Chapter 5

a. Contingency

1. When asked about leadership effectiveness, an executive said in part, "The length of the leash varies with different people. . . ." The executive's comments support the ____ perspective on leadership. a. Contingency b. Relationship-oriented c. Task-oriented d. Universal theory

a. high on directing and high on supporting behaviors.

16. The "coaching" style of leadership in the situational leadership model II is described as a. high on directing and high on supporting behaviors. b. high on directing and low on supporting behaviors. c. low on directing and low on supporting behaviors. d. low on directing and high on supporting behaviors.

b. situation.

5. A contingency leadership perspective is that the leader's behavior is profoundly influenced by the a. leader's personality. b. situation. c. leader's rank. d. leader's charisma.

a. Group participation

18. According to the normative decision model, leaders must choose a style that brings about the correct degree of ____ when making decisions. a. Group participation b. Group motivation c. Goal setting d. Job satisfaction

d. translate principles into practice.

24. A key part of evidence-based leadership or management is to a. keep a log of the mistakes of subordinates. b. justify asking for an increased budget. c. prove that your decision was the right one. d. translate principles into practice.

b. achieve high productivity and morale in a given situation.

10. The general thrust of path-goal theory is to specify what the leader must do to a. make a directive style of leadership acceptable. b. achieve high productivity and morale in a given situation. c. improve the work attitudes of group members. d. make the situation more favorable.

d. the task is unclear.

11. In path-goal theory, the directive leader improves morale when a. group members perform repetitive tasks. b. group members are highly motivated. c. the task is clear. d. the task is unclear.

b. well-motivated employees who perform nonrepetitive tasks.

12. In path-goal theory, the participative leader is best suited for improving the morale of a. well-motivated employees who perform repetitive tasks. b. well-motivated employees who perform nonrepetitive tasks. c. poorly-motivated employees who perform repetitive tasks. d. poorly-motivated employees who perform nonrepetitive tasks.

d. reduce frustrating barriers to reaching goals.

13. A suggestion to the leader based on path-goal theory is for the leader to a. give people careful instructions, even when they can perform the task well. b. encourage group members to provide their own structure. c. purposely make ambiguous the path between goal attainment and receiving a reward. d. reduce frustrating barriers to reaching goals.

a. characteristics of group members.

14. The situational leadership model II emphasizes contingency factors relating to a. characteristics of group members. b. characteristics of the organizational climate. c. the attitudes of the leader. d. the skills of the leader.

c. on a given task.

15. According to the situational model II, effective leaders manage their relationship with a subordinate a. in relation to the subordinate's job level. b. based on the subordinate's mood. c. on a given task. d. in relation to a particular level of motivation.

d. having some competence but are low in commitment.

17. According to the situational leadership model II, the directing style is the most effective when team members are a. low in competence but high on commitment. b. at the highest level of commitment and competence. c. growing in competence but with variable commitment. d. having some competence but are low in commitment.

d. problem attributes.

19. The contingency factors in the normative decision model are a. commitment requirements. b. decision-making styles. c. characteristics of the leader. d. problem attributes.

b. make their behavior contingent upon situational forces.

2. The contingency approach to leadership explains that leaders are most effective when they a. plan for emergencies before they occur. b. make their behavior contingent upon situational forces. c. follow universal managerial principles when faced with contingencies. d. create backup plans to deal with human resources problems.

c. relies more on the group to make decisions.

20. According to the normative decision model, when group development is a high priority, the leader a. emphasizes decision significance. b. becomes less concerned with group commitment. c. relies more on the group to make decisions. d. relies more on himself or herself to make decisions.

a. Lead with compassion.

21. Which one of the following is the most recommended approach to leadership during a crisis? a. Lead with compassion. b. Rely heavily on consensus leadership. c. Move group members away from their usual work routine. d. Choose a circle-the-wagons mentality.

b. Be a transactional leader.

22. Which one of the following is the least recommended approach to leadership during a crisis? a. Reestablish the usual work routine. b. Be a transactional leader. c. Lead with compassion. d. Be decisive.

d. prevent a crisis.

23. The general purpose of disaster planning is to a. deal effectively with a crisis. b. practice transformational leadership skills. c. minimize leadership liability for a crisis. d. prevent a crisis.

a. uses leadership practices proven to be effective.

25. Plant manager Kristina practices evidence-based leadership when she a. uses leadership practices proven to be effective. b. carefully documents poor performance. c. asks group members to justify their claims. d. maintains a log of her interactions with group members.

d. Contingency approach

26. Adapting to changing times is the most important for which approach to leadership? a. Leadership Grid b. Charismatic c. Trait approach d. Contingency approach

d. discards old ideas that no longer fit the circumstances.

3. Baxter, a chief operating officer, practices contingency leadership when he a. warns workers in advance about potential punishments. b. maintains an optimistic, positive attitude. c. challenges the use of new technologies. d. discards old ideas that no longer fit the circumstances.

a. forces in the situation are more important that the leader's personal characteristics.

4. Contingency leadership theorists believe that in terms of shaping the leader's behavior, a. forces in the situation are more important that the leader's personal characteristics. b. the leader's characteristics are more important than forces in the leadership situation. c. the leadership situation has a negligible influence. d. the leader's personal characteristics have a negligible influence.

b. leader-member relations.

6. In Fiedler's contingency theory, the most important dimension of the situation for determining situational control is a. position power. b. leader-member relations. c. personal power. d. task structure.

d. the situation in which a leader works.

7. The general point of Fiedler's contingency theory of leadership is that the best style of leadership is determined by a. the leader's personality. b. how well the leader gets along with group members. c. a balance of task and relationship factors. d. the situation in which a leader works.

c. increasing his or her position power.

8. Following Fiedler's contingency model, a leader can increase situational control by a. decreasing the task structure for group members. b. creating conflict between himself or herself and group members. c. increasing his or her position power. d. increasing the demands on group members.

c. complement subordinates' environment and abilities.

9. Division manager Pedro believes strongly in the path-goal theory of leadership, so he engages in behaviors that a. have a high probability of winning. b. set quite high goals for all subordinates. c. complement subordinates' environment and abilities. d. follow a logical path.