Psych 358 Leadership Midterm

The emergence of a vision should originate only from the leader, not the followers within the organization.

False

The problem with the LMX approach is that it gives little attention to the importance of communication in leadership.

False (LMX theory directs our attention to the importance of communication in leadership.)

In the situational approach, leadership style refers to motivational principles.

False (Leadership style consists of the behavior pattern of a person who attempts to influence others. It includes both directive (task) behaviors and supportive (relationship) behaviors.)

Leadership research suggests conclusively that it is best for leaders to be high-task and high-relationship in all situations.

False (Many studies have been done to determine which style of leadership is most effective in a particular situation.)

Transformational leadership does what? (Select all that apply.)

Helps followers reach their full potential. Creates a connection between leaders and followers. Increases the motivation and morality of followers.

Select all the disadvantages of LMX theory.

It discriminates against some subordinates. It runs counter to the human value of fairness.

Select all of the options that correctly describe the trait approach.

It emphasizes leader personality.

Select all of the options that correctly characterize transformational leadership.

It helps followers to transcend their own self-interests for the good of the group. It results in performance that goes well beyond what is expected.

Select all of the options which represent strengths of the trait approach.

It is intuitively appealing. A century of research backs it up. It emphasizes the leader in the leadership process.

Jim is a manager of a Wendy's. He is very concerned with efficiency and with making employees happy. Which of the following is true of Jim?

Jim is a high-high style leader.

Select all the options that path-goal theory suggests.

Leaders should help subordinates around their difficulties by removing obstacles. Subordinates with an external locus of control should be directed. Task and subordinate characteristics affect leadership effectiveness.

Criticisms of transformational leadership are that it is elitist and antidemocratic, and that it suffers from heroic leadership bias.

True

During the first phase of leadership making, the interactions within the leader-subordinate dyad are generally low quality.

True

During the partner phase of leadership, the leader and the subordinate have reciprocal influence on each other.

True

Environmental influences are factors in a situation that lie outside the leader's competencies, characteristics, and experiences.

True

Human skills are important at all levels of management.

True

In LMX theory, leadership making suggests that leaders help everyone to be in the in group.

True

In LMX theory, the dyadic relationship is the focal point of the leadership process.

True

In SLII, Style 3 is high supportive and low directive.

True

In application, the trait approach can help individuals pinpoint their strengths and weaknesses.

True

In the Leadership Grid, a person who uses but does not integrate the 1, 9 and 9, 1 styles of leadership could be called a "benevolent dictator."

True

In work settings where the formal authority system is weak, leadership becomes a tool that helps subordinates by making the rules and work requirements clear.

True

LMX can be criticized for failing to fully explain the way high-quality, leader-member exchanges are created.

True

LMX challenged the assumption that leaders treated followers in a collective way, as a group, using an average leadership style.

True

Laissez-faire leadership represents the absence of leadership.

True

Later studies of LMX showed that high-quality relationships between leaders and subordinates produce less employee turnover.

True

Mumford's research studied military personnel rather than business and organizational leaders.

True

Participative leadership is effective with subordinates who have a strong need to control (internal locus of control).

True

Path-goal leadership is not a trait approach that locks leaders into only one kind of leadership.

True

Path-goal theory is based on motivation principles drawn from Expectancy Theory.

True

SLII is used by many corporations to train leaders.

True

Situational leadership requires the clear recognition of subordinate needs.

True

Some studies have suggested that masculinity is a leadership trait.

True

The "great person" approach focuses on important political leaders.

True

The SLII model emphasizes flexibility in leadership style.

True

The situational approach contends that leadership involves both directive and supportive behaviors.

True

The skills approach is relatively new and has not been widely used in training and development.

True

The skills approach provides a structure consistent with leadership education programs.

True

The skills approach suggests that many individuals have the potential for leadership.

True

The style approach has been validated by a wide range of studies.

True

The style approach has failed to identify a universally effective leadership style.

True

The style approach suggests that leadership cannot be explained by any list of personality traits.

True

The trait approach emphasizes that leadership resides within the individual.

True

The trait approach failed to identify a definitive set of specific leadership traits.

True

The trait approach focuses primarily on the leader, not on the followers or the situation.

True

The trait approach has a century of research to back it up.

True

Transactional leadership focuses on the exchanges that occur between leaders and their followers.

True

Transactional leadership refers to the bulk of leadership models.

True

Transformational leadership views leaders as social architects.

True

Management by exception involves

correcting misbehavior of employees.

From what style does path-goal theory suggest that leaders should respond to dogmatic and authoritarian followers?

directive style

Which of the following refers to the power Bill Gates had when he and Paul Allen started the Microsoft company?

expert

Which of the following attributes begins to decline in later adulthood?

general cognitive ability

Select all of the Individual Attributes.

general cognitive ability motivation personality

According to House, which option is not one of the specific types of behaviors commonly exhibited by charismatic leaders?

giving structure to complex tasks

Select the work experiences that contribute to leaders' knowledge and skills.

hands-on experience mentoring challenging assignments

Select all of the options that correctly complete this sentence: According to the trait approach, leaders should

have determination. have integrity.

Bill is in charge of hiring a new manager for the first shift on the production line. According to Katz' model, Bill should be looking for a person with which of the following types of skills?

human and technical skills

Which option best describes the elements of a model of transformational leadership?

idealized influence, inspirational motivation, intellectual stimulation, individualized consideration

Select all of the options that correctly complete this sentence: In a major review in 1948, Stogdill suggested that

no consistent set of traits differentiated leaders from non-leaders.

During the acquaintance phase of leadership making, subordinates tend to focus

on both their own and the group's interests.

Sara is criticized for shifting her management style too much and is known as a leader who watches out for herself. She is a/an

opportunistic leader.

Select the options that correctly complete this sentence: House notes that effects of charismatic leadership are more likely to occur in

stressful situations.

Select all the options that represent main components in path-goal theory.

subordinate characteristics work setting leader style

Kouzes and Posner's five practices that enable leaders to accomplish extraordinary things include all of these except

support contingent reward.

Larry dislikes giving instructions to employees. He is uncomfortable with which of the following? (Select all that apply.)

task behavior

Select the types of skills that are most important for leaders operating at lower levels of management.

technical and human

Select all the options that correctly complete this sentence: The individual attributes factor in the skills model suggests

that traits are important to leadership. that the skills model is not just a competency-based model.

Jim is a district manager of Wendy's West Michigan. When he hires people, the most important thing he looks for is whether people are good problem solvers. Which approach or model is Jim using?

the Mumford skills model

Select all the options that correctly complete this sentence: Defining leadership as a process means that

the leader affects and is affected by followers. it is a transactional event.

Select all of the options that correctly complete this sentence: Emotional intelligence includes our ability to perceive and

to express emotions. to reason/understand emotions. to manage emotions within one's self. to use emotions to facilitate thinking.

Mary has managed the mailroom for two years. Management views Mary as a person with special leadership talents, such as intelligence, sociability, and determination. Management is using which of the following approaches?

trait approach

A problem with LMX theory is that it appears to be unrelated to positive organizational outcomes.

False

In LMX, it is usually the leader who makes an offer to the subordinate for improved career-oriented exchanges.

False

Personality and other personal characteristics are unrelated to the process of how in-groups are formed.

False

Ryan White was more of a transactional leader than a transformational leader.

False

Studies have shown that high LMX has a direct impact on employee creativity.

False

Leaders' use of physical force to get their way is which kind of power?

coercive

Which of these is not a competency?

cognitive ability

Subordinates in the out-group receive more information and concern from their leaders than do in-group members.

False

Which of the following is not one of the classifications for a definition of leadership?

An artistic process

Which scholar(s) created the Leadership Grid?

Blake and Mouton

You have recently been made a department head of the new regional office. In getting to know your departmental staff, you have noticed that one of your inexperienced employees is not following through on assigned tasks. She is enthused about her new job and wants to get ahead in the organization. Which alternative represents the most effective leadership style for this situation?

Define the steps necessary to complete the assigned tasks and monitor her performance frequently (S1).

The Big Five & Leadership meta-analysis found that the factor most strongly associated with leadership was conscientiousness.

False (Extraversion was the factor most strongly associated with leadership. It is the most important trait of effective leaders. Extraversion was followed, in order, by conscientiousness, openness, and low neuroticism. The last factor, agreeableness, was found to be only weakly associated with leadership.)

The "great person" approach stresses that leaders' traits are learned.

False "Great man" theories focus on identifying the innate qualities and characteristics possessed by great leaders. It was believed that people were born with these traits and that only the "great" people possessed them.

One of the strengths of the situational approach is its clear conceptualization of subordinates' developmental levels.

False (A criticism of situational leadership concerns the ambiguous conceptualization in the model of subordinates' development levels.)

In-group relationships are based on the formal employment contract (defined roles).

False (A leader's relationship to the work unit as a whole was viewed as a series of vertical dyads. In assessing the characteristics of these vertical dyads, researchers found two general types of linkages (or relationships): those that were based on expanded and negotiated role responsibilities (extra-roles), which are called the in-group, and those that were based on formal employment contract (defined roles), which were called the out-group.)

According to path-goal theory, achievement-oriented leadership is most effective in settings where followers are required to perform unambiguous tasks.

False (Achievement-oriented leadership is characterized by a leader who challenges subordinates to perform work at the highest level possible, establishing a high standard of excellence and seeking continuous improvement.)

Followers are usually responsible for maintaining the relationship with leaders.

False (Although leaders and followers are closely linked, it is the leader who often initiates the relationship, creates the communication linkages, and carries the burden for maintaining the relationship)

According to Burns, followers should remember that their leaders are above them and act accordingly.

False (As Burns (1978) pointed out, discussions of leadership are viewed as elitist because of the people discussing leadership often ascribe implied power and importance to leaders in the leader-follower relationship. Leaders are not above or better than followers. Leaders and followers must be understood in relation to each other. They are in the leadership relationship together and are two sides of the same coin.)

The situational approach requires leaders to demonstrate a strong degree of control.

False (As situations become more supportive and less directive, leaders give control to subordinates.)

Social judgment is an individual attribute in the skills model.

False (At the heart of the skills model, there are three competencies that are key factors that account for effective performance: problem solving skills, social judgment skills and knowledge. )

Bass and Avolio suggest that transformational leadership cannot be taught, since it results from innate leadership characteristics.

False (Bass and Avolio suggest that transformational leadership can be taught to people at all levels in an organization and that it can positively affect a firm's performance.)

Path-goal leadership is an approach to leadership for which many management-training programs have been developed.

False (Because the scope of path-goal theory is so broad and encompasses so many different interrelated sets of assumptions, it is difficult to use fully in trying to improve the leadership process in a given organizational context.)

D4 subordinates are not certain that they can do the job by themselves.

False (Development level is the degree to which subordinates have the competence and commitment necessary to accomplish a given task or activity.)

In the situational approach, leadership style defines directive behaviors as those that help group members in goal achievement via two-way communication.

False (Directive behaviors help group members accomplish goals by clarifying, often with one-way communication, what is to be done, how it is to be done, and who is responsible for doing it.)

Katz states that human skills are most important for middle and top management levels.

False (Effective leadership depends on three basic types of personal skills: technical, human and conceptual.)

Technical skills grow in importance as one moves up the managerial hierarchy.

False (Effective leadership depends on three basic types of personal skills: technical, human, and conceptual.)

The acronym VDL stands for Variation Dependent Leadership.

False (In the first studies of exchange theory, which was then called vertical dyad linkage (VDL) theory, researchers focused on the nature of the vertical linkages leaders formed with each of their followers.)

The trait approach determines the most important traits in a highly objective way.

False (One weakness in the trait approach is its failure to delimit a definitive list of leadership traits. Although an enormous number of studies have been conducted over the past 100 years, the findings from these studies have been ambiguous and uncertain at times. Furthermore, the list of traits that has emerged appears endless.)

Path-goal theory predicts that subordinates who have a strong need for affiliation prefer directive leadership.

False (Path-goal theory predicts that subordinates who have a strong need for affiliation prefer supportive leadership, because friendly and concerned leadership is a source of satisfaction.)

Path-goal theory is a lot like coaching and giving guidance.

False (Path-goal theory prescribes different leadership styles or behaviors depending on subordinate and task characteristics.)

Pseudo-transformational leadership could be described as a form of socialized leadership.

False (Pseudo-transformational leadership refers to leaders who are self-consumed, exploitive, and power-oriented, with warped moral values.)

An individual perceived by other group members as influential can only be an assigned leader, not an emergent one.

False (Some people are leaders because of their formal position in an organization, whereas others are leaders because of the way other group members respond to them. These two common forms of leadership are called assigned leadership and emergent leadership.)

In SLII, Style 2 is low directive and low supportive.

False (Style 2 is called coaching and is high directive and high supportive.)

In SLII, delegating is ineffective with subordinates who are very competent and committed.

False (Style 4 is called delegating and is low directive and low supportive.)

According to path-goal theory, when jobs are very complex, supportive leadership should be provided.

False (Supportive leadership consists of being friendly and approachable and attending to the well-being of subordinates.)

In the Leadership Grid, the 9, 9 type of leader prefers the middle ground, soft-pedals disagreement, and swallows convictions in the interest of progress.

False (The 9, 9 or team management style places a strong emphasis on both tasks and interpersonal relationships. It promotes a high degree of participation and teamwork and satisfies a basic need in employees to be involved and committed to their work.)

According to Blake and Mouton, the "authority-compliance manager" is highly concerned with people and has little concern for results.

False (The authority-compliance manager places heavy emphasis on task and job requirements and less emphasis on people, except to the extent that people are tools for getting the job done.)

The process definition of leadership states that certain individuals have inborn qualities that differentiate them from non-leaders.

False (The process viewpoint suggests that leadership is a phenomenon that resides in the context of the interactions between leaders and followers and makes leadership available to everyone.)

The research on leadership generally has found it to be a relatively simple process.

False (The research findings on leadership provide a picture of a process that is far more sophisticated and complex than the often-simplistic view presented in some of the popular books on leadership. Leadership is a complex process with multiple dimensions.)

The skills approach is not descriptive.

False (The skills approach is primarily descriptive. It describes leadership from a skills perspective.)

Motivation and personality fall within the competencies component of Mumford's skills model.

False (The skills model identifies four individual attributes that have an impact on leadership skills and knowledge: general cognitive ability, crystallized cognitive ability, motivation, and personality.)

"She is a natural leader" is a phrase commonly expressed by people who take a process perspective toward leadership.

False (The style approach emphasizes the behavior of the leader.)

The style approach is not heuristic.

False (The style approach is heuristic.)

Whereas the skills approach emphasizes the personality characteristics of the leader, the trait approach emphasizes the behavior of the leader.

False (The trait approach emphasizes that having a leader with a certain set of traits is crucial to having effective leadership. It is the leader and the leader's personality that is central to the leadership process.)

A major strength of the trait approach is that it is quite useful for training.

False (Trait theory focuses on innate or inborn characteristics in individuals rather than behaviors which can be learned.)

In his early studies, Stogdill found that leaders in one situation would almost always be leaders in another situation.

False (Traits that leaders possess must be relevant to situations in which the leader is functioning. Leaders in one situation may not necessarily be leaders in another situation.)

According to the Leadership Grid, opportunistic leaders rely primarily on the 5, 5 style of leadership.

False Opportunism refers to a leader who uses any combination of the basic five styles for the purpose of personal advancement.

Assisting group members in building cohesiveness is primarily a task behavior.

False Task behaviors facilitate goal accomplishment for group members.

Men and women are perceived as equally capable leaders in mixed-sex groups.

False (A study of 40 mixed-sex college groups found that women, while equally successful at leading the group to achieve its goal, were rated significantly lower on leadership and likability than men.)

Crystallized cognitive ability refers to one's innate intellectual ability or intelligence.

False (Crystallized cognitive ability is intellectual ability that is learned or acquired over time; it is the store of knowledge we acquire through experience. It grows over a lifetime, increasing our leadership potential through adulthood and does not diminish as people get older. )

Kotter argues that managerial and leadership functions are really quite similar.

False (The overriding function of management is to provide order and consistency to organizations, whereas the primary function of leadership is to produce change and movement.)

What does using the path-goal approach, expectancy theory suggest? (Select all that apply.)

Followers are motivated if they think completing a given task will result in a valuable payoff.

You are the leader of a small jazz band, comprised of four of your peers who have never been in a jazz group before. As the leader of the band, you have been very straightforward about how the band will function. You have clearly described each of the members' roles, and they are starting to catch on to how the group works. What style do you exhibit next?

Style 2

You are leader of a group project for a class. The other group members seem insecure about whether they can complete the project, but it is apparent that they are competent enough to do a good job. In prior meetings, you have been coaching them on the project. Based on SLII, which leadership style should you exhibit at the next meeting?

Style 3

You are president of a large corporation. At a typical monthly meeting, each of your vice presidents gives standard area reports. In the past, these reports have been good, and the VPs seem satisfied about their work. Based on SLII, which leadership style should you exhibit at the next meeting?

Style 4

Select the correct characteristics of the mature partnership phase.

Transformational relationships Mutual trust Respect Reciprocity

A criticism of transformational leadership is that it treats leadership as a personality trait.

True

A disadvantage of path-goal theory is that its approach could foster subordinate dependency.

True

A strength of the transformational model is its emphasis on followers' needs, values, and morals.

True

According to Bass, charisma is a necessary but not sufficient condition for transformational leadership.

True

According to Situational Leadership, D3 subordinates may be highly skilled but also lack commitment.

True

Based on results from later studies, Stogdill argued that personality and situational factors were both determinants of leadership.

True

Career experience is a strong influence on a leader's competencies.

True

Charismatic leadership is often described in ways that make it similar to, if not synonymous with, transformational leadership.

True

Charismatic leadership transforms followers' self-concepts and tries to link the identity of the followers to the collective identity of the organization.

True

Leaders who use coercion are generally more interested in their own goals than those of subordinates.

True (Coercion involves the use of force to effect change and means influencing others to do something against their will. Genuine leadership, on the other hand, involves influencing a group of individuals toward a common goal that all desire.)

Leadership occurs in both large and small groups.

True (Groups are the context in which leadership takes place. Leadership involves influencing a group of individuals who have a common purpose. This can be a small task group, a community group, or a large group encompassing an entire organization.)

Over 60 different leadership classification systems have been developed.

True (In the past 60 years, as many as 65 different classification systems have been developed to define the dimensions of leadership.)

A factor common to the leadership classification systems is the view of leadership as a process of influence.

True (Leadership is concerned with how the leader affects followers. Without influence, leadership does not exist.)

A boss, by definition, usually has position power over subordinates.

True (Position power is the power a person derives from a particular office or rank in a formal organizational system. It is the influence capacity a leader derives from having higher status than his or her followers.)

Emotional intelligence has to do with two different domains and the interplay between them. Those two domains are

affective and cognitive.

Which of the following are examples of positive communication behaviors that account for successful leader emergence?

being informed, initiating new ideas

Select all options that accurately complete this sentence: The need for directive leadership increases when employees

believe that outside circumstances control their lives.

Select the options that correctly complete this sentence: According to early LMX theory:

in-group members are chosen on the basis of compatibility with the leader. out-group members may not want to be in-group members. the out-group has less influence with the leader than does the in-group.

Which of the following is not a subordinate benefit of high LMX?

increased relational communication.

In the skills model, which of these is a general cognitive ability?

information processing

In the skills model, crystallized knowledge refers to which of the following?

intellectual ability acquired over time

Select all of the traits that are associated with effective leadership.

intelligence self-confidence sociability

Select all of the options that correctly complete this sentence: Researchers agree that leadership

is influenced by the situation.

Power that any elected official has is

legitimate.

Select all the options that best describe path-goal theory.

motivational theory

From which style does path-goal theory suggests that leaders should respond to autonomous group members with unstructured tasks?

participative style.

According to Blake and Mouton, which leadership style includes rewards and approval for people in return for their loyalty and obedience?

paternalism/maternalism

Select all of the options that correctly complete this sentence: The trait approach to leadership is appealing because

people have a need to see their leaders as gifted people. it has been in existence for over 100 years.

The primary functions of management are

planning, organizing, staffing, and controlling.

Select all the options that correctly complete this sentence: It is accurate to say that SLII is primarily

prescriptive.

Select all options that accurately describe what directive leadership does.

provides performance standards

Leaders' power to provide pay raises and promotions is

reward.

During the stranger phase of leadership making, how is it most accurate to describe roles? (Select all that apply.)

scripted

Select the behaviors that social intelligence includes.

self-monitoring appropriate public behavior

Select all of the options that correctly describe trait research.

shows that successful leaders tend to have certain identified traits. links traits to outcomes.

Which of the following presents a competency-based approach to leadership?

skills approach

Select all the items that measure performance outcome.

standard external criteria