Management Chapter 12 T/F
A laissez-faire style of leadership leads to more positive attitudes and higher performance.
False
A manager using expert power may implement an absenteeism policy that administers disciplinary actions to offending employees.
False
According to Fiedler's contingency model of leadership effectiveness, effectiveness depends on two factors: the personal style of the leader and the loyalty of the followers.
False
According to Path-Goal Theory, for highly authoritarian people, a participative leadership style is more appropriate.
False
All five sources of power are potentially important, but of course those bosses who have high legitimate power get the best performance from their employees.
False
An outstanding leader needs good strategic substance but does not need interpersonal skills.
False
As long as leaders know what they want, others do not need to understand what that is.
False
Autocratic leadership solicits input from others.
False
Behavior that provides guidance, support and corrective feedback for the day-to-day activities of work unit members is strategic leadership.
False
Effective managers are always true leaders.
False
Group maintenance behaviors improve leader job performance as well as group and organizational performance.
False
It is best if leadership resides in one or two superstars at the top.
False
Job maturity refers to the length of time the employee has been employed with the organization.
False
Lateral leaders focus on solving problems with subordinates.
False
Level 5 leadership is a combination of strong professional will and intense personal pride.
False
Organizations only need people at the top to be leaders.
False
Organizations place people in formal leadership roles so that these leaders will achieve their personal goals.
False
People want their leaders to achieve their goals for them.
False
The behavioral approach is the oldest leadership perspective; it focuses on the personal characteristics that great leaders share.
False
The best leaders challenge the process and create change.
False
The most effective leadership development experiences have three components: assessment, challenge and control.
False
Transactional leadership approaches may be more effective for collectivists than for individualists.
False
Visions can be very small or very large, but can only exist at the highest organizational levels.
False
A leader is one who influences others to attain goals.
True
A leader with referent power has personal characteristics that appeal to others; and they comply because of admiration or a desire for approval.
True
A mental image of a possible and desirable future state of the organization is called vision.
True
A servant-leader serves others' needs while strengthening the organization.
True
A very comprehensive and useful situational model of leadership effectiveness, one that examines characteristics of followers and environmental factors in choosing a leadership style, is path-goal theory.
True
According to proponents of the situational approach to leadership, universally-important traits and behaviors do not exist.
True
According to the behavior approach, the three categories of leadership behavior are task performance, group maintenance and employee participation in decision making.
True
Authentic leadership is a style in which the leader is true to himself or herself while leading.
True
Being a good leader includes taking reasonable risks.
True
Bridge leaders are those who leave their cultures for a significant period of time.
True
Charisma can be used positively or negatively.
True
Charisma contributes to transformational leadership.
True
Effective followers hold performance standards that are higher than required.
True
Fiedler's contingency model of leadership takes a situational approach to leadership.
True
Good followers help produce good leaders.
True
Hersey and Blanchard's situational theory takes a situational approach to the maturity of followers.
True
Leaders serve people best when they help others become better contributors to organizations.
True
Leadership involves unique processes that are distinguishable from basic management processes.
True
One of the traditional approaches to leadership suggests that there are situations in which leadership is unnecessary or has little impact, and other environmental factors may act in its place.
True
Path-goal theory suggests that one of the functions of the leader is to reduce frustrating barriers to goal attainment.
True
Power is central to effective leadership.
True
Pseudo-transformational leaders are leaders who talk about positive change but allow their self-interest to take precedence over followers' needs.
True
Psychological maturity includes an employee's self-confidence and self-respect.
True
Strategic leadership refers to behaviors that give purpose and meaning to an organization.
True
The Vroom model emphasizes the participative dimension of leadership: how leaders go about making decisions.
True
The behavioral approach to leadership attempts to identify what good leaders do.
True
The best leaders show people their appreciation and motivate people in positive ways.
True
The best visions are both ideal and unique.
True
The democratic style of leadership results in the most positive attitudes, whereas an autocratic approach resulted in somewhat higher performance.
True
The end result of using the Fiedler's Contingency Model of Leadership Effectiveness is reaching one of 14 possible endpoints that states which of five decision styles is most appropriate.
True
The focus of LMX theory is primarily on the leader behaviors which are historically considered group maintenance.
True
The leadership grid plots the leader's concern for people against the leader's concern for production.
True
The most important characteristic of a follower may be the willingness to tell the truth.
True
The one personal skill that may be the most important to leadership success is the ability to perceive the needs and goals of others and to adjust the leadership approach accordingly.
True
The trait approach assumes the existence of a leadership personality and assumes that leaders are born, not made.
True
Today, having a vision for the future and communicating that vision to others are known to be essential components of great leadership.
True
Visions can be inappropriate and even fail.
True
