PSYCH 485 Exam 2
The two types of transactional leaders under Bass's (1985) Transformational Leadership Model are:
1. Contingent Reward 2. Management by Exception
The transformational leadership theory approach to charisma states all of the following EXCEPT: A. charisma would be attributed to leaders who advocate a vision reflecting principles of previous great leaders. B. confidence is necessary for subordinates to believe outcomes are due to the leaders actions and not simply luck. C. the more charisma a leader has, the more subordinates want to identify with that leader and their goals. D. leaders are more likely to be viewed as charismatic if they make self-sacrifices, take personal risks, and act in an unconventional manner.
A. (charisma would be attributed to leaders who advocate a vision different from the status quo.)
Which of the following does NOT define transformational leadership? A. Centers on how leaders motivate subordinates to accomplish designated goals B. Charismatic and visionary leadership C. Changes and transforms individuals D. A process
A. Centers on how leaders motivate subordinates to accomplish designated goals (influences followers to accomplish more than what is usually expected of them)
Ambiguity is an issue of transformational leadership for all of the following EXCEPT: A. Modern research centering on prominent leaders and CEOs of major firms B. How charisma is lost C. Manipulative or "darker" leader behaviors D. Which behaviors are the most critical
A. Modern research centering on prominent leaders and CEOs of major firms (This is a strength)
The basic idea behind Path-Goal Theory is that it is the leader's goal is to do all of the following EXCEPT: A. Serve as a good role-model B. Remove employee obstacles C. Enhance goal attainment by providing rewards D. Provide subordinates with the elements they need to reach their goals
A. Serve as a good role-model
Which of the following is NOT a problem of transformation leadership models? A. The lack of intuitive appeal associated with the theory B. The assumption that all transformational behaviors are equally "good" in all situations C. The difficulty in examining moderators because of the measurement problems with the MLQ D. The requirement of new and creative methods beyond surveys including diaries, observations and experiments
A. The lack of intuitive appeal associated with the theory
Management by Exception involves which of the following? A. corrective criticism B. positive feedback C. positive reinforcement D. contingent rewards
A. corrective criticism (negative feedback, negative reinforcement)
Which of the following does NOT refer to a laissez-faire leader? A. immediate and impulsive decisions B. abdicates responsibility C. makes little effort to help followers satisfy their needs D. gives no feedback
A. immediate decisions (delayed decisions)
(Directive, Supportive, Participative, Achievement-oriented) leadership challenges subordinates to perform work at the highest level possible.
Achievement-oriented
(Directive, Supportive, Participative, Achievement-oriented) leadership is very similar to transformational leadership
Achievement-oriented
(Directive, Supportive, Participative, Achievement-oriented) leadership may provide the requisite intellectual stimulation and motivation for subordinates in somewhat mundane jobs or those that are performing routine tasks and may become bored or dissatisfied with their job.
Achievement-oriented
A (Directive, Supportive, Participative, Achievement-oriented) leader establishes a high standard of excellence for subordinates, seeks continuous improvement, and demonstrates a high degree of confidence in subordinates' ability to establish and achieve challenging goals.
Achievement-oriented
A (Directive, Supportive, Participative, Achievement-oriented) leader is best when there exists a high desire for intellectual challenge.
Achievement-oriented
Which of the following is NOT an aspect of the attribution approach to charisma? A. Having original ideas B. Having specific personality traits C. Making self-sacrifices D. Having Confidence
B. Having specific personality traits
Which of the following is NOT a task characteristic in Path-Goal Theory? A. Design of subordinates' tasks B. Interpretation of leader behaviors C. Organization of formal authority system D. primary work group of subordinates
B. Interpretation of leader behaviors
All of the following of Heroic leadership bias is true EXCEPT: A. It is a problem with transformational leadership models B. It often assumes that leadership can be shared between different individuals C. It assumes outstanding achievement is due to great leadership D. Subordinates and other factors not considered in it
B. It often assumes that leadership can be shared between different individuals (Rarely considers shared leadership)
Which of the following are NOT core elements of transformational leadership? A. Values & ethics B. Objectivism & being non-partisan C. Assessing follower motives, emotions & needs D. Standards & long-term goals
B. Objectivism & being non-partisan (Emotions)
Path-Goal Leadership Theory centers on how leaders motivate subordinates to accomplish designated goals through emphasizing the relationship between all of the following EXCEPT: A. the leader's behaviors B. stakeholder behaviors C. characteristics of the subordinates D. the work setting (situation)
B. stakeholder behaviors
Which of the following is NOT one of the 5 research focuses on subordinates in Path-Goal Theory? A. Preferences for structure (less uncertainty) B. Self-Perceived level of task ability C. Expectancy that efforts will result in a certain outcome D. Desires for control (Locus of Control) E. Need for affiliation F. Desire for intellectual challenge
C. Expectancy that efforts will result in a certain outcome
Which of the following is NOT an issue of transformational leadership? A. Getting subordinates to do "more than expected" can lead to burnout rather than increased performance B. Leaders can be seen as manipulative and serving of those higher up in the organization C. Follower characteristics may have received to much attention D. Leaders may have competing visions
C. Follower characteristics may have received to much attention (Follower characteristics may have received to little attention)
The encompassing approach to transformational leadership is described as all of the following EXCEPT: A. A wide range of leadership influence B. Specific in being one-to-one with followers C. Followers and leaders transform independently in the process D. Broad to the whole organizational or cultures
C. Followers and leaders transform independently in the process . (Followers and leaders are inextricably bound together in the transformation process)
The objective to enhance employee performance and satisfaction by focusing on employee motivation is part of: A. Charismatic Leadership Theory B. Idealized Influence Theory C. Path-Goal Leadership Theory D. Transformational Leadership Theory
C. Path-Goal Leadership Theory
Throughout the process of charismatic leadership, leaders do all of the following EXCEPT: A. express high expectations for followers B. help followers gain sense of self-confidence C. Provide subordinates with the elements they need to reach their goals D. help followers gain sense self-efficacy (the belief in oneself's to perform a task effectively).
C. Provide subordinates with the elements they need to reach their goals
Transactional leaders focus on which of the following: A. individual needs of subordinates B. personal development of subordinates C. contingent rewards of subordinates D. corrective criticism of subordinates
C. contingent rewards of subordinates
In Path-Goal Leadership Theory, subordinates will be motivated if they believe all of the following EXCEPT: A. They are capable of performing their work B. Their efforts will result in a certain outcome C. The payoffs for doing their work are worthwhile D. They are capable of being creative and taking risks, even if they fail
D. They are capable of being creative and taking risks, even if they fail
Which of the following is NOT a problem of transformation leadership models? A. There is a general ambiguity regarding situational variables B. Negative effects of transformational leadership are studied too little. C. Shared leadership is rarely considered D. Transformational leadership does not consider followers' needs, values, and morals
D. Transformational leadership does not consider followers' needs, values, and morals
Transformational Leadership motivates followers by doing all of of the following EXCEPT? A. Raising consciousness about the value and importance of specific goals B. Transcending self-interest for the good of the organization C. Raising consciousness about the value and importance of idealized goals D. addressing basic-level needs
D. addressing basic-level needs (addressing higher-level needs)
A problem of transformational leadership is that of all of the following leader behaviors are omitted EXCEPT: A. relationships with other stakeholders B. empowering, consulting and delegating C. task-realted behaviors of clarifying objectives and goals, planning, coordination D. consideration of followers' needs, values, and morals
D. consideration of followers' needs, values, and morals
The Theory of Charismatic Leadership included personality characteristics, behaviors, and the new concept of: A. Situational variables B. Subordinate self-efficacy C. Reward motivation D. Effects on followers
D. effects on followers
The leader needs to help build cohesiveness and role responsibility in a situation that: A. is unclear and ambiguous B. is highly repetitive C. has weak formal authority D. has non-supportive and weak group norms
D. has non-supportive and weak group norms
(Directive, Supportive, Participative, Achievement-oriented) leadership includes delegating to subordinates what is expected of them, how the task is to be done and a timeline of task completion.
Directive
(Directive, Supportive, Participative, Achievement-oriented) leadership is defined as leader who gives subordinates task intersections.
Directive
A (Directive, Supportive, Participative, Achievement-oriented) leader is best when leadership is meant to be dogmatic and authoritarian.
Directive
A (Directive, Supportive, Participative, Achievement-oriented) leader is best when leadership is meant to provide psychological structure.
Directive
A (Directive, Supportive, Participative, Achievement-oriented) leader is best when there exists a preference for structure and low uncertainty.
Directive
A (Directive, Supportive, Participative, Achievement-oriented) leader is best when there exists an external locus of control in subordinates.
Directive Leadership
A (Directive, Supportive, Participative, Achievement-oriented) leader parallels subordinates feelings that outside forces control their circumstances.
Directive Leadership
In Path-Goal Theory, the 4 types of leader behaviors are:
Directive, Supportive, Participative, Achievement oriented
T/F: According to transformational leadership theories, attributions of charisma are transitory, they are traits that cannot and will not change.
False According to transformational leadership theories, attributions of charisma are transitory, they can and will change.
T/F: In Path-Goal Theory, each type of leader behavior has a the same impact on subordinate motivation.
False. In Path-Goal Theory, each type of leader behavior has a DIFFERENT impact on subordinate motivation.
T/F: Path-Goal Leadership focuses on changes that are tied to subordinates as well as leaders, but not the situation.
False. Path-Goal Leadership Considers focuses on changes that are tired to subordinates as well as the situation.
T/F: The 1940's definition of charisma did not believe that charisma resulted in a person being treated as a leader.
False. The 1940's definition of charisma DID believe that charisma resulted in a person being treated as a leader.
(Idealized Influence/Inspirational motivation/ intellectual stimulation/ individualized consideration) is determined by acting as a strong role model for followers and having high standards of ethical and moral conduct.
Idealized Influence
The 4 "I's" of Transformational Leadership Factors are:
Idealized Influence, Inspirational Motivation, Intellectual Stimulation and Individualized Consideration
In the (active/passive) approach to Management by Exception, the leader intervenes only after standards have not been met or problems have arisen.
In the (passive) approach to Management by Exception, the leader intervenes only after standards have not been met or problems have arisen.
In the (active/passive) approach to Management by Exception, the leader relies mainly on subordinate reports to decide what course of action to take.
In the (passive) approach to Management by Exception, the leader relies mainly on subordinate reports to decide what course of action to take.
(Idealized Influence/Inspirational motivation/ intellectual stimulation/ individualized consideration) focuses on leaders who communicate high expectation to followers by inspiring followers to commit and engage in a shared vision of the organization, using symbols and emotional appeals.
Inspirational motivation
The 3 major components of Path-Goal Theory: _______, _______ and _______ all lead to subordinate motivation.
Leader Behaviors, Subordinate Characteristics, Task Characteristics
(Directive, Supportive, Participative, Achievement-oriented) leadership invites subordinates to share in the decision-making process.
Participative
A (Directive, Supportive, Participative, Achievement-oriented) leader allows subordinates to feel in charge of their work and part of decision-making process.
Participative
A chief fireman who simply asks followers what to do is a demonstration of (Directive, Supportive, Participative, Achievement-oriented) leadership.
Participative
Consulting with subordinates to seek their ideas and opinions and Integrating their input into group/organizational decisions is a part of (Directive, Supportive, Participative, Achievement-oriented) leadership.
Participative
A (Directive, Supportive, Participative, Achievement-oriented) leader is best when there exists an internal locus of control in subordinates.
Participative Leadership
A strength of (Transformational Leadership/Path-Goal Theory) is that it attempts to integrate the motivation principles of expectancy theory into a theory of leaderships.
Path-Goal Theory
A strength of (Transformational Leadership/Path-Goal Theory) is that it provides useful theoretical framework for understanding how various leadership behaviors affect the satisfaction of subordinates and their work performance across various settings.
Path-Goal Theory
A strength of ________ is that it is a practical model that underscores and highlights the important ways leaders help situation. A. Transformational Leadership B. Path-Goal Theory C. LMX Leadership Model D. Contingency Theory
Path-Goal Theory
A strength of_______ is that it is a Non- Heroic Model focusing on the subordinate and what the leader can do to facilitate their performance. The credit, in many ways, goes to the subordinate. A. Transformational Leadership B. Path-Goal Theory C. LMX Leadership Model D. Contingency Theory
Path-Goal Theory
(Qualitative/Quantitative) data is Non-numerical data that is subjective. Cannot perform statistical analysis with data.
Qualitative
(Subordinate characteristics/ task characteristics) determine how a leader's behavior will be interpreted in a given work context.
Subordinate characteristics
(Directive, Supportive, Participative, Achievement-oriented) leadership focuses on emotions and relationship.
Supportive
(Directive, Supportive, Participative, Achievement-oriented) leadership is best for situations that are repetitive, unchallenging and mundane.
Supportive
(Directive, Supportive, Participative, Achievement-oriented) leadership refers to being friendly and approachable as a leader.
Supportive
A (Directive, Supportive, Participative, Achievement-oriented) leader is best when friendly and concerned leadership is a source of satisfaction for subordinates.
Supportive Leadership
A (Directive, Supportive, Participative, Achievement-oriented) leader is best when there exists a high need for affiliation.
Supportive Leadership
The (active/passive) approach to Management by Exception watches the follower closely to identify mistake and rule violations.
The (active) approach to Management by Exception watches the follower closely to identify mistake and rule violations.
The 1940's definition of charisma belongs to the (trait/style/skills) theory of leadership.
Trait
The three types of leaders in Bass's (1985) Transformational Leadership model are:
Transformational Transactional Laissez-faire
The three types of leaders in the Transformational Leadership Model are:
Transformational Transactional Laissez-faire
A strength of _______ is that it has an expansive leadership view that provides a broader view of leadership that augments other leadership models. A. Transformational Leadership B. Path-Goal Theory C. LMX Leadership Model D. Contingency Theory
Transformational Leadership
A strength of _______ is that it has an intuitive appeal where people are attracted to it because it makes sense to them. A. Transformational Leadership B. Path-Goal Theory C. LMX Leadership Model D. Contingency Theory
Transformational Leadership
A strength of ________ is that it is broadly researched and effective. A. Transformational Leadership B. Path-Goal Theory C. LMX Leadership Model D. Contingency Theory
Transformational Leadership
A strength of _________ is that it is process- focused in treating leadership as a process occurring between followers and leaders. A. Transformational Leadership B. Path-Goal Theory C. LMX Leadership Model D. Contingency Theory
Transformational Leadership
T/F: In the 1940's charisma was thought of as a special personality characteristic that gives a person superhuman or exceptional powers from divine origin.
True
T/F: Leaders often create a false sense of crisis, take false credit, exaggerate importance, and use staged events and symbols to evoke emotional reactions.
True
T/F: Whether or not a particular leader behavior is motivating is contingent on subordinate characteristics and task characteristics.
True
In the 1970's, the (charismatic leadership/ attribution) theory defined leadership as leaders acting in unique ways that have specific charismatic effects on their followers.
charismatic leadership
_______ rewards are the exchange process between leaders and followers in which effort by followers is exchanged for specified rewards.
contingent
A (Directive, Supportive, Participative, Achievement-oriented) leader is best when there exists a low self-perceived level of task ability.
directive leadership
Path-Goal Leadership Theory has a high focus on the (leader/follower)
follwer
The leader needs to assist subordinates by making rules and work requirements clear in a situation that is: A. unclear and ambiguous B. highly repetitive C. has weak formal authority D. has non-supportive and weak group norms
has weak formal authority
Leaders providing a vision and sense of mission is part of (acting as a strong role model for followers/ having high standards of ethical and moral conduct).
having high standards of ethical and moral conduct
Feeling fulfilled and being recognized for being known as a good person is an example of: A. Self-interest for the good of the organization B. Higher-level needs C. Raised consciousness about the value of idealized goals D. Idealized Influence
higher-level needs
The leader needs to provide support to maintain subordinate motivation in a situation that is: A. unclear and ambiguous B. highly repetitive C. has weak formal authority D. has non-supportive and weak group norms
highly repetitive
(Idealized Influence/Inspirational motivation/ intellectual stimulation/ individualized consideration) focuses on leaders who provide a supportive climate in which they listen carefully to the needs of followers, and who act as coaches and advisors encouraging self-actualization.
individualized consideration
(Idealized Influence/Inspirational motivation/ intellectual stimulation/ individualized consideration) states that leaders must promote followers to be creative and innovative, challenge their own beliefs and values as well as those of leader and organization, and support followers to try new approaches and develop innovative ways of dealing with organizational issues.
intellectual stimulation
The leader needs to provide structure in a situation that is: A. unclear and ambiguous B. highly repetitive C. has weak formal authority D. has non-supportive and weak group norms
is unclear and ambiguous
(Transactional/transformational/laissez-faire) leadership is the absence of leadership with a hands-off, let-things-ride approach.
laissez-faire
Path-Goal Leadership Considers how malleable (leader/follower) behaviors are.
leader
A (Directive, Supportive, Participative, Achievement-oriented) leader is best when there exists a high self-perceived level of task ability.
participative leadership
(Directive, Supportive, Participative, Achievement-oriented) leadership includes: attending to well-being and human needs of subordinates, making the work environment pleasant, treating subordinates as equal and giving them respect for their status.
supportive
A (transactional/transformational/pseudotransformational) leader focuses on the exchanges that occur between leaders and their followers.
transactional
A criticism of college professors is that they are (transactional/transformational/pseudotransformational) leaders, due to the the exchange between participation and grades.
transactional
Management by Exception is a (transformational/transactional/laissez-faire) leadership style under Bass's 1985 model.
transactional
(Transactional/transformational/laissez-faire) leadership is proactive and active rather than reactive and passive.
transformational
A (transactional/transformational/pseudotransformational) leader is attentive to the needs and motives of followers and tries to help followers reach their fullest potential.
transformational
A (transactional/transformational/pseudotransformational) leader occurs when one or more persons engage with other in such a way that leaders and followers raise one another to higher levels of motivation and morality.
transformational
A manager attempts to exchange his/her company's corporate values to reflect a more human standard of fariness & justice. In the process both manager and followers may emerge with a stronger and higher set of moral values. This is an example of A (transactional/transformational/pseudotransformational) leader.
transformational
A(transactional/transformational/pseudotransformational) leader emphasizes differences in sources of authority and includes raising the level of morality in others.
transformational
Mohandas Gandi is an example of a (transactional/transformational/pseudotransformational) leader
transformational
The majority of leadership studies conducted focus on the (transformational/transactional) approach.
transformational
