HROB CHAPTER 9

Which of the following is true of the two basic kinds of leadership behaviors—initiating structure and consideration behavior? An initiating structure is directly related to employee welfare. A consideration behavior is more strongly related to high productivity. An initiating structure comprises relationship-oriented behaviors. A consideration behavior is characterized by listening and asking for input.

A consideration behavior is characterized by listening and asking for input.

Which of the following is a difference between conventional and sustainable approaches to explaining leadership behavior? A conventional approach tends to focus on behaviors that are visible to followers, while a sustainable approach includes behaviors that are invisible to followers. A conventional approach emphasizes socioemotional factors, while a sustainable approach ignores socioemotional factor. A conventional approach consists of an independent aspect of infrastructural behavior, while a sustainable approach comprises initiating structure behaviors exclusively. A conventional approach shuns the idea of consideration behaviors in leadership, while a sustainable approach embraces it.

A conventional approach tends to focus on behaviors that are visible to followers, while a sustainable approach includes behaviors that are invisible to followers.

Which of the following Situational Leadership II leadership styles is appropriate to employ when organizational members lack technical knowledge yet are enthusiastically committed to learning? Correct! A directing style A coaching style A supporting style A delegating style

A directing style

Which of the following examples typically illustrates the visible aspect of socioemotional behavior? A leader organizing a training session A leader empathizing with his follower A leader assigning tasks to his followers A leader clarifying the roles of his follower

A leader empathizing with his follower

Which of the following leadership styles tends to result in adequate organizational performance but falls short of producing high levels of commitment or achievement? An impoverished style A team style A middle-of-the-road-management style A consideration style

A middle-of-the-road-management style

Which of the following styles of leaderships affirms an employee's confidence and encourages more independence? A coaching style A supporting style A directing style A delegating style

A supporting style

Which of the following styles of leadership behavior tends to yield both high levels of productivity and feelings of commitment and trust? An impoverished style A team style An initiating structure style A directive style

A team style

_____ typically occurs when leaders set clear and challenging goals for employees, showing confidence in their abilities and the expectation that they can perform at high levels. Participative leadership Production-centered leadership Anchoring leadership Achievement-oriented leadership

Achievement-oriented leadership

Which of the following styles of sustainable leadership is appropriate to use when the need for support and direction is low? An equipping style An engaging style A supporting style An empowering style

An empowering style

Which of the following styles of sustainable leadership is appropriate to use when the need for support and direction is high? An equipping style An engaging style A supporting style An empowering style

An equipping style

Which of the following is a consideration behavior? Being directive Being task oriented Being relationship oriented Being production centered

Being relationship oriented

Which of the following leadership behaviors refers to a category of leadership behaviors that are supportive, relationship oriented, and employee centered? Instructive Consideration Directive Orientation

Consideration

Which of the following streams of leadership research examined the impact of different leadership styles based on the situations? Contingency theories Integrative models Directive theories Associated models

Contingency theories

According to Robert House's leadership styles, which of the following is similar to the initiating structure leadership style? Supportive leadership Directive leadership Participative leadership Relationship-oriented leadership

Directive leadership

According to Robert House's leadership styles, which of the following styles of leadership is advisable when job assignments are unclear and followers need to know how the reward structures work? Relationship-oriented leadership Supportive leadership Employee-centered leadership Directive leadership

Directive leadership

Which of the following styles of sustainable leadership corresponds to the conventional leading style of delegating? Directing Coaching Engaging Empowering

Empowering

_____ is based on the premise that effective leadership depends on a match between leadership style and situational demands. Max Weber's bureaucratic theory Robert House's path-goal theory of leadership Frederick Taylor's scientific management theory Fiedler's contingency theory of leadership

Fiedler's contingency theory of leadership

Which of the following is a difference between Fiedler's contingency theory of leadership and Robert House's path-goal theory? Fred Fiedler's contingency theory states that leadership style should fit the needs of a situation, while Robert House's path-goal theory assumes that a leader's style is predominantly task oriented. Fred Fiedler's contingency theory asserts that leaders cannot change their behavior, while Robert House's path-goal theory assumes that leaders are flexible. Fred Fiedler's contingency theory states that leadership styles are altered based on situations, while Robert House's path-goal theory reiterates that one leadership style suits all situations. Fred Fiedler's contingency theory focuses on situational demands, while Robert House's path-goal theory identifies power structures that exist within an organization.

Fred Fiedler's contingency theory asserts that leaders cannot change their behavior, while Robert House's path-goal theory assumes that leaders are flexible.

Which of the following aspects of the sustainable approach is akin to the conventional idea of initiating structure? Infrastructural behavior Information exchange Socioemotional behavior Servant leadership

Infrastructural behavior

According to the leader-member exchange theory, which of the following is an indicator of low-quality relationships? Inclusion Infrequent interactions Mutual trust Shared interests

Infrequent interactions

Which of the following is true of a delegating style of leadership? It is appropriate when organizational members have the competence but not the confidence necessary to perform a job. It is a low-direction style of leadership. It is appropriate when organizational members lack technical knowledge, and their motivation or commitment is waning. It is a high-support style of leadership.

It is a low-direction style of leadership.

Which of the following best defines servant leadership? It refers to a behavioral style that is characterized by oppressive policies. It refers to a leadership approach where leaders work based on a rulebook. It is an alternative approach to laissez-faire leadership without a controlling body. It is an active approach to leadership that promotes the interests of others.

It is an active approach to leadership that promotes the interests of others.

According to the leadership grid developed by Robert Blake and Jane Mouton, which of the following is true of an impoverished style of leadership behavior? It is characterized by a high concern for initiating structure. It is characterized by a lack of engagement leading to low productivity. It is evident in leaders who use a directive approach toward their followers. It is useful in creating a trusting work environment.

It is characterized by a lack of engagement leading to low productivity.

Which of the following is true of servant leadership? It is advantageous for leaders who seek to maintain a status quo. It is essentially invisible to followers. It has a negative effect on the least privileged in the society. It lacks focus on personal development of others.

It is essentially invisible to followers.

Which of the following does the position power contingency of Fiedler's contingency theory of leadership explore? It explores whether or not followers have trust or respect for their leader. It identifies the dynamics of leader-member relationship and the status quo that exists. It explores whether or not followers are talented enough to match with a leader's traits. It looks at whether a leader has the power to reward and punish employees.

It looks at whether a leader has the power to reward and punish employees.

Which of the following factors in Blanchard's Situational Leadership II model differentiates it from the original situational leadership model? It focuses on the ability of followers to perform required tasks. It stresses the importance of the degree of willingness of employees. It speaks about the developmental level of employees. It stresses about the readiness of employees to take up required tasks.

It speaks about the developmental level of employees.

Which of the following is true of Robert House's path-goal theory? It states that a leader's behavior is considered acceptable to a follower to the degree that it satisfies a follower's needs. It is based on the assumption that a leader's style is predominantly fixed and not subject to change. It highlights the impact of how situational factors cannot alter leadership effectiveness. It suggests that a leader will need to seek out or be assigned to positions that fit his or her inherent style.

It states that a leader's behavior is considered acceptable to a follower to the degree that it satisfies a follower's needs.

Which of the following is true of the Leader-Member exchange theory? It is a typical example of a contingency theory. It emphasizes that leadership styles should fit the needs of a situation. Leader-member measure is equivalent to the quantity of exchanges between a leader and follower. Leader-member relationships can eventually evolve into in groups and out groups.

Leader-member relationships can eventually evolve into in groups and out groups.

____ is evident when leaders consult with employees about decisions and engage them in a workplace setting to encourage group discussion and hear suggestions. Participative leadership Bureaucratic leadership Task-oriented leadership Directive leadership

Participative leadership

Usage of which of the following approaches distinguishes the behaviors of sustainable leaders from those of their conventional counterparts? Initiating structure leadership Bureaucratic leadership Servant leadership Task based leadership

Servant leadership

Which of the following aspects of the sustainable approach is akin to the conventional idea of consideration? Servant leadership Infrastructural performance Information exchange Socioemotional behavior

Socioemotional behavior

_____ says that characteristics of a task and work environment may substitute for, neutralize, or enhance leadership behavior. Neutralization theory of delinquency Laissez-faire theory of leadership The Great Man theory of leadership Substitutes-for-leadership theory

Substitutes-for-leadership theory

According to the path-goal theory, which of the following styles of leadership is similar to consideration leadership behavior? Impoverished leadership Supportive leadership Task-oriented leadership Directive leadership

Supportive leadership

According to Fiedler's contingency theory of leadership, which of the following contingencies looks at whether the followers know what needs to be accomplished and how to go about doing it? Leader-member relations Position power Task structure Initiation power

Task structure

Which of the following is a limitation of situational leadership models? They lack an intuitive appeal in comparison to cognitive theories. They fail to focus on characteristics of followers in determining leadership behavior. They are less popular and therefore less commonly used. They fail to account for factors that affect a situation other than competence and commitment.

They fail to account for factors that affect a situation other

Which of the following is true of Level 5 leaders as described by Jim Collins? They have confidence in the capability of the members of their organization. They attribute their success and failures to their own decisions rather than others'. They draw confidence from the power of working individually to solve problems. They prefer directive styles and therefore shun the potential for collaboration.

They have confidence in the capability of the members of their organization.

Which of the following is a goal of the sustainable leadership style of empowering? To enhance productivity To develop group capability To facilitate responsiveness To enhance meaning

To facilitate responsiveness

In which of the following situations is a coaching style of leadership most appropriate? When a new employee endures a long training period and begins to lose interest in a job When an existing employee has acquired a lot of experience and loyalty When an employee has the technical skills but does not have the confidence needed to take on responsibilities When a new employee with high levels of commitment has joined the organization

When a new employee endures a long training period and begins to lose interest in a job

A leadership behavioral style that exhibits high concern for people and a low concern for production is known as a _____. task management style directive style team style country club style

country club style

A _____ leadership style is appropriate when organizational members have the appropriate job-related competence and are highly committed to perform independently. delegating supporting coaching directing

delegating

Based on Robert House's leadership styles, _____ occurs when a leader tells employees exactly what is expected of them by giving guidance, setting goals, and scheduling work. supportive leadership participative leadership directive leadership suggestive leadership

directive leadership

The goal of contingency theories is to: identify factors that increase bureaucratization in order to ensure that a leader follows a rulebook and exercises authority. identify key situational factors that help best determine which leader behaviors best meet organizational goals under different conditions. introduce systematic processes and methodological hierarchies to maintain order and maximize productivity. introduce synthesized workflows to enable labor distribution and ensure increased efficiency.

identify key situational factors that help best determine which leader behaviors best meet organizational goals under different conditions.

The situational leadership II model suggests that: leaders need to change their style over time according to how their followers develop. leaders need to orient themselves toward task-oriented style irrespective of the situation. leaders are expected to acquire expertise in relation to specific tasks that they undertake. leaders are expected to have a fixed leadership style so that followers can emulate them.

leaders need to change their style over time according to how their followers develop. leaders

A(n) _____ style of leadership exhibits both relational and task behaviors in either an insufficient or an underdeveloped manner. directive consideration initiating structure middle-of-the-road-management

middle-of-the-road-management

The sustainable style of enabling is different from conventional directing in that the sustainable style is: predominantly involved in making immediate improvements in productivity. mainly used when the need for direction is low. primarily concerned with having others learn the necessary skills for long-term performance. primarily used when the need for support is high.

primarily concerned with having others learn the necessary skills for long-term performance.

A _____ leadership style is appropriate when organizational members have the competence but not the confidence necessary to perform a task. delegating directing coaching supporting

supporting