BUAD 309 Chapter 12

Nellie Fritz, the head of client support services at Olson Inc., is very popular among her subordinates. Many believe that Nellie has a knack for getting the work done without making the employees feel pushed into a corner. She is often seen speaking to her subordinates and support staff about their families, helping them with any personal problems they have, and praising employees for their good work. In light of the Ohio State Studies, this indicates that Nellie, as a leader, is ________. A) task oriented B) high in consideration C) low in trust propensity D) low in relationship orientation E) production oriented

* high in consideration* Consideration is the extent to which a person's job relationships are characterized by mutual trust, respect for employees' ideas, and regard for their feelings. A leader high in consideration helps employees with personal problems, is friendly and approachable, treats all employees as equals, and expresses appreciation and support.

Fiedler defines the degree of confidence, trust, and respect that subordinates have in their leader as ________. A) leader-member relations B) task structure C) positional power D) follower variables E) path-goal frameworks

* leader-member relations * Fiedler identified three contingency or situational dimensions to leadership success, including leader-member relations, task structure, and position power. Leader-member relations is the degree of confidence, trust, and respect members have in their leader.

The leader-participation model focuses on ________. A) the personality traits of leaders B) the presence of charisma in the leader C) the way decisions are made by the leader D) the mere projection of successful leadership by the leader E) the use of in-groups by the leader

* the way decisions are made by the leader* The leader-participation model argues that the way the leader makes decisions is as important as what she or he decides. Victor Vroom and Phillip Yetton's leader-participation model relates leadership behavior and participation in decision making.

Which of the following scenarios reflects a transactional approach to leadership? A) Samuel Perez has been running a small automobile service agency with a set of employees that he hired and trained over a decade ago. Though the business is mediocre and profit margins are not substantial, the employees work well as a team because each of them treats the other as equal, just like Samuel himself does. B) Carol Turner began V Care, a non-profit organization, with the purpose of battling various forms of abuse. As the organization grew, she took care to hire employees who felt the same kind of sensitivity she felt for victims of abuse. Today, she openly proclaims that the organization that she started is successful because every single employee shares and understands what the organization is aiming for. C) When new projects come, it is a time of excitement for the content production team of Impact, an advertising agency. Lori Wood, the department head, begins a project meeting by having her whole team envision what the final product of this campaign must aim at. She then sets progressively higher standards for the team and clarifies what each member of the team stands to gain if the project is a success. In allocating roles and tasks, she often incorporates the needs and preferences of her team members. D) Wayne Torres believes that setting targets, monitoring employee performance, and correcting defaulting employees are his tried and tested ways to accomplish tasks. He rewards employees who do well and match his predetermined expectations and recognizes accomplishments that he values. His team, however, has not grown substantially and seems to be at a functional status quo. E) Glenn Cruzz works at Leverage as a senior consultant. She ensures that her team of consultants has a framework of flexible tools and skills to help clients who come their way with diversity and inclusion issues. Through audits, research, and workshops, her team is encouraged to come up with unconventional solutions that help clients establish and leverage its employee diversity.

*Carol Turner began V Care, a non-profit organization, with the purpose of battling various forms of abuse. As the organization grew, she took care to hire employees who felt the same kind of sensitivity she felt for victims of abuse. Today, she openly proclaims that the organization that she started is successful because every single employee shares and understands what the organization is aiming for.* Transactional leaders set goals for their employees and define roles and expectations. Unlike transformational leaders, however, transactional leaders are unlikely to motivate their employees to exceed expectations or go beyond the call of duty.

Cooper Mills is a company that accomplished one of the greatest success stories of our time. The company which began in the garage of its current CEO, Kyle Cooper, went on to become one of the largest producers of textiles in the country. The company has now diversified successfully into other product lines. A group of researchers is now undertaking a study on Cooper Mills as an organization led by a transformational leader. Which of the following, if true, would most support the conclusion that Kyle Cooper is a transformational leader? A) The management follows Kyle's principle of avoiding risks and conducting business conservatively. B) Cooper Mills' goals tend to be very ambitious and to hold personal value for employees. C) Cooper Mills has a centralized decision-making structure. D) Cooper Mills' performance has held at average levels for the past three years. E) Cooper Mills' compensation plans are designed to reward short-term results.

*Cooper Mills' goals tend to be very ambitious and to hold personal value for employees.* In companies with transformational leaders, followers are more likely to pursue ambitious goals, agree on the strategic goals of the organization, and believe the goals they are pursuing are personally important. There is greater decentralization of responsibility, managers have more propensity to take risks, and compensation plans are geared toward long-term results. All these factors result in superior organizational performance.

Dora Lee has just completed and scored the LPC questionnaire given to her during an evaluation exercise. She is surprised when she finds out that she described her least preferred co-worker in relatively positive terms because she recalls being particularly annoyed by this difficult co-worker several times in the past. Based on your understanding of Fiedler's model, you explain to Dora that her LPC score makes sense within the model because ________. A) Dora tends to become very dominating when given ambiguous tasks B) Dora is usually much more focused on productivity than on developing relationships C) Dora tends in general to focus on building good relationships with the other employees D) Dora has a spotty work history and has tended to switch jobs every couple of years E) Dora is usually chosen for positions of high responsibility within your organization

*Dora tends in general to focus on building good relationships with the other employees * If you describe the person you are least able to work with in favorable terms (a high LPC score), Fiedler would label you relationship oriented. In contrast, if you see your least preferred co-worker in relatively unfavorable terms (a low LPC score), you are primarily interested in productivity and are task oriented.

According to the Big Five personality model, emotional stability is the most important trait of effective leaders.

*FALSE* A comprehensive review of the leadership literature, when organized around the Big Five personality model, has found extraversion to be the most important trait of effective leaders. However, it is more strongly related to the way leaders emerge than to their effectiveness.

In the context of the Fiedler contingency model, leader-member relations measures the degree of influence a leader has over power variables such as hiring, firing, discipline, promotions, and salary increases.

*FALSE* In the context of the Fiedler contingency model, leader-member relations is the degree of confidence, trust, and respect members have in their leader.

Intellectual stimulation and individualized consideration are likely to be seen in the management by exception (active) style of leadership.

*FALSE* Intellectual stimulation and individualized consideration are likely to be seen in the transformational style of leadership, while management by exception (active or passive) is a transactional style of leadership.

The primary gains from mentoring are seen in greater compensation and higher job performance.

*FALSE* Mentoring is less valuable for objective outcomes like compensation and job performance and research suggests the gains are primarily psychological.

According to the path-goal theory, directive leadership is likely to be welcomed and accepted by employees with high ability or considerable experience.

*FALSE* One of the predictions of the path-goal theory is that directive leadership is likely to be perceived as redundant among employees with high ability or considerable experience.

The leader-member exchange (LMX) theory proposes that the leader implicitly categorizes the follower as belonging to his in-group or out-group after a detailed analysis of his/her performance over a prolonged period of time.

*FALSE* The theory proposes that early in the history of the interaction between a leader and a given follower, the leader implicitly categorizes the follower as belonging to the in-group or out-group and this relationship is relatively stable over time.

The only key characteristic we use to determine the trustworthiness of a leader is his/her ability.

*FALSE* There are three key characteristics that lead us to believe that a leader is trustworthy. These are integrity, benevolence, and ability.

Charismatic leadership is a manifestation of innate traits and it cannot be learned or enhanced.

*FALSE* While it is true that individuals are born with traits that make them charismatic, most experts believe that individuals can be trained to exhibit charismatic behaviors.

Which of the following is true with regard to online leadership? A) Identification-based trust is easily established in the case of online leadership. B) Online negotiations are smoother as geographic mobility is not required. C) The demands of an online leader are the same as those experienced by a servant leader. D) For online leaders, writing skills are an extension of their interpersonal skills. E) For online leaders, substitutes and neutralizers have no effect.

*For online leaders, writing skills are an extension of their interpersonal skills.* Good leadership skills will soon include the abilities to communicate support, trust, and inspiration through keyboarded words and accurately read emotions in others' messages. In electronic communication, writing skills are likely to become an extension of interpersonal skills.

Which of the following is true with regard to mentorship? A) Mentoring only serves career-like functions related to occupational duties, promotions, and coaching. B) Informal mentoring programs inadvertently discriminated against minority groups. C) Mentors are discouraged from sharing any personal experiences with the mentee. D) Having a mentor is a strong predictor of better objective outcomes like compensation and job performance. E) Mentoring provides no significant psychological gains for either parties in the mentoring relationship.

*Informal mentoring programs inadvertently discriminated against minority groups.* In the United States, upper managers in most organizations have traditionally been white males, and because mentors tend to select protégés similar to themselves in background, education, gender, race, ethnicity, and religion, minorities and women are less likely to be chosen.

________ is a dimension of trust defined as honesty, truthfulness, and the ability to display consistency between one's words and action. A) Consideration B) Sensitivity C) Support D) Reflexivity E) Integrity

*Integrity* Integrity refers to honesty and truthfulness. It is the most critical characteristic in assessing another's trustworthiness. Integrity also means having consistency between what you do and say.

The CEO of Xenon Solutions recently cancelled numerous leave requests and asked several employees to put in extra days of work as the company was slated to meet several deadlines in the immediate future. In addition, he also assured that those who work this extra bit will be given their due leaves and additional incentives once the time crisis had passed. Following this announcement, Joan and Shane were overheard speaking in the cafeteria. Shane was resentful that his holiday plans were disrupted and he was sure that the management would ultimately not provide any of the leaves and incentives it promised. Joan, however, said that she was sure that their CEO had a valid reason behind making such a request and that if they put in the extra effort, they would be rewarded suitably. From the information provided in the scenario, which of the following statements can be inferred? A) Shane has a high degree of empathy. B) The leader-member relations between Shane and the CEO are the same as that between Joan and the CEO. C) Joan has a high degree of trust propensity. D) Shane has a high degree of identification-based trust in the CEO. E) Shane is one of the members of the CEO's in-groups.

*Joan has a high degree of trust propensity. * Trust propensity refers to how likely a particular employee is to trust a leader. Some people are simply more likely to believe others can be trusted. In this scenario, Joan reflects a high degree of trust propensity and feels that her CEO's words and actions can be trusted.

In her first few weeks at the marketing division of Rolland Retails, Judith Cox realized that Joshua, Doug, and Carl were closer to her manager, Eric Scott, than the other five team members. Eric, Joshua, Doug, and Carl came to work at the same time, were seen together at the cafeteria, and stayed late and worked when the need arose. While Judith was in training, she received very good feedback from Eric and as she transitioned to the floor, she felt that Eric was giving her interesting projects, allowing her more freedom, and seeking her opinion frequently. The information provided in the scenario supports the prediction that ________. A) Judith will develop low trust propensity toward Eric. B) Joshua, Doug, and Carl will display low trust propensity in Judith. C) Eric's in-group will remain a reference group for Judith permanently. D) Judith will become a part of Eric's in-group in the marketing division. E) Judith will have lower levels of identification-based trust with Eric when compared to other trainees.

*Judith will become a part of Eric's in-group in the marketing division.* Leader-member exchange (LMX) theory argues that, because of time pressures, leaders establish a special relationship with a small group of their followers. These individuals make up the in-group and they are trusted, get a disproportionate amount of the leader's attention, and are more likely to receive special privileges. Other followers fall into the out-group.

Max Hiller was recently hired by Sync, a consumer goods company. During his first meeting with the sales team, Max impressed upon his team that work performance is the only criterion he would use to evaluate them. To help them perform well and meet their targets, he pushed his team to work extra hours. He also gave very clear instructions to each member regarding their job responsibilities and continually verified if they were meeting their targets. Which of the following, if true, would weaken Max's approach? A) Max is leading many new employees who have joined his team directly after training. B) Max's team functions in a sluggish manner and picks up pace only a week or so before the monthly operations cycle meetings. C) Max's sales team is comprised of independent and experienced employees who are committed to their jobs. D) Max's team does not display high levels of cohesiveness and members fail to coordinate with each other. E) Sales figures for the region that Max's team is responsible for have improved in the last quarter.

*Max's sales team is comprised of independent and experienced employees who are committed to their jobs.* The fact that Max is leading many new employees who have joined his team directly after training strengthens his directive approach. The fact that Max's team functions in a sluggish manner and picks up pace only a week or so before the monthly operations cycle meetings also strengthens his directive approach. The fact that Max's sales team is comprised of independent and experienced employees who are committed to their jobs weakens his directive approach in leading them. This is because directive leadership is likely to be perceived as redundant among employees with high ability or considerable experience. The fact that Max's team does not display high levels of cohesiveness and members fail to coordinate with each other shows that the team requires a directive leader. The fact that sales figures for the region that Max's team is responsible for have improved in the last quarter does not strengthen or weaken Max's approach as he has been hired only recently and the rise in revenue for this region could be attributed to many other factors.

Leslie is a middle-level production manager at the California branch of ALT Corp. ALT Corp. is an automobile manufacturing company that specializes in the manufacture of heavy motor vehicles. Leslie's job is to supervise his assembly line employees. Leslie has worked in this position for over four years and he strongly believes that a supportive leadership style is most suitable in his context. Which of the following, if true, would strengthen Leslie's approach to leadership in this case? A) The company has recently announced its move to diversify into manufacturing light motor vehicles because of high profitability in that line. B) Most of the assembly line employees were highly experienced in their jobs and committed to Leslie. C) With developments in technology, the company was enhancing the role of assembly line employees with new tasks combined into natural work units. D) The company had initiated many changes in the tasks of assembly line workers in its attempts to refine the process of manufacturing. E) A good proportion of the assembly line employees were new employees.

*Most of the assembly line employees were highly experienced in their jobs and committed to Leslie.* The fact that the company recently announced its move to diversify into manufacturing light motor vehicles does not strengthen Leslie's approach to leadership. The fact that most of the assembly line employees were highly experienced in their jobs and committed to Leslie does strengthen Leslie's approach to leadership as the employees were performing structured tasks. The fact that the company was enhancing the role of assembly line employees with new tasks does not strengthen Leslie's approach to leadership. The fact that the company had initiated many changes in the tasks of assembly line workers in its attempts to refine the process of manufacturing weakens Leslie's argument. The fact that a good proportion of the assembly line employees were new employees weakens Leslie's argument.

George is a project leader at NSys for five years. George's job description involves scheduling work for his team, coordinating their work with that of the other departments, and providing feedback. George, who has successfully led this team, believes that it is his task-oriented and directive approach that has helped him in the last five years. Which of the following, if true, would weaken his argument supporting a directive leadership? A) The members of the team are resentful with George's directives relating to work. B) George has seen that employees in his team lack initiative and motivation to work hard. C) The team's workload is expected to rise substantially as the company is growing at an unprecedented rate. D) George's team is organized as a wheel network and depends on his ability to coordinate amongst members of the team and between other departments. E) NSys hires only highly qualified and experienced employees.

*NSys hires only highly qualified and experienced employees.* The fact that the members of the team are resentful with George's directives relating to work does not strengthen or weaken his approach to leadership. The fact that George has seen that employees in his team lack initiative and motivation to work strengthens his argument for using a directive approach to leadership. The fact that the team's workload is expected to rise substantially as the company is growing at an unprecedented rate also strengthens his argument for using a directive approach to leadership. The fact that George's team is organized as a wheel network and depends on his ability to coordinate amongst members of the team and between other departments does not weaken his current approach to leadership. The fact that NSys hires only highly qualified and experienced employees does weaken his approach as directive leadership is likely to be perceived as redundant among employees with high ability or considerable experience.

________ make it impossible for leader behavior to make any difference to follower outcomes. A) Catalysts B) Mentors C) Neutralizers D) Hygiene factors E) Vision and charisma

*Neutralizers* Neutralizers make it impossible for leader behavior to make any difference to follower outcomes. Indifference to organizational rewards can neutralize the effects of leadership.

Which of the following statements regarding leadership is true? A) All managers are leaders. B) Formal rights ensure good leadership. C) Formal appointment is essential in creating leaders. D) All leaders are hierarchically superior to followers. E) Nonsanctioned leadership is as important as formal influence.

*Nonsanctioned leadership is as important as formal influence. * The source of a leader's influence may be formal, such as that provided by managerial rank in an organization. But not all leaders are managers, nor, for that matter, are all managers leaders. Just because an organization provides its managers with certain formal rights is no assurance they will lead effectively. Nonsanctioned leadership — the ability to influence that arises outside the formal structure of the organization — is often as important or more important than formal influence.

Tim Wrench was leading the client services division of AmWeb for seven years when he was asked to move to another region where the company was setting up its office. Before moving, Tim was asked to help in finding a successor for him from his team. Tim's most obvious choice was Judy Judge and the management accepted his choice as Judy was a popular person across the company. Judy was known for her vivacious nature, she was often seen speaking to employees from various divisions, and was always excited to take up a new opportunity. Once she became a leader, she continued to give employees freedom and flexibility even if it resulted in deficiencies on the work front like missed deadlines or low quality. Judy's initial weeks as a leader were full of confusion among her team members, but many felt that the situation would come under control. When things did not improve in the next two months and many complaints poured in from clients, the management realized that Judy was not the best candidate to lead the team. Which of the following, if true, would best explain this outcome? A) Judy was a high-performing employee and enjoyed good relationships with everyone on the team. B) Everyone felt Judy was given insufficient time to prove her worth as a leader. C) Research has shown that traits can predict the emergence of a leader, but not his/her efficiency as a leader. D) The client complaints were a common thing encountered by the company. E) Judy demonstrated low levels of consideration and high levels of task-orientation.

*Research has shown that traits can predict the emergence of a leader, but not his/her efficiency as a leader.* The fact that Judy was a high-performing employee and enjoyed good relationships with everyone on the team does not explain this outcome. The fact that everyone felt that Judy was given insufficient time to prove her worth as a leader does not explain this outcome. The fact that research has shown that traits can predict the emergence of a leader, but not his/her efficiency as a leader does explain this outcome. Traits are more accurate in predicting the emergence of leaders and the appearance of leadership than actually distinguishing between effective and ineffective leaders. The fact that client complaints were a common thing encountered by the company does not explain Judy's failure as a leader. The fact that Judy demonstrated low levels of consideration and high levels of task-orientation as a leader does not explain her failure in leading the team.

Which of the following is true of substitutes? A) Substitutes are clearly distinguishable from neutralizers. B) Substitutes enhance the need for leader's support or ability to create structure. C) Substitutes increase the levels of identification-based trust. D) Substitutes are factors and conditions that replace formal leadership. E) Organizations cannot provide any substitutes for leadership.

*Substitutes are factors and conditions that replace formal leadership.* A theory of leadership suggests that in many situations, leaders' actions are irrelevant. Experience and training are among the substitutes that can replace the need for a leader's support or ability to create structure. Organizational characteristics such as explicit formalized goals, rigid rules and procedures, and cohesive work groups can also replace formal leadership.

Mentoring provides unfiltered access to the attitudes of lower-ranking employees and can help anticipate potential organizational problems.

*TRUE* Mentoring also provides unfiltered access to the attitudes of lower-ranking employees, and protégés can be an excellent source of early warning signals that identify potential organizational problems.

Neutralizers make it impossible for leader behavior to make any difference to follower outcomes.

*TRUE* Neutralizers make it impossible for leader behavior to make any difference to follower outcomes. Indifference to organizational rewards is a neutralizer that can hamper leadership from manifesting its effects.

The ability to influence a group toward the achievement of a vision or set of goals can arise outside the formal structure of the organization.

*TRUE* Nonsanctioned leadership is the ability to influence that arises outside the formal structure of the organization. It is often as important or more important than formal influence.

Strong leadership is an adequate condition to enable an organization to function from an optimal level of effectiveness.

*TRUE* Organizations need strong leadership and strong management for optimal effectiveness.

Attempts to integrate ethical and charismatic leadership have led to the advancement of the idea of socialized charismatic leadership.

*TRUE* Scholars have tried to integrate ethical and charismatic leadership by advancing the idea of socialized charismatic leadership which conveys other-centered (not self-centered) values by leaders who model ethical conduct.

The situational leadership theory focuses on follower readiness to determine the appropriate leadership behavior.

*TRUE* Situational leadership theory (SLT) focuses on the followers. It says successful leadership depends on selecting the right leadership style contingent on the followers' readiness, or the extent to which they are willing and able to accomplish a specific task.

The attribution theory of leadership says leadership is merely an attribution people make about other individuals.

*TRUE* The attribution theory of leadership says leadership is merely an attribution people make about other individuals.

The behavioral theories view leadership as a set of actions that people can be trained in.

*TRUE* The behavioral theories aimed to understand if there was something unique in the way effective leaders behave. These theories implied we could train people to be leaders.

Trait theories of leadership most accurately predict the emergence and appearance of leadership.

*TRUE* Traits do a better job predicting the emergence of leaders and the appearance of leadership than actually distinguishing between effective and ineffective leaders.

Transactional leaders guide their followers toward established goals by clarifying role and task requirements.

*TRUE* Transactional leaders guide their followers toward established goals by clarifying role and task requirements.

Transformational leadership has a greater impact on the bottom line in smaller, privately held firms than in more complex organizations.

*TRUE* Transformational leadership has a greater impact on the bottom line in smaller, privately held firms than in more complex organizations. The personal nature of transformational leadership may be most effective when leaders can directly interact with the workforce and make decisions than when they report to an external board of directors or deal with a complex bureaucratic structure.

Unconventional behavior is one of the key characteristics of a charismatic leader.

*TRUE* Unconventional behavior is one of the key characteristics of a charismatic leader.

Leslie is a middle-level production manager at the California branch of ALT Corp. ALT Corp. is an automobile manufacturing company that specializes in the manufacture of heavy motor vehicles. Leslie's job is to supervise his assembly line employees. Leslie has worked in this position for over four years and he strongly believes that a supportive leadership style is most suitable in his context. Which of the following, if true, would weaken Leslie's approach to leadership in this case? A) The company is planning to lay off some employees in the near future. B) The company has stopped the production of most of its older models as it wants to focus on the most profitable models. C) The assembly line jobs are routine and highly structured by nature. D) The recent round of OSHA inspections revealed that many assembly line employees were not complying with stipulated safety measures. E) The company's workforce is comprised primarily of employees of the baby boomer generation.

*The recent round of OSHA inspections revealed that many assembly line employees were not complying with stipulated safety measures.* The fact that the company is planning to lay off some employees in the near future does not weaken Leslie's supportive approach to leadership. The fact that the company has stopped the production of most of its older models as it wants to focus on the most profitable models does not weaken Leslie's supportive approach to leadership; it may strengthen his approach as the employees, being familiar with the process for assembling these models would require less directions and supervision. The fact that assembly line jobs are routine and highly structured by nature strengthens Leslie's supportive approach to leadership. The fact that the recent round of OSHA inspections revealed that many assembly line employees were not complying with stipulated safety measures weakens Leslie's supportive approach. This is because the assembly line employees seem to require someone who would enure their compliance with safety regulations. The fact that the company's workforce is comprised primarily of employees of the baby boomer generation strengthens Leslie's approach as this generation of employees would be highly experienced in their jobs.

Which of the following statements is true with regard to the path-goal theory of leadership? A) The theory considers leadership to be a set of attributes ascribed to leaders by followers. B) The theory proposes only a passive and supportive role for leaders. C) The theory considers removing obstacles to be a component of effective leadership. D) The theory proposes that leaders must work closely with followers throughout. E) The path-goal theory represents a laissez-faire approach to leadership.

*The theory considers removing obstacles to be a component of effective leadership.* The theory proposes that the leader's job is to provide followers with the information, support, or other resources necessary to achieve their goals. The term "path-goal" implies effective leaders clarify followers' paths to their work goals and make the journey easier by reducing roadblocks.

________ leaders inspire followers to transcend their self-interests for the good of the organization and can have an extraordinary effect on their followers. A) Transformational B) Transactional C) Task oriented D) Laissez-faire E) Production-oriented

*Transformational* Transformational leaders can have an extraordinary effect on their followers, inspiring them toward selfless goals that benefit the larger organization. These types of leaders inspire their followers by paying attention to their concerns, helping them rethink old problems in new ways, and encouraging them to achieve goals as a group.

Trevor Guerney is a manager who believes that those who are to be affected by a change must be involved in the change. Consequently, he always ensures that his subordinates have the knowledge of what is happening around them and he often holds meetings to obtain employee opinion and suggestions before making any decision that would apply to them. Similarly, Trevor's team proactively approaches him with problems and potential solutions as they know he will not respond by criticizing them. From the information provided in the scenario we can say that ________. A) Trevor's leadership is primarily task-oriented B) Trevor's team has a low degree of trust propensity C) Trevor's team requires more directive leadership D) Trevor's team has positive leader-member relations E) Trevor's team is unsatisfied with his power position

*Trevor's team has positive leader-member relations * Fiedler identified three contingency or situational dimensions to leadership success, including leader-member relations, task structure, and position power. Leader-member relations is the degree of confidence, trust, and respect members have in their leader.

________ is defined as a psychological state that exists when you agree to make yourself vulnerable to another because you have positive expectations about how things are going to turn out. A) Consideration B) Trust C) Support D) Empathy E) Respect

*Trust* Trust is a psychological state that exists when you agree to make yourself vulnerable to another because you have positive expectations about how things are going to turn out. Even though you aren't completely in control of the situation, you are willing to take a chance that the other person will come through for you.

In the context of behavioral dimensions of leadership identified in the Ohio State Studies, initiating structure refers to the extent to which ________. A) a person's job relationships are characterized by mutual trust, respect for employees' ideas, and regard for their feelings B) a leader engages in participative management C) a leader is accepting of and respects individual differences among various team members D) a leader is likely to define and organize his or her role and those of employees in the search for goal attainment E) a leader initiates efforts to communicate personally with employees

*a leader is likely to define and organize his or her role and those of employees in the search for goal attainment* As a behavioral dimension of leaders, initiating structure is the extent to which a leader is likely to define and structure his or her role and those of employees in the search for goal attainment. It includes behavior that attempts to organize work, work relationships, and goals.

The least preferred co-worker (LPC) questionnaire is used to measure whether ________. A) the followers are able and willing B) a leader is task or relationship-oriented C) the members are in the in-group or out-group D) employees prefer servant leadership over situational leadership E) the leader is high on the dimension of conscientiousness

*a leader is task or relationship-oriented* Fiedler believes a key factor in leadership success is the individual's basic leadership style. He created the least preferred co-worker (LPC) questionnaire to identify that style by measuring whether a person is task or relationship oriented.

Which of the following dimensions of trust is defined as an individual's technical and interpersonal knowledge and skills? A) integrity B) ability C) propensity D) reflexivity E) complexity

*ability* Ability encompasses an individual's technical and interpersonal knowledge and skills.

Fiedler's contingency leadership model assumes that ________. A) an individual's leadership style is essentially fixed B) an individual is constantly striving to develop a more productive style C) an individual's leadership is primarily determined by the the features of the followers D) an individual's leadership style can be altered much like his/her personality traits E) an individual's leadership style must be task oriented to be effective

*an individual's leadership style is essentially fixed* Fiedler assumes an individual's leadership style is fixed. This means if a situation requires a task-oriented leader, and the person in the leadership position is relationship oriented, either the situation has to be modified or the leader has to be replaced to achieve optimal effectiveness.

According to evidence, what is the first step a charismatic leader takes to influence followers? A) developing a formal vision statement B) engaging in emotion-inducing and often unconventional behavior C) setting an example for followers through actions and words D) articulating an appealing vision E) communicating high performance expectations

*articulating an appealing vision* Evidence suggests that charismatic leaders follow a four-step process to influence followers. This process begins with articulating an appealing vision, a long-term strategy for attaining a goal by linking the present with a better future for the organization. Desirable visions fit the times and circumstances and reflect the uniqueness of the organization.

The president of a small Asian country was hailed as a visionary and a genius when the nation's economy burgeoned during his first term in office. However, when the currency and the stock markets crashed during his government's second term, he was censured as arrogant, elitist, and shortsighted. Which of the following theoretical approaches is reflected here? A) trait theories B) behavioral theories C) path-goal theory D) servant leadership perspective E) attribution theory

*attribution theory* The attribution theory of leadership says leadership is merely an attribution people make about other individuals. Thus we attribute to leaders intelligence, outgoing personality, strong verbal skills, aggressiveness, understanding, and industriousness. At the organizational level, we tend to see leaders, rightly or wrongly, as responsible for extremely negative or extremely positive performance.

Transformational leaders enhance performance of employees by ________. A) restricting creativity among employees B) focusing on short-term goals for employees C) building consensus among employees D) establishing goals, roles, and requirements E) abdicating all responsibility to employees

*building consensus among employees* Companies with transformational leaders also show greater agreement among top managers about the organization's goals, which yields superior organizational performance that transformational leaders improve performance by building consensus among group members.

Which theory of leadership proposes that followers attribute heroic or extraordinary leadership abilities when they observe certain behaviors? A) situational leadership theory B) path-goal leadership theory C) transactional leadership theory D) behavioral leadership theory E) charismatic leadership theory

*charismatic leadership theory* According to House's charismatic leadership theory, followers attribute heroic or extraordinary leadership abilities when they observe certain behaviors. A number of studies have attempted to identify the characteristics of charismatic leaders: they have a vision, they are willing to take personal risks to achieve that vision, they are sensitive to follower needs, and they exhibit extraordinary behaviors.

Which of the following is a desirable feature of leadership? A) one-directional influence from the leader to the follower B) coercive power and authority C) lack of freedom D) passivity of followers E) coexistence of leaders and managers

*coexistence of leaders and managers* Organizations need strong leadership and strong management for optimal effectiveness. We need leaders today to challenge the status quo, create visions of the future, and inspire organizational members to want to achieve the visions. We also need managers to formulate detailed plans, create efficient organizational structures, and oversee day-to-day operations.

According to the situational leadership theory, a follower with the desired ability and willingness is likely to be ________. A) lacking in the area of motivation B) deficient in the specific skills required C) comfortable in his ability to do the job well D) highly skilled in relevant areas but low on experience E) in need of leadership that is highly task oriented

*comfortable in his ability to do the job well* If followers are able and unwilling, the leader needs to use a supportive and participative style; if they are both able and willing, the leader does not need to do much.

In the context of behavioral dimensions of leadership identified in the Ohio State Studies, ________ is the extent to which a person's job relationships are characterized by mutual trust, respect for employees' ideas, and regard for their feelings. A) consideration B) transaction C) authentication D) task orientation E) identification

*consideration * In the context of behavioral dimensions of leadership identified in the Ohio State Studies, consideration is the extent to which a person's job relationships are characterized by mutual trust, respect for employees' ideas, and regard for their feelings.

Lionel Tucker has been asked to lead a virtual team on a project with a tight time schedule. While allocating the project to him, his manager impressed upon him the need to complete this project successfully and in time so that this client gains enough confidence to use their services in the future. Lionel and his team communicate via e-mail as the team members are located at geographically dispersed locations. They have not had even one face-to-face meeting as yet. In this case, Lionel must have an ability to ________ in addition to all the other desirable abilities of a leader to lead the team successfully. A) generate charisma to inspire the team B) abdicate all responsibility to the members of the team C) micromanage his team members till project completion D) avoid making any decisions for the team E) convey support and trust through electronic means

*convey support and trust through electronic means* Online leaders confront unique challenges, particularly around developing and maintaining trust. Identification-based trust, based on a mutual understanding of each other's intentions and appreciation of the others' wants and desires, is particularly difficult to achieve without face-to-face interaction. Lionel's team would be least likely to experience high levels of identification-based trust. Online negotiations might also be hindered because parties express lower levels of trust.

According to the situational leadership theory, if employees are unwilling and unable, the appropriate leadership style in this situation would be ________. A) participative B) democratic C) person-oriented D) directive E) supportive

*directive* According to the situational leadership theory, if employees are unwilling and unable, the appropriate leadership style in this situation would be directive.

According to the situational leadership theory, if followers are unable and unwilling to do a task, then a leader needs to ________. A) follow a supportive style B) engage in participative leadership C) refrain from providing too many inputs D) display high task and relationship orientation E) demonstrate high task and low relationship orientation

*display high task and relationship orientation * If followers are unable and unwilling, the leader needs to display high task orientation to compensate for followers' lack of ability and high relationship orientation to get them to commit to the leader's desires.

According to the LMX theory, a leader implicitly categorizes followers as "in" or "out" ________. A) after careful performance analysis B) on a temporary basis C) early in the interaction D) because of political pressure E) only after several months of working together

*early in the interaction * The LMX theory proposes that early in the history of the interaction between a leader and a given follower, the leader implicitly categorizes the follower as an "in" or an "out," and that relationship is relatively stable over time.

Trait theories most accurately predict ________. A) distinguishing features of an effective leader B) differences between an effective and an ineffective leader C) success of a leader D) roles to be played by the leader E) emergence of a leader

*emergence of a leader* Traits are more accurate in predicting the emergence of leaders and the appearance of leadership than actually distinguishing between effective and ineffective leaders.

Emotional intelligence (EI) is critical to effective leadership because one of its core components is ________ which reflects the consideration that leaders must be able to express. A) conscientiousness B) empathy C) optimism D) introversion E) perfectionism

*empathy * A core component of EI is empathy. Empathetic leaders can sense others' needs, listen to what followers say (and don't say), and read the reactions of others. The caring part of empathy, especially for the people with whom you work, is what inspires people to stay with a leader when the going gets rough.

The University of Michigan studies define a(n) ________ leader as one who takes a personal interest in the needs of his/her subordinates. A) contingency B) task-oriented C) employee-oriented D) production-oriented E) structure initiating

*employee-oriented * According to the behavioral dimensions of leaders identified by the University of Michigan's Survey Research Center, the employee-oriented leader emphasized interpersonal relationships by taking a personal interest in the needs of employees and accepting individual differences among them.

The two dimensions of leadership behavior identified in the University of Michigan studies are ________. A) absolute leadership and contingency leadership B) transformational leaders and authentic leaders C) employee-oriented leaders and production-oriented leaders D) initiating structure and consideration E) initiation and completion

*employee-oriented leaders and production-oriented leaders* Leadership studies at the University of Michigan's Survey Research Center located behavioral characteristics of leaders that appeared related to performance effectiveness: the employee-oriented leader and the production-oriented leader. The employee-oriented leader emphasized interpersonal relationships by taking a personal interest in the needs of employees and accepting individual differences among them; the production-oriented leader emphasized the technical or task aspects of the job — concern focused on accomplishing the group's tasks.

Maurice Harper is a friendly and warm manager who starts her day at work by personally greeting her colleagues and subordinates. Maurice is often seen listening sincerely to employees' concerns and problems. She takes the initiative to hold programs to renew and improve the skills of current employees. Most of her employees know that she is accessible for help and information at all times .Maurice is a(n) ________ leader. A) achievement-oriented B) transaction-oriented C) employee-oriented D) production-oriented E) task-oriented

*employee-oriented* According to the behavioral dimensions of leaders identified by the University of Michigan's Survey Research Center, the employee-oriented leader emphasized interpersonal relationships by taking a personal interest in the needs of employees and accepting individual differences among them.

Which of the following Big Five personality traits has been identified as the most important trait in effective leaders? A) conscientiousness B) openness C) extraversion D) agreeableness E) emotional stability

*extraversion * A comprehensive review of leadership literature, when organized around the Big Five, has found extraversion to be the most important trait of effective leaders but more strongly related to leader emergence than to leader effectiveness. Conscientiousness and openness to experience also showed strong relationships to leadership, though not quite as strong as extraversion.

Which of the following is a feature of servant leadership? A) pursuit of the leaders' self-interest B) use of power and authority to achieve organizational ends C) universal appeal and effectiveness across cultures D) focus on growth, development, and well-being of followers E) applicability restricted to the leader's in-group

*focus on growth, development, and well-being of followers* Servant leaders go beyond their own self-interest and focus on opportunities to help followers grow and develop. They do not use power to achieve ends; they emphasize persuasion. Characteristic behaviors include listening, empathizing, persuading, accepting stewardship, and actively developing followers' potential.

Adrian Atwood, a senior manager at MNC, spends a lot of his time assigning group members to particular tasks and scheduling their work such that deadlines are achievable. Adrian also sets high expectations for standards of performance, and holds regular meetings to ensure that productivity and quality are up to the mark. In the light of the Ohio State Studies, this indicates that Adrian, as a leader, is ________. A) low in task orientation B) high in consideration C) relationship oriented D) employee oriented E) high in initiating structure

*high in initiating structure* Initiating structure is the extent to which a leader is likely to define and structure his or her role and those of employees in the search for goal attainment. It includes behavior that attempts to organize work, work relationships, and goals. A leader high in initiating structure is someone who "assigns group members to particular tasks," "expects workers to maintain definite standards of performance," and "emphasizes the meeting of deadlines."

According to the Fiedler contingency model, high managerial control is characterized by ________. A) high task structure, good leader-member relations, and strong position power B) limited position power, good leader-member relations, and low task structure C) less structured jobs, strong position power, and moderate leader-member relations D) broad employee responsibilities, low position power, and moderate leader-member relations E) good leader-member relations, low position power, unstructured jobs

*high task structure, good leader-member relations, and strong position power* The Fiedler contingency model proposes that effective group performance depends on the proper match between the leader's style and the degree to which the situation gives the leader control.Fiedler states that the better the leader-member relations, the more highly structured the job, and the stronger the position power, the more control the leader has.

In terms of the full range of leadership models, which leadership behavior represents the most active and effective approach for leaders? A) contingent reward B) idealized influence C) management by exception (active) D) individualized consideration E) laissez-faire

*idealized influence* According to the full range of leadership models, idealized influence, wherein a leader provides vision, establishes a sense of mission, and instills pride is the most active and effective leadership behavior. By doing so, the leader gains respect and trust.

In her first few weeks at the marketing division of Rolland Retails, Judith Cox realized that Joshua, Doug, and Carl were closer to her manager, Eric Scott, than the other five team members. Eric, Joshua, Doug, and Carl came to work at the same time, were seen together at the cafeteria, and stayed late and worked when the need arose. In contrast to them, the other five team members did the routine jobs assigned to them and their interactions lacked the understanding and camaraderie that Eric shared with the others. Joshua, Doug, and Carl make up Eric's ________. A) out-group B) reference group C) nominal group D) in-group E) peripheral group

*in-group* Leader-member exchange (LMX) theory argues that, because of time pressures, leaders establish a special relationship with a small group of their followers. These individuals make up the in-group; they are trusted, get a disproportionate amount of the leader's attention, and are more likely to receive special privileges. Other followers fall into the out-group.

Which of the following is a neutralizer? A) indifference to rewards B) experience and training C) explicit formalized rules D) cohesive work groups E) highly structured task

*indifference to rewards* Neutralizers make it impossible for leader behavior to make any difference to follower outcomes. Indifference to organizational rewards can neutralize the effects of leadership.

Which of the following leadership behaviors is likely to differentiate between transactional and transformational leaders? A) management by exception (active and passive) B) contingent reward C) individualized consideration D) micromanagement E) laissez-faire

*individualized consideration* According to the full range of leadership models, leadership behaviors including laissez-faire, management by exception (active or passive), and contingent reward will not get employees to go above and beyond the call of duty. Only with the four styles of transformational leadership — individualized consideration, intellectual stimulation, inspirational motivation, and idealized influence — are leaders able to motivate followers to perform above expectations and transcend their self-interest for the sake of the organization.

The Ohio State Studies narrowed the independent dimensions of leader behavior to two that substantially accounted for most of the leadership behavior described by employees: consideration and ________. A) employee-orientation B) empathy C) constructing vision D) initiating structure E) charisma

*initiating structure* Seeking to identify independent dimensions of leader behavior, the Ohio State Studies determined that two dimensions accounted for most effective leadership behavior: initiating structure and consideration. Initiating structure is the extent to which leaders are likely to define and structure their roles and those of their employees in the search for goal attainment. Consideration is the extent to which a leader's job relationships are characterized by mutual trust, respect for employees' ideas, and regard for their feelings.

In terms of the full range of leadership models, which leadership behavior is the least effective? A) management by exception (active) B) contingent reward C) management by exception (passive) D) individualized consideration E) laissez-faire

*laissez-faire * According to the full range of leadership models, laissez-faire is the most passive and therefore least effective of leader behaviors. Management by exception — active or passive — is slightly better than laissez-faire.

Which of the following leadership theories argues that because of time pressures, leaders establish a special relationship with a small group of their subordinates — the in-group, who are trusted, get a disproportionate amount of the leader's attention, and are more likely to receive special privileges? A) situational leadership theory B) leader-member exchange C) path-goal D) expectancy E) Fiedler's theory

*leader-member exchange * Leader-member exchange (LMX) theory proposes that, because of time pressures, leaders establish a special relationship with a small group of their followers. These individuals make up the in-group. Members of the in-group are trusted, get a disproportionate amount of the leader's attention, and are more likely to receive special privileges. Other followers fall into the out-group.

A(n) ________ is a senior employee who sponsors and supports a less-experienced employee, a protégé. A) intern B) subordinate C) supervisee D) mentor E) apprentice

*mentor* A mentor is a senior employee who sponsors and supports a less-experienced employee, a protégé.

Maura Ruiz has been working in the e-learning industry for over eight years. She is aware of the fact that in this industry, once an employee has learned his job, the work becomes fairly automatic and competence can be achieved rapidly. She has been noticing how in her team, this competence has come along with a lot of complacency; the employees, though able, are unwilling to work hard. According to the situational leadership theory, to rectify this situation, Maura would benefit the most if she uses the ________ style of leadership. A) task-oriented B) production-oriented C) participative D) directive E) autocratic

*participative* If followers are able and unwilling, the leader needs to use a supportive and participative style.

Which of the following theories of leadership is based on situational variables? A) attribution theory B) trait theories C) charismatic leadership theory D) path-goal theory E) behavioral theories

*path-goal theory* Numerous studies have shown that predicting leadership success is more complex than isolating a few traits or behaviors, since leadership styles that are effective in very bad times or in very good times do not necessarily translate into long-term success. This idea led researchers to change their focus from trait and behavior theories to situational influences on leadership styles, or contingency theories. The path-goal theory is one of the contingency theories.

In the context of Fiedler's model, the situational dimension termed ________ relates to the degree of influence a leader has over important variables such as hiring, firing, discipline, promotions, and salary increases. A) task structure B) leader-member exchange C) position power D) initiating structure E) leader-member relations

*position power* In the context of Fiedler's model, the situational dimension termed position power relates to the degree of influence a leader has over power variables such as hiring, firing, discipline, promotions, and salary increases.

If a leader's main concern is accomplishing his/her group's tasks, the University of Michigan studies label this leader ________. A) employee-oriented B) high in consideration C) relationship-oriented D) low in initiating structure E) production-oriented

*production-oriented * According to the behavioral dimensions identified by the University of Michigan's Survey Research Center, the production-oriented leader emphasized the technical or task aspects of the job, his main concern being accomplishing the group's tasks.

Norman has been working in the sales division for a large manufacturing company for four months. In this short period of time, Norman has learned that Mr. Hill, his manager, keeps increasing monthly targets significantly, and though each time the target appears unrealistic, Norman has been able to achieve them throughout the last four months. Mr. Lee's approach of leading his employees to work more efficiently by setting successively higher targets is an example of his ________ leadership. A) employee-oriented B) consideration-based C) person-oriented D) production-oriented E) support-oriented

*production-oriented* The production-oriented leader emphasizes the technical or task aspects of the job, focusing on accomplishing the group's tasks. Mr. Hill is a production-oriented leader.

A transactional leader is likely to ________. A) reward employees for the work that they have done, thus recognizing accomplishments B) help followers trust the leader and develop a loyalty toward the common vision C) stimulate others in the organization to become thinkers of what the organization is all about D) pay attention to the emotional needs of others and consider individual differences E) avoid authoritarian, command, and control behaviors when dealing with employees

*reward employees for the work that they have done, thus recognizing accomplishments* A transactional leader is likely to reward employees for the work that they have done, thus recognizing accomplishments.

According to the attribution theory of leadership, a person aiming to be a leader has to ________. A) gain sufficient experience to be a leader B) possess qualities like charisma and intelligence C) make changes on ground before leading people D) possess many significant actual accomplishments E) shape the perception that he/she could be a leader

*shape the perception that he/she could be a leader * Attribution theory suggests what's important is projecting the appearance of being a leader rather than focusing on actual accomplishments. Leader-wannabes who can shape the perception that they're smart, personable, verbally adept, aggressive, hardworking, and consistent in their style can increase the probability their bosses, colleagues, and employees will view them as effective leaders.

Which of the following theoretical approaches in the study of leadership focuses on followers' readiness as a determinant of effective leadership? A) Big Five personality model B) behavioral theories C) Fiedler contingency model D) laissez-faire leadership E) situational leadership theory

*situational leadership theory* Situational leadership theory (SLT) focuses on the followers. It says successful leadership depends on selecting the right leadership style contingent on the followers' readiness, or the extent to which they are willing and able to accomplish a specific task.

Contingency theories focus on the ________ that impact leadership success. A) personality variables B) leader's abilities to inspire and transform followers C) situational variables D) values and ethics E) features of the followers

*situational variables* Numerous studies have shown that predicting leadership success is more complex than isolating a few traits or behaviors, since leadership styles that are effective in very bad times or in very good times do not necessarily translate into long-term success. This idea led researchers to change their focus from trait and behavior theories to situational influences on leadership styles, or contingency theories.

The top management of Myers Corp are planning a reorganization of their company to cut costs and increase efficiency. The different department heads have been asked to present their departmental strengths, needs, and concerns at a meeting. The various division heads have come to an agreement that clarity of goals and tasks, detailed procedural guidelines like employee manuals, and a cooperative workforce are their main strengths. Additionally, they are of the opinion that cutting managerial positions to reduce costs and reorganizing Myers Corp as a relatively flat organization is a good approach. This scenario reflects the operation of ________ in replacing the support and ability offered by leaders. A) vision B) traits C) attributes D) substitutes E) charisma

*substitutes* One theory of leadership suggests that in many situations leaders' actions are irrelevant. Experience and training are among the substitutes that can replace the need for a leader's support or ability to create structure. Organizational characteristics such as explicit formalized goals, rigid rules and procedures, and cohesive work groups can also replace formal leadership.

Which of the following situational dimensions identified by Fiedler relates to the degree to which job assignments are procedurized, that is, structured or unstructured? A) task reflexivity B) task significance C) task structure D) task complexity E) task orientation

*task structure * Fiedler identified three contingency or situational dimensions in which certain types of leaders might excel or fail, including leader-member relations, task structure, and position power. Task structure is the degree to which job assignments are procedurized (that is, structured or unstructured). Leaders who are task-oriented, Fiedler proposes, perform best when the situation is very favorable or very unfavorable.

Leadership is best defined as ________. A) the ability to merely project one's abilities in the lack of actual accomplishments B) the ability to reduce the dependence of team members on each other C) the ability to induce the team members to focus on individual goals rather than collective goals D) the ability to influence a group toward the achievement of a vision or set of goals E) the ability to use factors like training and experience to reduce dependence on formal leadership

*the ability to influence a group toward the achievement of a vision or set of goals* Leadership can be defined as the ability to influence a group toward the achievement of a vision or set of goals. Leaders can emerge from within a group as well as by formal appointment.

According to the attribution theory of leadership, leadership is characterized by ________. A) the significant gains made in the mentoring relationship between the leader and follower B) the act of people ascribing qualities like intelligence or charisma to leaders C) the focus on the actual accomplishments and performance of the leader D) the impact of substitutes and neutralizers in enhancing the role of the leader E) the division of the group into in-group and out-group members based on the leader's preference

*the act of people ascribing qualities like intelligence or charisma to leaders* The attribution theory of leadership says leadership is merely an attribution people make about other individuals. Thus we attribute to leaders intelligence, outgoing personality, strong verbal skills, aggressiveness, understanding, and industriousness. At the organizational level, we tend to see leaders, rightly or wrongly, as responsible for extremely negative or extremely positive performance.

The third step in the process of charismatic leadership involves ________. A) the leader conceptualizing a long-term strategy for attaining a goal by linking the present with a better future for the organization B) the leader conveying a new set of values and setting an example for followers to imitate C) the charismatic leader engaging in emotion-inducing behaviors to ensure that employee commitment is generated D) the leader using unconventional behavior to demonstrate courage and conviction about the vision E) the leader providing a formal articulation of an organization's vision or mission to guide his followers

*the leader conveying a new set of values and setting an example for followers to imitate* Once the vision and the vision statement are established, the leader, through his words and actions, conveys a new set of values and sets an example for followers to imitate. This is the function of the third step.

Trait theories of leadership focus on ________. A) the special relationship that leaders establish with a small group of their followers B) the personal qualities and characteristics that differentiate leaders from nonleaders C) the way the leader makes decisions D) the extent to which followers are willing and able to accomplish a specific task E) the match between the leader's style and the degree to which the situation gives the leader control

*the personal qualities and characteristics that differentiate leaders from nonleaders* Trait theories of leadership focus on personal qualities and characteristics. The search for personality, social, physical, or intellectual attributes that differentiate leaders from nonleaders goes back to the earliest stages of leadership research.

Which of the following is a substitute for leadership? A) lack of experience B) training C) ambiguous task D) high need for supervision E) external feedback

*training* A theory of leadership suggests that in many situations, leaders' actions are irrelevant. Experience and training are among the substitutes that can replace the need for a leader's support or ability to create structure. Organizational characteristics such as explicit formalized goals, rigid rules and procedures, and cohesive work groups can also replace formal leadership.

Leaders who function primarily by clarifying role and task requirements to accomplish established goals exhibit a(n) ________ style of leadership. A) transformational B) transactional C) charismatic D) laissez-faire E) employee-oriented

*transactional* Recent studies, including the Ohio State Studies, Fiedler's model, and path-goal theory, have focused on the differences between transformational leaders and transactional leaders. In contrast to transformational leaders who inspire their followers to transcend their self-interests for the good of the organization, transactional leaders encourage their followers to achieve goals by defining specific goals and task requirements.

The primary quality produced by authentic leadership is ________. A) efficiency B) reinforcement C) supervision D) trust E) authority

*trust* Authentic leaders know who they are, know what they believe in and value, and act on those values and beliefs openly and candidly. Their followers consider them ethical people. The primary quality produced by authentic leadership, therefore, is trust.

Servant leadership reflects the ________. A) traditional view that followers are expected to serve the leaders B) task-oriented approach to leadership C) use of empathy, listening and persuasion by leaders D) Western prototype of a leader who gives orders to followers E) tendency of leaders to prioritize their interests over the interests of their employees

*use of empathy, listening and persuasion by leaders* Servant leaders go beyond their own self-interest and focus on opportunities to help followers grow and develop. They do not use power to achieve ends; they emphasize persuasion. Characteristic behaviors include listening, empathizing, persuading, accepting stewardship, and actively developing followers' potential.

A long-term strategy for attaining a goal by linking the present with a better future for the organization is defined as a(n) ________. A) transaction B) attribution C) contingent plan D) vision E) substitution

*vision* A long-term strategy for attaining a goal by linking the present with a better future for the organization is defined as a vision.