coercive power D. Referent power E. Expert power

e. expert power

In the context of Vroom's leader decision styles, which of the following styles is used by a manager who shares a problem in a group meeting, and then defines the problem and boundaries with an objective to get concurrence on the decision? A. Delegate B. Consult individually C. Consult the group D. Decide E. Facilitate

e. facilitate

Which of the following situational approaches to leadership postulates that effectiveness depends on the personal style of the leader and the degree to which the situation gives the leader power, control, and influence over the situation? A. The Vroom model B. Hersey and Blanchard's situational theory C. Path-goal theory D. Leadership Grid E. Fiedler's contingency model

e. fiedler's contingency model

Actions taken to ensure the satisfaction of group members, develop and maintain harmonious work relationships, and preserve the social stability of the group are referred to as _____ behaviors. A. task performance B. organizational citizenship C. performance-oriented D. customer-centered E. group maintenance

e. group maintenance

Carla is the manager for the communications department at her company. Carla is respected for her honesty and credibility and for keeping her word. These characteristics help define a leadership trait known as _____. A. drive B. leadership motivation C. self-confidence D. knowledge of the business E. Integrity

e. integrity

Angelina has again found herself frustrated at work. Her manager, for whatever reason, never makes a decision. If anything is to get done, Angelina and her coworkers simply do what they think is best. From the scenario, it can be inferred that Angelina's manager has adopted a _____ decision style. A. autocratic B. bureaucratic C. task-oriented D. employee-centered E. laissez-faire

e. laissez-faire

The editorial team at Egghead Textbook Publishing was having trouble thinking of an exciting new approach to teaching history. Connie, one of the editors in the history department, emailed the other editors in the department and said, "Let's have a brainstorming session to see what we can come up with." This is an example of being a(n) _____ leader. A. hierarchical B. vertical C. overreaching D. autocratic E. lateral

e. lateral

Which of the following refers to the ability to influence others, which in an organizational setup means the ability to get things done or accomplish one's goals despite resistance from others? A. Cohesion B. Wisdom C. Vision D. Courage E. Power

e. power

Which of the following is associated with task performance? A. Concern for people B. Stress reduction C. Appreciation of others D. Focus of comfort E. Quantity of output

e. quantity of output

Leaders who help others with their needs and enhance their personal growth while strengthening the organization are known as A. lateral leaders. B. authentic leaders. C. shared leaders. D. bridge leaders. E. servant-leaders.

e. servant-leaders

Factors in the workplace that can exert the same influence on employees as leaders would provide are known as ____. A. leadership traits B. task performance behaviors C. group maintenance behaviors D. dimensions of leadership E. substitutes for leadership

e. substitutes for leadership

A leadership perspective that focuses on individual leaders and attempts to determine the personal characteristics that leaders share is referred to as the ____. A. knowledge approach B. behavioral approach C. leadership grid D. leader-member exchange theory E. trait approach

e. trait approach

As an identified leadership trait, leadership motivation suggests that great leaders A. have drive. B. are all introverts. C. encourage others to lead. D. hold conventional beliefs. E. want to lead.

e. want to lead