Chapter 9 MC

SNC-Lavalin Group's CEO Jacques Lamarre is a good example of A) global leadership B) ethical leadership C) participative leadership D) strategic leadership E) transformational leadership

A) global leadership

According to Bernard Bass's theory of transformational leadership, the distinctive qualities of transformational leaders are A) individualized consideration, inspirational motivation, charisma, and intellectual stimulation. B) honesty, dominance and need for achievement. C) leader reward behaviour, leader punishment behaviour, and charisma. D) participation, initiating structure, and consideration. E) leader reward behaviour, leader punishment behaviour, and task leadership

A) individualized consideration, inspirational motivation, charisma, and intellectual stimulation.

Which of the following is an example of Leader-Member Exchange: A) A leader who is concerned about maintaining high-quality social exchange relationships. B) A leader who consults with employees about work-related matters. C) A leader who is concerned with accomplishing a task by organizing others. D) A leader who provides employees with a new vision that instills true commitment. E) A leader who is concerned with reducing tension and maintaining morale.

A) A leader who is concerned about maintaining high-quality social exchange relationships.

Who is most likely to emerge as a task leader in a newly formed group? A) The person who talks the most B) The shortest person C) The oldest person D) The person who is most humourous E) The most honest person

A) The person who talks the most

Which of the following statements about charismatic leaders is least accurate? A) They tend to lack self-confidence and dominance. B) They express confidence in their follower's capabilities. C) Their goals often have a moral or ideological character. D) They can emerge in business as well as politics. E) They are usually good at transactional aspects of leadership as well.

A) They tend to lack self-confidence and dominance.

Sonya needed to find a transformational leader to deal with the failing division. To shorten her search, she began by looking for someone with A) charisma. B) low initiating structure. C) low LPC. D) a GII leadership style. E) an AI leadership style.

A) charisma.

According to Path-Goal Theory, employee effort can be increased by A) clarifying the path to valued rewards. B) maximizing both consideration and initiating structure. C) always using achievement-oriented leadership. D) strengthening leader-member relations. E) using a leadership style that increases job satisfaction.

A) clarifying the path to valued rewards.

As discussed in the text, ________ are examples of potential leadership traits. A) dominance and intelligence B) directive and supportive behaviours C) consideration and initiating structure D) neutralizers and substitutes E) task leadership and social-emotional leadership

A) dominance and intelligence

Co-operators president and CEO Kathy Bardswick is a good example of A) leader consideration behaviour B) transformational leadership C) leader initiating structure behaviour D) leader punishment behaviour E) leader reward behaviour

A) leader consideration behaviour

One of the things Jack really likes about his boss is that he monitors his behaviour, anticipates problems, and takes corrective actions before the behaviour creates serious problems. What is this called? A) management by exception B) contingent reward behaviour C) contingent punishment behaviour D) laissez-faire leadership E) inspirational motivation

A) management by exception

Compared to other culture clusters, what global leadership dimension does Canada and the United States score low on? A) self-protective B) participative C) humane-oriented D) team-oriented E) charismatic/value-based

A) self-protective

Fiedler's Contingency Theory of leadership predicts that relationship-oriented leadership will be most effective in A) situations of medium favourableness. B) very unfavourable situations. C) virtually all situations. D) very favourable and very unfavourable situations. E) very favourable situations.

A) situations of medium favourableness.

What do these leaders have in common? Herb Kelleher, Michael Eisner, and Steven Jobs A) they are transformational leaders B) they are strategic leaders C) they are ethical leaders D) they are transactional leaders E) they are global leaders

A) they are transformational leaders

Comparisons between transformational leadership and contingent reward behaviour indicate that A) transformational leadership is more strongly related to follower satisfaction with the leader and contingent reward behaviour is more strongly related to follower job satisfaction B) transformational leadership is more strongly related to follower satisfaction with the leader and contingent reward behaviour is more strongly related to leader effectiveness C) transformational leadership is more strongly related to follower satisfaction and contingent reward behaviour is more strongly related to follower satisfaction with the leader D) transformational leadership is more strongly related to follower job satisfaction and contingent reward behaviour is more strongly related to leader job performance E) transformational leadership is more strongly related to leader job performance and contingent reward behaviour is more strongly related to leader effectiveness

A) transformational leadership is more strongly related to follower satisfaction with the leader and contingent reward behaviour is more strongly related to follower job satisfaction

According to recent research, the barriers to promotion that women encounter in organizations are vestiges of prejudice, resistance to women's leadership, issues of leadership style, demands of family life, and A) underinvestment in social capital. B) lack of education. C) less interest in being promoted. D) greater emotionality. E) all of the above

A) underinvestment in social capital.

Boris is the task leader of a group. Which of the following situations is least likely? A) Boris is very interested in accomplishing the group's assigned tasks. B) Boris doesn't get along well with the social-emotional leader of the group. C) Boris is also the social-emotional leader of the group. D) Boris is perceived as having expertise relevant to the group's task. E) Boris is the person who talks the most in the group.

B) Boris doesn't get along well with the social-emotional leader of the group.

In recent years, Fred Fiedler has developed a newer leadership theory in which the focus is the leader's cognitive resources (intelligence, expertise, and experience) contribute to effective leadership. This is called ________. A) Mental Aptitude Theory B) Cognitive Resource Theory C) Cerebral Capacity Theory D) Intellectual Capability Theory E) Cerebral Capability Theory

B) Cognitive Resource Theory

When did serious scientific research on leadership traits begin? A) During the Great Depression B) During World War I C) During the Trudeau years D) During World War II E) During the lifetime of Charles Darwin

B) During World War I

Path-Goal Theory differs from Fiedler's Contingency Theory in that A) Path-Goal Theory is an example of the trait approach to leadership. B) Path-Goal Theory is concerned with the effects of specific leader behaviour. C) only Path-Goal Theory takes account of the situation. D) Path-Goal Theory has aroused much more research controversy. E) only Path-Goal Theory considers the role of leadership orientation

B) Path-Goal Theory is concerned with the effects of specific leader behaviour.

Suppose we ask group members the following four questions. Which question will tell us who the social-emotional leader of the group is? A) Who has the most relevant expertise? B) Which group member do you like the most? C) Who is the most emotional and excitable group member? D) Who is the most dominant group member? E) Who is the smartest group member?

B) Which group member do you like the most?

Which of the following statements is the most appropriate statement concerning leadership styles? A) Men and women rely on exactly similar leadership styles. B) Women tend toward a more participative leadership style than men. C) Women tend toward a more autocratic leadership style than men. D) Men have less freedom in choosing the leadership style appropriate to the situation. E) None of the above.

B) Women tend toward a more participative leadership style than men.

If an authentic leader is participating in an objective analysis of a situation and considering others' different points of view before making his decision, he is engaging in ________. A) relational transparency B) balanced processing C) self-serving bias D) cognitive restraint E) internalized moral perspectiv

B) balanced processing

Transformational leadership is to transactional leadership as A) low LPC is to high LPC. B) change is to exchange. C) charm is to charisma. D) intelligence is to emotional intelligence. E) boss centred is to subordinate centred.

B) change is to exchange.

The following are characteristics of global leaders except A) duality B) emphasizing ethical practices C) personal character D) Unbridled inquisitiveness E) savvy

B) emphasizing ethical practices

What is an implicit leadership theory? A) a theory of leadership that has its basis in one's actual work experiences B) individuals hold a set of beliefs about the kinds of attributes, personality characteristics, skills, and behaviours that contribute to or impede outstanding leadership C) a theory of leadership that integrates aspects of the various theories of leadership D) individuals hold theories of leadership that are based on common sense and their own observations and perceptions E) a theory of leadership based on common sense and people's own experience as leaders

B) individuals hold a set of beliefs about the kinds of attributes, personality characteristics, skills, and behaviours that contribute to or impede outstanding leadership

A leader who stresses standard procedures, schedules the work to be done, and assigns subordinates to particular tasks is high on A) leader reward behaviour. B) initiating structure. C) supportive behaviour. D) task structure. E) consideration.

B) initiating structure.

The task is unstructured, the group members hate the leader, and the leader has no position power. According to Fiedler, the leader will perform best if he or she A) is charismatic. B) is task-oriented. C) uses participation. D) is social-emotional. E) is relationship-oriented.

B) is task-oriented.

If an authentic leader is presenting one's true or authentic self to others and is open with their sharing of their real feelings and thoughts, they are practicing ________. A) emotional adjustment B) relational transparency C) internalized moral perspective D) balanced processing E) external processing

B) relational transparency

An especially effective transactional leader probably A) uses leader punishment behaviour extensively. B) rewards employees for good performance. C) experiences many leadership neutralizers. D) has charisma. E) uses intellectual stimulation extensively.

B) rewards employees for good performance.

Fiedler's Contingency Theory of leadership is most clearly a A) theory of leadership emergence. B) situational theory. C) trait theory. D) theory of participation. E) path-goal theory.

B) situational theory.

What leadership theories emphasize ethical principles and standards? A) strategic and transformational leadership B) strategic and global leadership C) transformational and transactional leadership D) global and transformational leadership E) transformational and participative leadership

B) strategic and global leadership

The focus of Leader-Member Exchange Theory is A) the favourableness of the situation for influence. B) the dyadic relationship between a leader and an employee. C) the extent to which a leader is approachable and shows personal concern for employees. D) forming a connection between employee goals and organizational goals. E) involving employees in making work-related decisions.

B) the dyadic relationship between a leader and an employee.

The following are characteristics of strategic leadership except A) developing human capital B) unbridled inquisitiveness C) determining the firm's purpose or vision D) emphasizing ethical practices E) sustaining an effective organizational culture

B) unbridled inquisitiveness

What role does charisma play in transformational leadership? A) A task role B) No role C) An emotional role D) A legal role E) An intellectual role

C) An emotional role

What is the most important component of transformational leadership? A) Participation B) Inspirational motivation C) Charisma D) Individualized consideration E) Intellectual stimulation

C) Charisma

Which statement about leadership is true? A) There is a set of leadership traits that strongly and consistently predicts leader effectiveness across a broad range of situations. B) Often the quietest member of a group emerges as the leader. C) Leadership can be exhibited by persons other than those formally designated as leaders by the organization. D) The most effective leader will exhibit high consideration and high initiating structure in all leadership situations. E) Initiating structure is a leadership trait.

C) Leadership can be exhibited by persons other than those formally designated as leaders by the organization.

Being able to manage uncertainty and balance global and local tensions is an example of A) unbridled inquisitiveness. B) personal character. C) duality. D) Savvy. E) strategic leadership.

C) duality.

Research on Fiedler's Cognitive Resource Theory found some support for the prediction that ________ leads to performance in high-stress situations. A) status B) intelligence C) experience D) education E) expertise

C) experience

Soon after starting a new job, Lili was pleased and surprised to learn that her new boss was very supportive and involved in environmentally friendly programs and policies. What does this say about Lili's boss? A) he/she is a transformational leader B) he/she is a transactional leader C) he/she is an ethical leader D) he/she is a global leader E) he/she is a strategic leader

C) he/she is an ethical leader

Research shows that consideration on the part of a leader A) is viewed as a weakness by employees. B) is effective when employees are experiencing external threat or pressure. C) is effective when job goals and methods are very clear. D) is most likely employed by a task-oriented leader. E) is most important when employees lack basic knowledge and skills related to the job.

C) is effective when job goals and methods are very clear.

Compared to initiating structure, consideration is more strongly related to A) job satisfaction, leader job performance, and group performance B) leader satisfaction, job satisfaction, and leader job performance C) leader satisfaction, job satisfaction, and motivation D) leader satisfaction, leader job performance, and group performance E) leader job performance, job satisfaction, and motivation

C) leader satisfaction, job satisfaction, and motivation

Leader reward and punishment behaviour are related to employee attitudes and behaviours because it A) leads to more positive perceptions of the leader and lower role ambiguity B) leads to more positive perceptions of justice and lower stress C) leads to more positive perceptions of justice and lower role ambiguity D) leads to more positive perceptions of justice and lower role conflict E) leads to more positive perceptions of the leader and lower stress

C) leads to more positive perceptions of justice and lower role ambiguity

If your leader emphasizes organizational controls and formal procedures that guide work and organizational activities toward the achievement of performance objectives, what kind of leader is he or she? A) transactional leader B) transformational leader C) strategic leader D) global leader E) participative leader

C) strategic leader

All of the following are global leadership dimensions except A) charismatic/value-based B) team-oriented C) task-oriented D) humane-oriented E) participative

C) task-oriented

In Fiedler's Contingency Theory of leadership, an LPC score measures A) task structure. B) position power. C) type of leadership orientation. D) leader-member relations. E) least Personal Charisma

C) type of leadership orientation.

For reasons that were too complicated to explain to his employees, Louis had to figure out how long it would take to write a new computer program. He asked each individually, averaged their responses, and put this figure in his report. What leadership style is this? A) GII B) GI C) AI D) AII E) CII

D) AII

Rod, a middle manager, has to make a decision. Decision quality and acceptance are an issue, and Rod is not an expert on this problem. However, Rod wishes to reserve the final decision for his own judgment. According to the Vroom and Jago model of participation, this is time for a(n) ________ decision strategy. A) E B) G C) A D) C E) L

D) C

Which of the following is not a trait? A) Low intelligence B) Honesty C) Tallness D) Emergent leadership E) High energy

D) Emergent leadership

What are the situational factors in House's Path-Goal Theory of leadership? A) Situational favourableness B) Leader-member relations, task structure and position power C) Neutralizers and substitutes D) Employee characteristics and environmental factors E) Individualized consideration

D) Employee characteristics and environmental factors

Authentic leadership consists of four related but distinct dimensions. They are all of the following except A) Internalized moral perspective. B) Relational transparency. C) Balanced processing. D) Independent rationalization. E) Self-awareness.

D) Independent rationalization.

Which of the following is a characteristic of global leadership? A) Exploiting and maintaining core competencies. B) Developing human capital. C) Determining the firm's purpose or vision. D) Unbridled inquisitiveness. E) Establishing balanced organizational controls.

D) Unbridled inquisitiveness.

Which dimensions of the "Big Five" have been found to be related to leadership behaviours? A) conscientiousness, extraversion, and openness to experience B) agreeableness, conscientiousness, and emotional stability C) agreeableness, extraversion, and conscientiousness D) agreeableness, extraversion, and openness to experience E) agreeableness, conscientiousness, and openness to experience

D) agreeableness, extraversion, and openness to experience

When an executive is aware and then acts upon her true values, beliefs, and strengths, and they help others do the same, they are practicing ________ . A) internalized independent leadership B) rare and unique leadership C) situational leadership D) authentic leadership E) behavioural leadership

D) authentic leadership

Employees of ethical leaders have been found to A) be more satisfied with working conditions B) be more satisfied with their job C) be more satisfied with their co-workers D) be more satisfied with their supervisor E) be more satisfied with how they are rewarded

D) be more satisfied with their supervisor

Research on consideration and initiating structure has found that A) consideration and initiating structure are similarly related to leader job performance and group performance B) consideration is more strongly related to leader job performance and group performance C) initiating structure is more strongly related to leader job performance and consideration is more strongly related to group performance D) initiating structure is more strongly related to leader job performance and group performance E) consideration is more strongly related to leader job performance and initiating structure is more strongly related to group performance

D) initiating structure is more strongly related to leader job performance and group performance

Directive behaviour is essentially the same as A) consideration. B) achievement-oriented behaviour. C) participative behaviour. D) initiating structure. E) social-emotional leadership.

D) initiating structure.

Research on Fiedler's Cognitive Resource Theory found some support for the prediction that ________ leads to performance in low-stress situations. A) experience B) education C) status D) intelligence E) expertise

D) intelligence

Nellie is a high LPC leader. According to Fiedler's Contingency Theory of leadership, she A) will be most effective in very unfavourable leadership situations. B) has high position power and low task structure. C) is more task-oriented than relationship-oriented. D) is more relationship-oriented than task-oriented. E) will be most effective in very favourable leadership situations.

D) is more relationship-oriented than task-oriented.

According to Vroom and Jago, the leader's goal should be to A) use leader reward and punishment behaviour effectively. B) clarify the path to employee goal achievement. C) seek the best match between the leader's personality and the group. D) make high quality, acceptable decisions without undue delay. E) use persuasion and negotiation rather than formal power to achieve commitment

D) make high quality, acceptable decisions without undue delay.

Imagine that a military commander who is well liked and admired by his troops is leading them on a highly structured mission. According to Fiedler's Contingency Theory A) task and relationship orientation are irrelevant to performance in this situation. B) the troops will perform best if the commander is relationship-oriented (high LPC). C) the situation is moderately favourable for the leader. D) the troops will perform best if the commander is task-oriented (low LPC). E) the situation is very unfavourable for the leader.

D) the troops will perform best if the commander is task-oriented (low LPC).

What do these countries have in common: Canada, Belgium, and Sweden A) they produce more ethical leaders than other countries B) they produce more participative leaders than other countries C) they produce more transformational leaders than other countries D) they produce more global leaders than other countries E) they produce more strategic leaders than other countries

D) they produce more global leaders than other countries

Research on the leadership styles of men and women has found that A) men leaders were more transformational than women and also engaged in more of the contingent reward behaviours of transactional leadership. B) men leaders were more transformational than women and women engaged in more of the contingent reward behaviours of transactional leadership. C) women leaders were more transformational than men and men engaged in more of the contingent reward behaviours of transactional leadership. D) women leaders were more transformational than men and also engaged in more of the contingent reward behaviours of transactional leadership. E) women leaders were more transformational than men and also engaged in more of a laissez-faire style of leadership.

D) women leaders were more transformational than men and also engaged in more of the contingent reward behaviours of transactional leadership.

According to Path-Goal Theory, which of the following statements is true? A) Employees who are high need achievers work best under participative-oriented leadership. B) Frustrating, dissatisfying jobs increase employee appreciation of directive leadership. C) When tasks are clear and routine, directive leadership is preferred. D) Employees who prefer being told what to do respond best to a supportive leadership style. E) Employees who are high need achievers work best under achievement-oriented leadership.

E) Employees who are high need achievers work best under achievement-oriented leadership.

Which of the following is not a trait that might be investigated in leadership studies? A) Height B) Emotional stability C) Self-confidence D) Need for achievement E) Leader reward behaviour

E) Leader reward behaviour

What is the "contingency" variable in Fiedler's Contingency Theory of leadership? A) Consideration B) Position power C) Leadership orientation D) Task structure E) Situational favourableness

E) Situational favourableness

An extremely conscientious and experienced group of labourers is doing a hot, dirty, routine task. What leadership style does House's Path-Goal Theory suggest using here? A) Task B) Achievement-oriented C) Directive D) Participative E) Supportive

E) Supportive

What is the most powerful strategy for developing global leaders? A) Teamwork with members of diverse backgrounds. B) Travel to foreign countries. C) Learning to speak foreign languages. D) Formal training programs. E) Transfers and overseas assignments.

E) Transfers and overseas assignments.

Which theory or model of leadership discussed in the text explicitly involves a decision tree? A) Leader Member Exchange Theory B) Bass' transformational leadership model C) Fiedler's Contingency Theory D) House's Path-Goal Theory E) Vroom and Jago's situational model of participation

E) Vroom and Jago's situational model of participation

Participation may increase the motivation of employees by A) enriching their jobs. B) allowing them to contribute to the establishment of work goals. C) adding some variety to the job. D) allowing them to decide how work goals can be accomplished. E) all of the above.

E) all of the above.

The Vroom and Jago decision tree model of leadership A) is a model of emergent leadership. B) always specifies using the maximum degree of participation possible. C) uses three situation factors to determine favourableness. D) is a trait model. E) allows for autocratic, consultative, and group decisions.

E) allows for autocratic, consultative, and group decisions.

The personal character component of global leadership consists of which two components? A) an emotional connection and high ethical standards B) business savvy and organizational savvy C) uncompromising integrity and unbridled inquisitiveness D) an emotional connection and unbridled inquisitiveness E) an emotional connection and uncompromising integrity

E) an emotional connection and uncompromising integrity

If Mark's job is clear and certain, a leader is most likely to increase Mark's satisfaction by A) being moderate on both consideration and initiating structure. B) being considerate and high on initiating structure. C) being high on initiating structure. D) not being considerate and being low on initiating structure. E) being considerate.

E) being considerate.

What is the meaning of a culturally endorsed implicit leadership theory? A) belief systems about the characteristics associated with leadership that are shared among individuals in different cultures B) belief systems about leadership theories that are shared among individuals in common cultures C) theories of leadership that are specific to common cultures D) theories of leadership that are acceptable in common cultures E) belief systems about the characteristics associated with leadership that are shared among individuals in common cultures

E) belief systems about the characteristics associated with leadership that are shared among individuals in common cultures

What dimension of transformational leadership has been treated as a distinct theory of leadership? A) intellectual stimulation B) inspirational motivation C) management by exception D) individualized consideration E) charisma

E) charisma

Compared to other culture clusters, what global leadership dimensions does Canada and the United States score high on? A) participative, autonomous, and self-protective B) charismatic/value-based, participative, and autonomous C) self-protective, team-oriented, and autonomous D) participative, team-oriented, and humane-oriented E) charismatic/value-based, participative, and humane-oriented

E) charismatic/value-based, participative, and humane-oriented

What does transactional leadership involve? A) contingent reward behaviour and management by exception B) contingent punishment behaviour and laissez-faire leadership C) management by exception and laissez-faire leadership D) contingent reward and punishment behaviour E) contingent reward behaviour and management by exception

E) contingent reward behaviour and management by exception

Fiedler's Cognitive Resource Theory focuses on the conditions in which the leader's cognitive resources contribute to effective leadership. These resources include all of the following except A) experience. B) expertise. C) intelligence. D) B and C E) emotional stability.

E) emotional stability.

Which of the following is a component of strategic leadership? A) Unbridled inquisitiveness. B) Savvy. C) Duality. D) Personal character. E) emphasizing ethical practices.

E) emphasizing ethical practices.

Suncor Energy Inc. CEO Rick George is a good example of A) participative leadership B) transformational leadership C) strategic leadership D) global leadership E) ethical leadership

E) ethical leadership

Canadian companies are way ahead of most organizations in big countries like the United States when it comes to A) transformational leadership. B) strategic leadership. C) ethical leadership. D) participative leadership. E) global leadership.

E) global leadership.

Jack and Clarice have just begun work at ACME Insurance Co. They work for different managers and they disagree on whose manager is the better leader. Jack does not respond well to his manager and does not want to accept him as his leader. Clarice responds very well to her manager and believes she has the qualities of a good leader. What does this demonstrate? A) ethical leadership B) cultural differences in leadership C) gender differences in leadership D) situational theories of leadership E) implicit leadership theory

E) implicit leadership theory

Cory thought all bosses were alike until he began a new job and his manager was interested in his concerns and needs and made himself available to coach him when necessary. What is Cory's boss displaying? A) intellectual stimulation B) consideration C) management by exception D) participation E) individualized consideration

E) individualized consideration

What are the key dimensions of transformational leadership? A) contingent reward behaviour, management by exception, individualized consideration, and charisma B) intellectual stimulation, individualized consideration, participation, and charisma C) individualized consideration, charisma, management by exception, and inspirational motivation D) intellectual stimulation, management by exception, individualized consideration, and charisma E) intellectual stimulation, individualized consideration, inspirational motivation, and charisma

E) intellectual stimulation, individualized consideration, inspirational motivation, and charisma

If you have a boss who provides you with compliments, tangible benefits, and special attention, then what kind of leadership does your boss exhibit? A) considerate leader behaviour B) transactional leader behaviour C) transformational leader behaviour D) participative leader behaviour E) leader reward behaviour

E) leader reward behaviour

One of the problems with participative leadership is that participation A) results in abdication of leadership, which is almost always ineffective. B) decreases subordinates' acceptance of decisions. C) tends to reduce the intrinsic motivation of subordinates. D) tends to reduce the quality of decision-making. E) requires a great deal of time and energy on the part of the leader.

E) requires a great deal of time and energy on the part of the leader.

According to Fiedler, the most favourable situation for leadership involves good leader-member relations, a(n) ________ task, and ________ position power. A) unstructured; weak B) challenging; informal C) structured; weak D) unstructured; strong E) structured; strong

E) structured; strong

What is laissez-faire leadership? A) leaders who are lazy B) a relaxed and fair-minded style of leadership C) an open and participative style of leadership D) leadership styles in foreign countries E) the avoidance or absence of leadership

E) the avoidance or absence of leadership