Org Behavior Chapter 12
02) Which of the following is a neutralizer of leadership? A) indifference to rewards B) experience and training C) explicit formalized rules D) cohesive work groups E) highly structured task
A
15) 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
A
29) 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 features of the followers D) an individual's leadership style can be altered much like his or her personality traits E) an individual's leadership style must be task oriented to be effective
A
30) 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
A
33) 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
A
54) 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
A
56) ________ 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
A
16) 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
B
27) 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 ingroup or out-group D) employees prefer servant leadership over situational leadership E) the leader is high on the dimension of conscientiousness
B
4) 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
B
46) 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 ingroup, 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
B
52) 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
B
53) 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
B
6) 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
B
60) 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
B
82) ________ 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
B
84) 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
B
95) 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 ingroup and out-group members based on the leader's preference
B
98) Which of the following is a substitute for leadership in the theory that suggests leaders' actions are irrelevant in many situations? A) lack of experience B) training C) ambiguous task D) high need for supervision E) external feedback
B
0) 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 or her 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
C
101) ________ 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
C
17) 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
C
18) The University of Michigan studies define a(n) ________ leader as one who takes a personal interest in the needs of his or her subordinates. A) contingency B) task-oriented C) employee-oriented D) production-oriented E) structure initiating
C
21) 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
C
25) 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
C
28) 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
C
32) 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
C
36) 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
C
37) 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.
C
38) 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
C
45) 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 ingroups by the leader
C
47) 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
C
5) 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
C
57) 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
C
59) 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
C
81) 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
C
1) 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
D
100) 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
D
103) 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.
D
12) 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
D
13) 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
D
20) 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
D
26) 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
D
31) 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
D
35) 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
D
39) According to the situational leadership theory, if followers are unable and willing 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
D
48) 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) ingroup E) peripheral group
D
49) 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 ingroup will remain a reference group for Judith permanently D) Judith will become a part of Eric's ingroup in the marketing division E) Judith will have lower levels of identification-based trust with Eric when compared to other trainees
D
51) 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
D
77) 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
D
79) The primary quality produced by authentic leadership is ________. A) efficiency B) reinforcement C) supervision D) trust E) authority
D
80) 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 ingroup
D
94) 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
D
99) Which of the following is true about substitutes for leadership? 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.
D
14) 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
E
2) 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.
E
3) 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
E
34) 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
E
50) 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
E
58) 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
E
7) 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
E
83) ________ 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
E
86) Leaders who want to foster a climate that reinforces ethical behavior do all of the following except ________. A) set high ethical standards B) demonstrate good ethical behavior C) encourage integrity among employees D) reward employees demonstrating integrity E) use their charisma to enhance power over followers, directed towards self-serving ends
E
96) 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 or she could be a leader
E
97) 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
E
61) 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
63) According to the path-goal theory, directive leadership is likely to be welcomed and accepted by employees with high ability or considerable experience.
False
9) According to the Big Five personality model, emotional stability is the most important trait of effective leaders.
False
10) Trait theories of leadership most accurately predict the emergence and appearance of leadership.
True
22) The behavioral theories view leadership as a set of actions that people can be trained in.
True
62) The situational leadership theory focuses on follower readiness to determine the appropriate leadership behavior.
True