MGMT 447 exam 2
Intuitive people (N): a. rely on less direct perceptions. b. like certainty. c. gain energy from being around others. d. absorb information through the five senses.
A
A task-oriented leader performs better in situations of intermediate favorability because human relations skills are important for high group performance.
False
According to the path-goal theory, the follower increases leader motivation by clarifying the path to rewards and increasing values and desires.
False
Directing tasks, planning, and ruling with an iron hand is a "consideration" style.
False
In the Hersey and Blanchard model, the telling style is based on high concern for both relationships and tasks.
False
Most leaders score consistently high on all of the Big Five dimensions.
False
The four leadership classifications of the Fiedler model include supportive, directive, participative, and achievement-oriented.
False
Values cannot change throughout life because they are not learned.
False
Path clarification means that the leader works with subordinates to identify the behaviors needed to accomplish tasks.
True
People's awareness of their preferences, training, and life experiences can cause them to change their preferences over time
True
Physical separation of leader and subordinate neutralizes leadership styles.
True
Recent research has shown that substitutes for leadership can be designed in organizations.
True
Researchers contend that some traits are essential to leadership: self- confidence, honesty, integrity, and drive.
True
The Big Five personality dimensions include extroversion, agreeableness, conscientiousness, emotional stability, and openness to experience.
True
The Great Man approach sought to identify the traits leaders possessed that distinguished them from people who were not leaders.
True
The Myers-Briggs Type Indicator uses four different pairs of attributes such as introversion versus extroversion.
True
The University of Michigan studies showed that goal emphasis, work facilitation, support, and interaction facilitation can be performed by subordinates.
True
The Vroom-Jago Contingency Model has five levels of subordinate participation in decision making, ranging from highly autocratic to highly democratic.
True
The collection of attitudes a leader has about himself is called self-concept.
True
The leadership continuum model implies that a participative leadership can be used when subordinates are able to learn decision-making readily.
True
The major impact of Fiedler's model may have been to stir other researchers to consider situational factors more seriously.
True
There is not one best way of leadership. Contingency means "it depends."
True
To use Fiedler's contingency theory, a leader should know if he has a relationship- or task-oriented style.
True
____________________ is a contingency models that focuses on varying degrees of participative leadership, and how each level of participation influences quality and accountability of decisions.
Vroom-Jago contingency model
____________________ are beliefs about the kind of goals or outcomes that are worth trying to pursue.
end values
Leaders who are drawn to new opportunities, are action oriented, and try to influence their teams toward creativity are:
entrepreneurial leaders
"Management by wandering around" means that employees speak directly to leaders in their offices.
false
A democratic leader is one who tries to centralize authority and derive power from position
false
An open communication climate runs according to the traditional flow of selective information downward from the supervisor to the subordinate.
false
Communicating in a crisis is not the leader's job if there is a public relations department in the company.
false
Leader-member exchange research emphasizes that all employees should be managed in the same manner
false
People should wait for an annual review to know how they're doing or how they can improve.
false
The Leadership Continuum is a theory based on the notion that a leader develops a unique relationship with each subordinate or group.
false
The Leadership Grid shows that team management is the least effective style.
false
The trait approach says that anyone with the appropriate behavior can be a good leader.
false
Viewing the leader realistically includes:
giving up idealized images
The skill of grasping and interpreting a message's genuine meaning is called ____________________
listening
____________________ defines whether a person places primary responsibility for what happens to him within himself or on outside forces.
locus point of control
One example of informal communication is:
management by wandering around
A(n) ____________________ is a situational characteristic that counteracts the leadership style and Prevents the leader from displaying certain behaviors
neutralizer
The essence of the Hersey and Blanchard's situational theory is to select a style that is appropriate for the ____________________ level of each subordinate.
readiness
In Fiedler's theory, a(n) ____________________ is concerned with people.
relationship-oriented leader
Effective feedback describes all EXCEPT:
the nature of the leader-follower relationship
The assumption that people are basically laze and motivated to work and that they have a natural tendency to avoid responsibility is called ____________________.
theory X
In the Leadership Grid, the term Country Club Management refers to:
thoughtful attention to the needs of people for satisfying relationships
The most important part of a leader's job in a crisis situation is:
to absorb peoples fears and uncertainties
The leader-member exchange explores all EXCEPT:
traits
A person with an external locus of control believes he is the "master of his own fate."
False
A substitute counteracts the leadership style and prevents the leader from displaying certain behaviors.
False
According to Fiedler, in situations of "High-Task Low-Relationship", the leader's style should be the: a. authoritative style. b. delegating style. c. achievement style. d. supportive style.
A
According to the LPC scale, if the leader describes the least preferred coworker using positive concepts: a. the leader is relationship-oriented. b. the leader is task-oriented. c. the leader places greater value on tasks. d. the leader is extroverted.
A
Based on limited MBTI research, the two preferences in that seem to be most strongly associated with leadership are: a. thinking and judging. b. extroversion and feeling. c. intuition and perceiving. d. sensing and thinking.
A
Behavioral scientists consider attitudes to have all the following components EXCEPT: a. vision. b. cognitions (thoughts). c. behavior. d. affect (feelings).
A
Craft workers and professionals want more freedom and autonomy and work best: a. under a participative leadership style. b. under a directive leadership style. c. under a selling leadership style. d. under a task-oriented style.
A
Four quadrants of the brain are related to different thinking styles. This model is called: a. the whole brain concept b. Theory X and Theory Y. c. The path-goal theory. d. The Myers-Briggs Type Indicator.
A
Hersey and Blanchard's Situational Theory focuses on: a. the characteristics of followers as an important element of the situation. b. the readiness of the leader. c. the characteristics of the leader. d. whether the situation is favorable or unfavorable to the leader.
A
Hersey and Blanchard's model, the delegating style can be effective: a. when followers have very high levels of education, experience, and readiness. b. when followers lack experience and education. c. when followers have poor ability and skills. d. when followers are at a moderate readiness level.
A
In Fiedler's model, leadership style was measured with a questionnaire known as: a. the least preferred coworker (LPC) scale. b. leader participation styles. c. neutralizers. d. the leadership grid.
A
Security, a comfortable life, and good health are examples of: a. end values or terminal values. b. feelings. c. attitudes. d. instrumental values.
A
Task-oriented and people-oriented leadership is substituted by: a. professional education and socialization. b. teams. c. computer training. d. low levels of readiness.
A
Entrepreneurship is the process of:
ALL OF THESE CHOICES
A Theory Y leader believes all EXCEPT: a. subordinates enjoy work. b. subordinates are lazy and dislike work. c. subordinates seek responsibility. d. subordinates will exercise creativity and imagination.
B
A person with an overall positive self-concept has: a. low self-esteem. b. high self-esteem. c. intuition. d. end values.
B
According to the Hermann's "whole brain" concept: a. leaders cannot learn to rely on all four quadrants of the brain. b. leaders can learn to rely on all four quadrants of the brain. c. the situation is the most important factor in decision making. d. self-concept is the most important factor in decision making.
B
According to the path-goal model, a subordinate who lacks self-confidence would respond best to: a. directive leadership behavior to clarify the path to reward. b. supportive leadership behavior to increase confidence. c. achievement-oriented leadership to set high goals. d. participative leadership to clarify the follower's needs
B
If group cohesiveness meets employee social needs, the leader can concentrate on task-oriented behaviors. This shows all EXCEPT: a. the leader should adopt a style to complement the organization. b. the character traits of the leader are very important. c. a leader can evaluate the situation and avoid leadership overkill. d. the leader can ensure that both task and people needs are being met.
B
Personal values affect how leaders perceive all EXCEPT: a. situations. b. authoritarianism. c. problems. d. opportunities.
B
The Reserve Officers' Training Corps (ROTC) involves the concepts of motivation, responsibility, and the creation of a team in which decision making is expected of everyone. This is an example of: a. participative leadership. b. achievement-oriented leadership. c. the delegating style. d. neutralizers.
B
The path-goal theory includes all EXCEPT: a. clarifying the follower's path to the rewards that are available. b. determining whether the situation is favorable or unfavorable to the leader. c. increasing the rewards that follower values and desires. d. working with subordinates to identify behaviors for task accomplishment.
B
A leader who shared ideas with followers and facilitates decision making is using Hersey and Blanchard's ____. a. telling style b. selling style c. participating style d. delegating style
C
All of the following statements describe directive leadership EXCEPT: a. Directive leadership is similar to the initiating structure. b. Directive leadership tells subordinates exactly what to do. c. Directive leadership shows concern for subordinates' wellbeing and personal needs. d. Directive leadership includes planning.
C
Assumptions of Theory Y include: a. Most people must be threatened with punishment to get them to put forth effort. b. The average human being prefers to be directed. c. A person exercises self-direction in the service of objectives to which he or she is committed. d. The average human being will avoid work if possible.
C
By understanding their MBTI type, leaders can learn to: a. select workers with certain traits. b. avoid the fundamental attribution error. c. maximize their strengths and minimize their weaknesses. d. use Theory X.
C
Carl Jung believed that differences in individual behavior resulted from: a. preferences in how we go about gathering information. b. preferences in how we evaluate information for solving problems. c. both preferences in how we go about gathering information and preferences in how we evaluate information for solving problems. d. preferences in how we use perceptual distortion.
C
Highly educated, profession subordinates who know their tasks do not need a leader. This is an example of: a. path-goal theory. b. the readiness level of subordinates. c. a substitute for leadership. d. participative leadership.
C
In the contingency approaches, all the situational variables are important to leadership style EXCEPT: a. task. b. structure. c. culture. d. environment.
C
In today's multigenerational workplace, with people of widely different ages and readiness levels working side-by-side, many leaders find that they have to use: a. the telling style. b. the selling style. c. multiple styles. d. the delegating style.
C
Quadrant A is associated with: a. conceptualizing. b. interpersonal relationships. c. logical thinking. d. planning.
C
Recent studies have examined how substitutes (the situation) can be designed: a. to have less impact than leader behaviors on outcomes. b. to have the same impact as leader behaviors on outcomes. c. to have more impact than leader behaviors on outcomes. d. to have no impact on outcomes.
C
Research indicates that leaders in the real world are about equally divided: a. between internals and externals. b. between Quadrant A and Quadrant D thinkers. c. between extraverts and introverts. d. between Theory X and Theory Y behavior.
C
Researchers found that CEOs in turnaround situations—where companies must improve results quickly: a. relationship skills were more valuable leader qualities. b. teamwork was the most valuable leader quality. c. task-focused characteristics were more valuable leader qualities. d. analytical skills were not valuable leader qualities.
C
The Myers-Briggs Type Indicator (MBTI): a. expresses the belief that workers dislike their jobs. b. suggests that leaders have specific traits. c. is a personality test that measures how individuals solve problems. d. determines whether a situation is favorable or unfavorable.
C
The degree of participation in the Vroom-Jago model depends on responses to eight questions which include all EXCEPT: a. How significant is the decision for the project or organization? b. What is the level of expertise in relation to the problem? c. How will the shareholders view this decision? d. How important is the subordinate commitment to the decision?
C
The diagnostic questions in the Vroom-Jago coningency model include all EXCEPT: a. How significant is this decision for the project or organization? b. How skilled and committed are group members to working together as a team to solve problems? c. What decision-making style does the leader use? d. How important is subordinate commitment to carrying out the decision?
C
When the perceiver develops an overall impression of a person or situation based on one characteristic, ____ occurs. a. projection b. perceptual defense c. the halo effect d. external attribution
C
Trait research has identified all of the following categories as essential to leadership EXCEPT:
CULTURE
A person with an internal locus of control: a. believes that luck is the key to success. b. feels that there is little control over events. c. places primary responsibility on outside forces. d. believes they are "masters of their own fate."
D
A trait that is closely related to authoritarianism is: a. theory y. b. agreeableness. c. charisma. d. dogmatism.
D
Contingency approaches can best be described as: a. leadership styles that seek to delineate the characteristics of situations. b. leadership styles appropriate for one situation which may not work in another. c. leadership traits or behaviors that can improve performance in all situations. d. both leadership styles that seek to delineate the characteristics of situations and leadership styles appropriate for one situation which may not work in another.
D
Fiedler's model has been criticized because using the LPC score as a measure of relationship-or task-oriented behavior: a. lacks stitistical significance. b. seems simplistic. c. seems arbitrary. d. all of the choices
D
Guidelines for leaders can learn to work with different personality types include: a. Understand your own personality. b. Remember that everyone wants to fit in. c. Treat everyone with respect. d. All of the choices
D
In the Vroom-Jago model, the Leader Decision Styles do NOT include: a. Decide. b. Facilitate. c. Delegate. d. Empower.
D
Individuals differ in how they order the values into priorities because of: a. culture. b. family background. c. agreeableness. d. both culture and family background.
D
Kinko's, a nationwide copy center, has numerous locations and managers have limited personal interaction. This is an example of: a. achievement-oriented leadership. b. path-goal theory. c. a substitute for leadership. d. a neutralizer.
D
Path clarification means that the leader works with subordinates: a. to learn the behaviors that lead to task accomplishment. b. to help them identify behaviors for task accomplishment. c. to increase relationship skills to be better team members. d. both to learn the behaviors that lead to task accomplishmenta and to help them identify behaviors for task accomplishment.
D
Researchers have observed that leaders frequently behave situationally—that is: a. they adjust their leadership style. b. factors in the situation change leadership style. c. leaders do not change leadership style. d. both they adjust their leadership style and factors in the situation change leadership style.
D
The Big Five personality dimensions do NOT include: a. extroversion. b. emotional stability. c. openness to experience. d. education.
D
The Vroom-Jago model added: a. concern for time constraints. b. concern for follower development. c. concern for production. d. both concern for time constraints and concern for follower development.
D
The degree to which a person has a broad range of interests and is imaginative, creative, and willing to consider new ideas is called: a. emotional stability. b. extroversion. c. agreeableness. d. openness to experience.
D
The four types of leader behavior in the path-goal theory: a. are not considered ingrained personality traits. b. reflect types of behavior that every leader is able to adopt. c. depend on the situation. d. all of the choices
D
To use Fiedler's Contingency Theory, a leader needs to know: a. whether his leadership style is relationship oriented. b. whether his leadership style is task-oriented. c. the organizational situation. d. all of these choices
D
Two important situational contingencies in the path-goal theory are: a. the personal characteristics of the group members and the work environment. b. ability, skills, needs, and motivations and the degree of task structure. c. substitutes for leadership and readiness level of the leader. d. both the personal characteristics of the group members and the work environment and ability, skills, needs, and motivations and the degree of task structure.
D
Values affect leadership because of all the following reasons EXCEPT: a. values help determine the attitudes leaders have about themselves. b. values guide a leader's choices and actions. c. values determine how leaders use power. d. values are a snapshot of the future for the organization.
D
A Theory Y leaders believes subordinates are lazy and dislike work.
False
____________________ is a model to diagnose whether a leader is task-oriented or relationship oriented and help leaders match their styles to the organizational situation.
Fielder's Contingency model
This personality test measures how individuals differ in gathering and evaluating information for solving problems and making decisions. ____________________
Myers-Briggs Types Indication (MBTI)
The University of Michigan research reached all the following conclusions EXCEPT:
Only the leader can supply the job-centered and employee-centered behaviors
According to the Hersey and Blanchard model, subordinates vary in readiness level.
True
Achievement-oriented leaders show confidence in subordinates and assist them in learning how to achieve high goals.
True
Different types of personalities and thinking styles might be better suited to different types of leadership roles.
True
Dyadic theory examines why leaders have greater impact on some followers than on others.
True
Further development of the Vroom-Jago model added concern for time constraints and concern for follower development.
True
Hermann believes people can learn to use their "whole brain" not just one or two quadrants.
True
Instrumental values are beliefs about the types of behavior appropriate for reaching goals.
True
Knowledge of individual differences gives leaders valuable insights into their own behavior as well as followers and offers a framework to diagnose a situation.
True
Leaders can learn to work more effectively with different personality types by understanding their own personalities.
True
Being a good listener expands a leader's role in the eyes of others because of all EXCEPT:
a leader concentrates on what to say next rather than on what is being said
Initiating structure describes the following leadership behavior:
a leader who is task-oriented and directs subordinates' work
The advantage of low channel richness is:
a record
Advisory leaders need
all of the choices
Clarity of direction means:
all of the choices
Leadership coaching is a method of:
all of the choices
Active leaders need self-confidence because:
all of these choices
Collaborative leaders:
all of these choices
Drive is considered essential to effective leadership because
all of these choices
An open communication climate is essential because:
all of these choices m
Traits:
alone cannot define effective leadership
The belief that power and status differences should exist in an organization is called ____________________.
authoritarianism
To communicate in a crisis, leaders should NOT:
avoid visibility
The person who persuades others and influences them to accomplish the vision is called a:
communication champion
ndividualized leadership is based on:
both a leader's unique relationship with each subordinate and a series of dyads, two-person interactioms
The job-centered leader focuses on:
both accomplishing tasks and efficiency
Possessing the traits of honesty and integrity are essential for leaders in order to: a. build productive relationships. b. build trust. c. both build productive relationships and build trust. d. seek achievement.
both build productive relationships and build trust
A leader can be a better leader when:
both followers say what they need in order to be good followers and followers compliment the leader and thank him for their behavior
"High-high" leadership behavior is generally considered desirable because:
both leaders display concern for both people and production and leaders will meet people-oriented and task-oriented needs simulataneously
The Leadership Continuum by Tannenbaum and Schmidt suggested that leaders should be boss-centered or subordinate-centered depending on:
both organizational circumstances AND the skill level of the employees
Team management is:
both recommended because organization members work together to accomplish tasks and considered the most effective style
Many think a leader has:
both to be "all things to all people" and to handle any problem that comes along m
A manager's role is that of "information processor," whereas a leader's role is:
both to communicate the big picture --- then vision and to serve as a communication champion
Followers want their leaders to be all EXCEPT:
charismatic
The operational role is:
closest to a vertically oriented management style
____________________ is a theory meaning one thing depends on another.
contingency
Effective feedback does all EXCEPT:
describes the mistakes of the past
Leaders can develop performance and productivity gains if they:
develop positive relationships one-on-one with each subordinate
____________________ is listening in which a leader detects unarticulated messages hidden below the surface of spoken interaction.
discernment
Autocratic versus democratic leadership research showed all EXCEPT: a. groups with autocratic leaders only performed well under leader supervision. b. groups with democratic leaders only performed well when the leader supervised. c. groups with autocratic leaders had feelings of hostility. d. groups with democratic leaders had positive feelings.
groups with democratic leaders only performed well when the leader supervised
The guidelines for using email effectively include:
keep email messages short and to the point
_______________questioning informs the leader about specific issues.
leader-centered
During the Partnership Building stage of the dyadic approach:
leaders can reach out to create a positive exchange with every subordinate
Entrepreneurs are:
leaders of innovation and change
Different personal characteristics and behavioral styles are suited to different types of:
leadership roles
Messages transmitted through action and behavior are called:
nonverbal communication
____________________ is communication in which all types of information are shared throughout the company and across all levels.
open communication
The Vroom-Jago model focuses specifically on varying degrees of ____________________ leadership.
participative
____________________ is a contingency approach to leadership in which the leader's responsibility is to increase subordinates' motivation by clarifying the behaviors necessary for task accomplishment and rewards.
path-goal theory
____________________ is the set of unseen characteristics and processes that underlie a relatively stable pattern of behavior in response to ideas, objects, and people in the environment.
personality
Trait research does NOT consider the following personal characteristics of leaders: a. personal characteristics such as energy. b. personality characteristics such as self-confidence. c. social characteristics such as interpersonal skills. d. professional characteristics such as work experience.
professional characteristics such as work experience
Leader behavior towards in-group members includes all EXCEPT:
punishing mistakes
Becoming an effective leader requires all EXCEPT:
seeking new opportunities
____________________ is the collection of attitudes we have about ourselves, includes self-esteem and whether a person generally has a positive or negative feeling about himself.
self-concept
Hersey and Blanchard's ____________________ is an extension of the Leadership Grid focusing on the characteristics of followers as the important element of the situation, and of determining effective leader behavior.
situational theory
____________________ refers to communication that takes place across boundaries and hierarchical levels about the group or organization's vision, critical strategic themes, and values that can help achieve desired outcomes.
strategic conversation
The Vertical Dyad Linkage model argues for all EXCEPT:
subordinates provide the same descriptions about the same leader
A(n) ____________________ is a situational variable that makes leadership unnecessary or redundant.
substitute
A characteristic considered essential for effective leadership is drive.
true
Consideration is the extent to which a leader is sensitive to subordinates.
true
Critics of early LMX theory felt that distinguishing between an in-group and out-group would lead to resentments or even hostility.
true
Entrepreneurial leaders exist within established organizations.
true
Feedback should be seen as a route to improvement not something to be feared.
true
Leaders facilitate strategic conversations by actively listening, setting the agenda, for conversation, and selecting the right communication channels for dialogue.
true
Nonverbal communication may be defined as a message transmitted through action and behavior.
true
When using email, it is best to consider the circumstances, know what's off-limits, and read the email twice before sending it.
true
The leader as a communication champion:
uses rich channel of communication
____________________ are fundamental beliefs that an individual considers to be important, that are relatively stable over time, and that have an impact on attitudes and behavior.
values
In the coaching process, observations are:
visible occurrences in which the leader identifies a performance gap
