MHR 300: Unit 6 Quiz
Jack Ma's aptitude for creating new markets from existing industries is an example of his _________. - Cognitive abilities - Strategic skills - Implicit skills - Interpersonal skills - Maximization skills
Cognitive abilities
Which of the following is not a characteristic of an in-group exchange? - Economic exchange - Sense of common fates - Reciprocal influence - Mutual respect - Social relationship
Economic exchange
The two leadership styles in Fiedler's model are transactional and transformational. True False
False
Empowering leadership focuses on increased service to others rather than to oneself. True False
False (Servant-leadership)
Fiedler's contingency model and expectancy theory are two situational theories of leadership. True False
False (Two alternative situational theories are Fiedler's contingency model and House's path-goal theory.)
Jim is the daytime supervisor for an automobile assembly line. He supervises 45 people who perform relatively routine jobs that require minimal training. The shop is unionized, so Jim has little latitude when it comes to dismissing poor performers. However, he does have the authority to transfer employees and has been known to reassign poor performers to less desirable jobs on the assembly line. Jim has a reputation for only transferring employees with just cause, and generally is viewed as a fair supervisor by his employees. Although he would like greater autonomy to determine salaries, Jim generally divides bonuses and raises equally among his employees. To do otherwise would likely create conflict with union members and representatives. According to Fiedler's model, how would Jim's leader-member relations be described? - Absolute - Good - Nonexistent - Moderate - Poor
Good (Leader-member relations reflect the extent to which the leader has the support, loyalty, and trust of the work group. This dimension is the most important component of situational control. Good leader-member relations suggest that the leader can depend on the group, thus ensuring that the work group will try to meet the leader's goals and objectives.)
Joaquin is usually the first one to volunteer at the weekly team meetings to take on additional tasks like taking notes for the meeting. Joaquin would probably be categorized as a(n): - Partisan - Helper - Rebel - Diplomat - Independent
Helper
Jim is the daytime supervisor for an automobile assembly line. He supervises 45 people who perform relatively routine jobs that require minimal training. The shop is unionized, so Jim has little latitude when it comes to dismissing poor performers. However, he does have the authority to transfer employees and has been known to reassign poor performers to less desirable jobs on the assembly line. Jim has a reputation for only transferring employees with just cause, and generally is viewed as a fair supervisor by his employees. Although he would like greater autonomy to determine salaries, Jim generally divides bonuses and raises equally among his employees. To do otherwise would likely create conflict with union members and representatives. According to Fiedler's Contingency Model, how would you characterize the level of situational control in these circumstances? - Negligible - Moderate - Low - Absolute - High
High (This is a high-control situation because leader-member relations are good, task structure is high, and position power is weak. )
Jim is the daytime supervisor for an automobile assembly line. He supervises 45 people who perform relatively routine jobs that require minimal training. The shop is unionized, so Jim has little latitude when it comes to dismissing poor performers. However, he does have the authority to transfer employees and has been known to reassign poor performers to less desirable jobs on the assembly line. Jim has a reputation for only transferring employees with just cause, and generally is viewed as a fair supervisor by his employees. Although he would like greater autonomy to determine salaries, Jim generally divides bonuses and raises equally among his employees. To do otherwise would likely create conflict with union members and representatives. According to Fiedler's model, what would the task structure of Jim's employees be considered? - Nonexistent - Absolute - Medium - Low - High
High (Task structure is concerned with the amount of structure contained within tasks performed by the work group. For example, a managerial job contains less structure than that of a bank teller. Because structured tasks have guidelines for how the job should be completed, the leader has more control and influence over employees performing such tasks. This dimension is the second most important component of situational control.)
What function is a leader most likely to perform that a manager would not? - Planning - Investigating - Controlling - Organizing - Inspiring
Inspiring
Jim is the daytime supervisor for an automobile assembly line. He supervises 45 workers who perform routine jobs that require minimal training. Which of the following statements would indicate that Jim is following the path-goal model of leadership? - Jim wants to develop a partnership with his team illustrated by reciprocal influence, mutual trust, respect and liking, and a sense of common fates. - Jim does not feel like taking responsibility for leading his team since their jobs require minimal training. - Jim's leadership skills are most effective when applied to match the characteristics of the situation at hand. - Jim likes to provide the guidance and support needed by employees and ties meaningful rewards to accomplishment of objectives. - Jim has a certain idea about how he should behave as a leader and what he should do for his team of workers.
Jim likes to provide the guidance and support needed by employees and ties meaningful rewards to accomplishment of objectives. (The path-goal theory holds that leader behaviors are effective when employees view them as a source of satisfaction or as paving the way to future satisfaction. Leaders are expected to do this by (1) reducing roadblocks that interfere with goal accomplishment, (2) providing the guidance and support needed by employees, and (3) linking meaningful rewards to goal accomplishment.)
Jim is the daytime supervisor for an automobile assembly line. He supervises 45 workers who perform routine jobs that require minimal training. Which of the following statements would indicate that Jim is following the servant-leadership model of leadership? - Jim wants to develop a partnership with his team illustrated by reciprocal influence, mutual trust, respect and liking, and a sense of common fates. - Jim seeks to develop leadership in others and focuses on objectives that surpass the immediate needs of the group. - Jim likes to provide the guidance and support needed by employees and ties meaningful rewards to completion of objectives. - Jim refrains from engaging in self-serving behaviors that hurt others and focuses on increased service to others rather than to himself. - Jim sets goals, monitors progress toward goal achievement, and rewards and punishes people for their level of goal accomplishment.
Jim refrains from engaging in self-serving behaviors that hurt others and focuses on increased service to others rather than to himself.
Which of the following is not considered a contingency factor in House's path-goal theory? - Leader acceptance - Task structure - Employee's need for achievement - Work group dynamics - Employee's need for clarity
Leader Acceptance
In which of the following situations would a leader's situational control be considered high? - Leader-member relations poor; task structure low; position power weak - Leader-member relations good; task structure low; position power weak - Leader-member relations poor; task structure high; position power strong - Leader-member relations poor; task structure low; position power strong - Leader-member relations good; task structure high; position power weak
Leader-member relations good; task structure high; position power weak
In which of the following situations would a leader's situational control be considered low? - Leader-member relations poor; task structure low; position power weak - Leader-member relations good; task structure low; position power weak - Leader-member relations poor; task structure high; position power strong - Leader-member relations poor; task structure low; position power strong - Leader-member relations good; task structure high; position power weak
Leader-member relations poor; task structure low; position power weak
Tammy participates actively in the weekly team meetings, but when it comes to doing her work, she tends to do it her own way, often disregarding company policies and her boss's wishes. Tammy is probably a(n): - Rebel - Partisan - Helper - Independent - Diplomat
Rebel
Transactional leadership encompasses all but one of the following. Which one? - Monitoring progress toward goal achievement - Goal setting - Giving feedback - Administering discipline - Social interaction
Social interaction
Although research and practitioners support the logic of situational leadership, the practical application of such theories has not been clearly developed. True False
True
Demographic traits such as gender and age influence an individual's use of leader behaviors. True False
True
Effective leadership is influenced not only by leadership behavior, but also task-oriented traits and interpersonal attributes. True False
True
Intelligence and conscientiousness are positively related to leader effectiveness. True False
True
Leader behavior is more important than leader traits when it comes to effectiveness. True False
True
Research has shown that men and women are equally assertive. True False
True
The evaluation of a leader's effectiveness depends in part on who the evaluator is and what the evaluator wants. True False
True
Jim is the daytime supervisor for an automobile assembly line. He supervises 45 people who perform relatively routine jobs that require minimal training. The shop is unionized, so Jim has little latitude when it comes to dismissing poor performers. However, he does have the authority to transfer employees and has been known to reassign poor performers to less desirable jobs on the assembly line. Jim has a reputation for only transferring employees with just cause, and generally is viewed as a fair supervisor by his employees. Although he would like greater autonomy to determine salaries, Jim generally divides bonuses and raises equally among his employees. To do otherwise would likely create conflict with union members and representatives. According to Fiedler's model, how would Jim's position power be described? - Weak - Political - Expert - Strong - Moderate
Weak
