HRM OB Chapter 8

Contingent reward leaders engage in __________ activities. five two six three four

five

Additional traits focused on by the trait theory are rigidity and creativity. True False

False

Charismatic leaders inspire their followers to fulfill their own needs and goals. True False

False

Effective leaders tend to be concerned with "doing things right." True False

False

___________ leadership is similar to authentic leadership. Autocratic Directive Supportive Servant Democratic

Servant

A manager may want to use more transactional leadership behaviors and fewer transformational leadership behaviors in situations where the work environment is very stable and change rarely occurs. True False

True

In the Arabic cluster countries, the ideal leader is expected to have a great deal of power. True False

True

The structural-cultural model of leader behavior argues that women often develop leadership styles different from men because of expectations based on stereotypes and cultural norms. True False

True

Transformational leaders display all of the choices are correct. charisma. none of the choices is correct intellectual stimulation. individual consideration of the followers.

all of the choices are correct

All of the following are core leadership traits EXCEPT drive. integrity. leadership motivation. cognitive ability. compassion.

compassion

According to the Ohio State University studies of leadership behavior, leaders who initiate structure emphasize goals and deadlines. allow employees to participate in decision making. establish ill-defined patterns of organization. both emphasize goals and deadlines and establish ill-defined patterns of organization. none of the choices is correct.

emphasize goals and deadlines.

Basketball coach Phil Jackson uses a _________ leadership style. flexible transactional democratic autocratic directive

flexible

All of the following are important leadership traits EXCEPT drive. introversion. integrity. self-confidence. cognitive ability.

introversion

The University of Michigan studies of leadership behavior can be defined along ____________ and ____________ leadership styles. job-centered; employee centered directive; achievement-oriented job-centered; directive job-centered; achievement-oriented employee centered; achievement-oriented

job-centered; employee centered

Leader-member relations correspond to the degree to which a leader is empowered. aware. respected. motivated. all of the choices are correct.

respected

Research on servant leadership has been unreliable. supported. mixed. scant. prolific.

scant

The ______________ model suggests that women and men behave differently as leaders due to societal expectations. structural-cultural gender sexism socialization none of the choices is correct

structural-cultural

Ursula Burns, Chairwoman and CEO of Xerox, tailors her leadership to the circumstances. none of the choices is correct the style of his predecessor. the style of other coaches. the stadiums style.

the circumstances

Leaders who show consideration emphasize goals and performance expectations. True False

False

The University of Michigan studies focused on two types of leader behavior: motivation-centered and job-centered. True False

False

__________ theory was developed by Martin Evans and Robert House. The Transformational The LMX The Transactional The Path-Goal The Contingency

The Path-Goal

All of the following are examples of an Anglo Cluster country, EXCEPT United States. England. Germany. South Africa. Canada.

Germany

_________ is the degree to which a leader can reward and punish. Reward power Distinguishable Power Relevant Power Punishment Power Position power

Position power

Fiedler's contingency theory of leadership effectiveness measures situational favorableness along three situational characteristics. Which of the following is NOT a situational characteristic suggested by Fiedler's contingency theory of leadership effectiveness? Leader-member relations. Subordinate personality. Task structure. Position power.

Subordinate personality

Fred Fiedler developed The Contingency Theory of Leadership. The Transformational Theory of Leadership. The Transactional Theory of Leadership. The Path-Goal Theory. The Charismatic Theory of Leadership.

The Contingency Theory of Leadership

According to the findings from the GLOBE project, it seems charismatic leadership is viewed as effective and desirable across all cultures. True False

True

Transformational leaders display charisma, intellectually stimulate their subordinates, and motivate followers to do more than expected. True False

True

Leadership is the process of providing direction and influencing individuals or groups to build products. gain market share. achieve goals. learn new skills.

achieve goals

Leaders provide direction. influence others. provide information. resolve conflicts. all of the choices are correct.

all of the choices are correct

According to the path-goal leadership theory, a successful leader would enhance employee's expectancies. be task-oriented. enhance employees' outcomes valences. all of the choices are correct. both enhance employee's expectancies and enhance employees' outcome valences.

both enhance employee's expectancies and enhance employees' outcome valences

Directive leadership and achievement-oriented leadership are related to the earlier concepts of job-centered style and initiating structure. cognition. none of the choices is correct motivation. reflection.

initiating structure

One model discussed in the textbook posits that male and female leaders may behave differently because of philosophical differences about leadership goals. none of the choices is correct differences of opinion about leadership techniques. lack of power. physiological differences.

lack of power

Esteem for the Least Preferred Co-worker (LPC) questionnaire measures attitude towards a bad co-worker. leadership styles. self-esteem of a co-worker. team orientation. leadership traits.

leadership styles

Fred Fiedler explains that leaders' behaviors are based on their technical skills. their social skills. their motivational needs. their backgrounds.

their motivational needs