Quiz Leadership

Chapter 1: The Natuture of leadership

1. Which element can be found in most definitions of leadership? Page 21

ControlPowerInfluenceManagement

2. There is considerable controversy over the different elements that need to be included in the definition of leadership. Which element would be concerned with whether the followers exhibited enthusiastic commitment as compared to indifferent compliance or reluctant obedience? Page 21

Type of influence processSpecialized role or shared influence processPurpose of influence attemptsInfluence based on reason or emotions

3. Which situation provides an example of direct leadership? Page 23

Ability to influence formal training programsAbility to influence organizational cultureAbility to negotiate formal relationships with another organizationAbility to influence subordinates behavior

4. Which statement would be most consistent with Bennis and Nanus's perceptions of how leadership and management are related? Page 24

You have to be a good manager to be a good leaderYou have to be a good leader to be a good managerGood managers are good leadersManagement and leadership are mutually exclusive

5. In the causal chain of effects from two types of leader behavior, training and coaching would have a direct effect on? Page 29

Follower effortFollower skillQuality and productionUnit profits

6. Which variable would be considered a characteristic of the situation? Page 30

Position power and authorityConfidence and optimismSatisfaction with leader and jobAttributions about the leader

7. Which approach to studying leadership emphasizes the importance of contextual factors that influence leadership processes? Page 32

Behavior approachPower-Influence ApproachSituational ApproachIntegrative Approach

8. Which level of conceptualization focuses on the relationship between a leader and another individual who is usually a follower? Page 35

Intra-individual processesDyadic processesGroup processesOrganizational processes

9. A theory that specifies what leaders must do to become effective would most likely be considered: Page 39

prescriptive.descriptive.universal.contingency.

10.A leadership theory that describes aspects of leadership that apply to all situations would most likely be described as Page 39

prescriptive.descriptive.universal.contingency.

11.Scientific research on leadership began as early as the 1600s. Page 20

 True

 False

12.Control over formal programs, management systems and structural forms are all types of direct leadership. Page 24

 True

 False

13.Zaleznik would argue that leadership and management are very different and mutually exclusive. Page 24

 True

 False

14.The trait theory for leadership was developed as an extension of the behavior approach. Page 31

 True

 False

15.The integrative approach involves more than one type of leadership variable. Page 33

 True

 False

16.The dyadic approach to conceptualizing leadership focuses on the relationship between a leader and another individual who is usually a follower. Page 35

 True

 False

17.Descriptive theories specify what leaders must do to be effective. Page 39

 True

 False

18.A leadership behavior that can be effectively used in all situations would be part of a universal theory. Page 39

 True

 False

19.How a leader interprets information about a subordinate is a research question that is typically addressed at the group level of conceptualization. Page 34

 True

 False

20.Leadership traits and skills are assumed to have a direct effect on performance outcomes. Page 25

 True

 False

Chapter 2: Managerial Traits and Skills

1. Which statement is most consistent with Stogdill's (1948) review of the research conducted on leader's traits? Page 45

A favorable appearance was related to success as a leader

Self-esteem was related to success as a leader

Verbal fluency was related to success as a leader

The importance of different traits depended on the situation

2. According to McClelland's research on managerial motivation, a socialized power orientation includes: Page 47

Strong self control and a desire to be socially responsible.

High need for achievement and low need for affiliation.

Low need for achievement and a desire to be socially responsible.

High need for achievement and strong self control.

3. What was found to be a predictor of managerial success in the longitudinal research with assessment centers conducted on traits? Page 50

Low need for power

Strong interpersonal skills

Strong technical skills

High need for affiliation

4. Which statement is most consistent with the research conducted on derailed managers? Page 50

A consistent set of traits appeared for the successful managers

Most of the derailed managers exhibited a common set of traits

The importance of success factors often depend on organizational culture

Successful managers were distinctly different from derailed managers

5. According to the research conducted on derailed managers, the most common reason for derailment was: Page 51

Being defensive about failure.

Lacking emotional maturity.

Weak technical skills.

Insensitivity or abrasiveness when dealing with others.

6. What would you expect from someone with personal integrity as compared to an untrustworthy person? Page 56

Have a high need for power

Be narcissistic

Have a greater personal power base

Have less self-esteem

7. Someone with a strong need for esteem, a strong personalized need for power, and low emotional maturity and integrity would most likely be classified as having a: Page 57

High in power motivation.

Strong internal locus of control.

Strong external locus of control.

High level of narcissism.

8. An individual with a "Type A" personality is most likely to exhibit which combination of traits? Page 59

High need for achievement and high need for control over events.

High need for achievement and high need for affiliation.

High need for power and high need for affiliation.

High need for power and high need for control over events.

9. Which trait would most likely be found in someone high in conscientiousness? Page 61

Optimism

Dependability

Extroversion

Open mindedness

10.Which skill is most important at lower levels of management? Page 69

Conceptual skills

Strategic development

Technical skills

Interpersonal skills

11.A trait is a desire for particular types of stimuli or experiences. Page 43

True

False

12.Research on the traits and skills of organizational leaders became popular as far back as the 1600s. Page 45

True

False

13.The "Thematic Apperception Test" (TAT) was used by McClelland in an attempt to determine the needs of effective leaders. Page 46

True

False

14.In Miner's work on managerial motivation, he found that a high desire to compete with peers led to advancement to higher levels of management. Page 48

True

False

15.According to research conducted at the Center for Creative Leadership, managers who derailed were more likely to be defensive about failure. Page 51

True

False

16.People who have an external locus of control are more likely to be effective managers. Page 54

True

False

17.Extroversion is one of the "Big Five" personality traits. Page 61

True

False

18.Emotional intelligence is defined as the ability to determine the requirements for leadership in a particular situation and select an appropriate response. Page 65 (That’s Social Intelligence – Page 66)

True

False

19.At lower levels of management, effective managers can easily transfer from one type of industry to another. Page 70

True

False

20.At top managerial levels, conceptual skills are more important than interpersonal skills or technical skills. Page 69

True

False

Chapter 3: The Nature of Managerial Work

1. Which activity would be least consistent with the nature of managerial work? Page 79

Content of the work is varied and fragmented

Many activities are reactive

Most interactions involve written communications

Decision processes are disorderly and political

2. Which role would Mintzberg have classified as an interpersonal role? Page 84

Leader

Disseminator

Entrepreneur

Monitor

3. What role would the head of an organization be fulfilling when engaged in symbolic duties involving a legal and social nature? Page 85

Liaison

Figurehead

Leader

Resource allocator

4. What criticism of Mintzberg's managerial roles is addressed in Stewart's model of demands, constraints, and choices? Page 87

Stewart expanded the taxonomy of managerial roles.

Mintzberg used surveys only to determine what a manager does.

Stewart incorporated job specific role requirements.

Stewart disregarded situational determinants of leader behavior.

5. As the span of control for a leader increases: Page 91

the amount of time spent planning and coordinating increases.

the amount of time spent with each individual increases.

the structure of the unit is likely to become less bureaucratic.

managers generally attend fewer meetings.

6. Which situational determinant focuses on the extent to which a leader's subunit is dependent on other subunits in the same organization? Page 92

Crisis situation

Level of management

Size of organizational unit

Lateral interdependence

7. Which guideline for managing time would be most helpful for a manager that focuses on the demands and constraints and fails to give adequate consideration to opportunities to define the job in different ways? Page 97

Understand the reasons for demand and constraints

Determine what needs to be accomplished

Expanding the range of choices

Avoiding unnecessary activities

8. Which activity would most likely be effective for managers in successfully managing their time? Page 97

Restrict the range of choices

Look for connections among problems

Maintain existing practices and policies

Restrict time spent on reflective planning

9. What activity would be most effective when dealing with disturbances and problems? Page 100

Identify important problems that can be solved

View problems as distinct and independent events

Experiment with innovative solutions with critical problems

Cautiously approach and analyze crises situations

10.Which activity would be most likely to assist in conquering procrastination? Page 99

Set goals for completing the entire task as compared to multiple separate tasks

Put off unpleasant tasks until after other tasks are completed

Do least important tasks first to leave more time for important ones

Set a deadline prior to when a task absolutely needs to be accomplished

11.According to reviews of the research on managerial activities; most activities are planned and proactive. Page 77

True

False

12.Mintzberg developed the "Managerial Position Description Questionnaire" (MPDQ) to develop his taxonomy of managerial roles.

True

False

13. According to Stewart's model for describing different types of managerial jobs and how managers do them, a demand is a job duty that is required by anyone who holds a particular position in order to avoid sanctions. Page 87

True

False

14.Although organizations change as they move through their life cycle, the demands, constraints, and choices faced by leaders remain relatively constant. Page 93

True

False

15.Making time for reflective planning is generally considered beneficial for effective time management. Page 99

True

False

16.Mintzberg's taxonomy of managerial roles is as relevant today as it was in 1973. Page 94

True

False

17.A manager at a high level in the authority hierarchy of an organization typically spends more time in strategic planning. Page 90

True

False

18.To improve problem solving, in a crisis managers should spend considerable time examining as many potential solutions as possible before taking action. Page 97

True

False

19.One potential remedy for procrastination is to divide a task into several smaller tasks. Page 99

True

False

20.As part of the spokesman role, a manager seeks information from a variety of sources and analyzes the information to discover problems and opportunities. Page 85 ( Monitor role)

True

False

Chapter 4: Perspectives on Effective Leadership Behavior

1. According to the Ohio State leadership study, a friendly and supportive leader would be considered high in which behavior? Page 104

Initiating structure

Consideration

Task-orientation

Relationship-orientation

2. A manager using more group supervision as compared to individual supervision, would most likely be exhibiting which leadership behavior? Page 108

Participative leadership

Task-oriented leadership

Relations-oriented leadership

Initiating leadership

3. Which of the following would not be considered a problem associated with survey research? Page 109

Surveys are frequently retrospective and rely on the memory of the respondent.

Survey data is not easily subjected to quantitative analysis.

Responses are subject to response bias.

The direction of causality cannot be interpreted from correlational data.

4. What conclusion can be drawn from the research conducted on task and relations behaviors? Page 111

Task-oriented behavior leads to increased performance

Task-oriented behavior leads to decreased performance

Relations-oriented behavior leads to higher satisfaction

Relations-oriented behavior leads to higher performance

5. According to the Blake and Mouton managerial grid, which level of task-oriented and relations-oriented behavior should an effective manager exhibit? Page 113

High in task-oriented and low in relations-oriented behaviors

Low in task-oriented and high in relations-oriented behaviors

High in task-oriented and high in relations-oriented behaviors

The appropriate level of behavior is dependent on the situation

6. According to the three-dimensional taxonomy of leader behavior, which behavior would be classified as task-oriented? Page 119

Resolve immediate problems that would disrupt the work

Recognize contributions and accomplishments

Interpret events to explain the urgent need for change

Empower people to implement new strategies

7. Which guideline for clarifying roles and objectives would be considered an element under the assigning work subcategory? Page 123

Explain the important job responsibilities

Explain the reasons for an assignment

Explain how the job relates to the mission of the unit

Explain important policies, rules, and requirements

8. What is a guideline for supporting? Page 125

Provide constructive feedback about effective and ineffective behaviors exhibited by the person

Demonstrate a better way to do a complex task or procedure

Provide opportunities to practice difficult procedures before they are used in the work

Provide sympathy and support when the person is anxious or upset

9. Less clarification is needed when the task Page 122

involves the use of new technology.

is highly structured and repetitive.

has multiple performance criteria with tradeoffs among them.

requires continuous coordination among several subordinates.

10.What conclusion can be drawn from the research conducted on the behavior approach to research? Page 129

Most research provides results that are difficult to interpret and provide little information about effective leadership

The research continues to focus almost exclusively on consideration and initiating structure

Most research has been completed with unvalidated questionnaires and has provided little useful information

The research has led to a generally accepted taxonomy of leadership behaviors

11.Questionnaire research on effective leadership behaviors was dominated by the early research at the University of Michigan. Page 104

True

False

12.In the Ohio State leadership studies, the two categories of leadership behaviors were not correlated and a manager could have high scores on both behaviors. Page 104

True

False

13.The results from research using the Leadership Behavior Description Questionnaire have generally been positive and consistent for most criteria of leadership effectiveness. Page 105

True

False

14.Numerous field experiments examining the effects of leadership behavior have been conducted and have shown strong results relating specific behaviors to leadership effectiveness. Page 110

True

False

15.According to Blake and Mouton's managerial grid, the best leaders will be high in relations-orientation and task-orientation. Page 113

True

False

16.The three-dimensional taxonomy of leader behaviors, classifies leader behaviors into consideration, task efficiency, and adaptation. Page 118

True

False

17.According to the three-dimensional model, optimal leader behavior will remain constant over time. Page 118

True

False

18.When completing an action plan it is important to determine starting times and deadlines for each action step. Page 118

True

False

19.When setting performance goals, it is important that the goals are challenging, specific, and clear. Page 123

True

False

20.Most of the research on leadership behaviors has focused on looking at specific behaviors as compared to looking for patterns of behaviors. Page 129

True

False

Chapter 5: Participative Leadership, Delegation, and Empowerment

1. Which decision procedure would be characterized by a manager who asks other people for their opinions and ideas, then makes the decision alone? Page 133

Autocratic

Consultation

Joint decision

Delegation

2. Under which decision procedure would someone besides the manager have the greatest autonomy in making a decision? Page 133

Autocratic

Consultation

Joint decision

Delegation

3. Which conclusion can be drawn from the research conducted on participative leadership by Bragg and Andrews (1973)? Page 138

Participative leadership did not influence attendance

Participative leadership did not influence productivity

Participative leadership was not effective with the nursing staff

After three years, the hospital returned to an autocratic leadership style

4. What is not a potential limitation of the research conducted on participative leadership?

It is difficult to modify a manager's participative leadership style.

It is difficult to measure the different types and levels of participation

It is difficult to isolate the effects of participation

It is difficult to incorporate situational variables

5. According to the normative decision model, under which decision-making procedure would a manager be using if he were to share a problem with his subordinates, obtain collective information, and then make the decision by himself?

AII

CI

CII

GII

6. According to the normative decision making model, what is directly effected by decision procedures?

Unit/team performance

The amount of disagreement among subordinates with respect to their preferred alternatives

Whether the decision is important or trivial

Decision acceptance

7. What conclusion can be made about the Vroom-Yetton (1988) extension of the Vroom-Jago (1973) normative decision model?

Fewer situational variables were included in the model

The model became so complex that it was no longer practically useful

The new model added several time constraints as an outcome variable

The decision procedures were simplified to incorporate only a yes-no answer to situational variables

8. Which action would be least effective for encouraging participation?

Evaluate ideas as they are proposed

Listen to dissenting views without getting defensive

Show appreciation for suggestions

Take notes during the meeting

9. What is the most common reason given by managers for not delegating?

Keeping tasks that are interesting and enjoyable

Keeping decisions involving confidential information

Keeping tasks that are difficult to monitor

Keeping tasks that are difficult to explain to subordinates

10.Which factor is most important to consider when deciding what to delegate?

Delegate tasks that are challenging but not impossible for the subordinate to accomplish

Delegate tasks that are central to the manager's role

Delegate tasks that are urgent and have a high priority

Delegate only tasks that the manager does not enjoy completing

11.In general, there is agreement on the optimal number of decision procedures.

True

False

12.A manager would be using a joint decision procedure if she met with others to discuss the decision problem and made the decision by herself.

True

False

13.According to the causal model of participative leadership, the decision procedure directly effects the quality of the decision.

True

False

14.After more than 40 years of research, there still are conclusive findings indicating that high levels of participative leadership leads to increased satisfaction and performance.

True

False

15.According to the Vroom and Yetton model of decision procedures, there are five distinct decision procedures.

True

False

16.In general, the normative decision model has received empirical support.

True

False

17.Participative leadership should be used even if the manager has the necessary knowledge and is confident that the subordinates will accept the decision.

True

False

18.When you delegate authority, you are also delegating responsibility.

True

False

19.When delegating, it is important to resist taking back a task when the subordinate indicates that they are having difficulty completing the task.

True

False

20.The probability of empowerment is greater when members elect their leaders for limited terms.

True

False

Chapter 6: Early Contingency Theories of Effective Leadership

1. Which of Fiedler's situational variables (LPC Contingency Theory) is considered most important? 166

Leader-member relations

Subordinate ability

Position power

Task structure

2. According to the LPC model, in which situation would you want to place a manager with a high LPC score? 166

Good leader member relations, structured task, and weak position power

Poor leader member relations, unstructured task, and strong position power

Poor leader member relations, unstructured task, and weak position power

Good leader member relations, structured task, and strong position power

3. According to the extended path-goal theory of leadership, a leader who sets challenging goals, seeks performance improvements, emphasizes excellence in performance and shows confidence in subordinates would be classified as possessing which leadership behavior? 169

Supportive

Directive

Participative

Achievement-oriented

4. According to the path-goal theory of leadership, when the task is unstructured and complex, the subordinates are inexperienced, and there is little formalization of rules and procedures to guide the work, and an effective manager should exhibit which behavior? 169

Supportive

Directive

Participative

Achievement-oriented

5. According to the Kerr and Jermier leader substitute theory, what would a structured routine task be considered? 177

A neutralizer for supportive leadership

A neutralizer for instrumental leadership

A substitute for supportive leadership

A substitute for instrumental leadership

6. According to the multiple-linkages model, which variable would be considered a situational variable? 181

Task commitment

External coordination

Mutual trust

Formal reward systems

7. Under which situation would the multiple-linkages model predict that cooperation and teamwork are most important? 182

The work unit has complex, difficult tasks with unique aspects

The work requires a high degree of technical skill by subordinates

The task roles in the work unit are highly interdependent

The work unit is highly dependent on unreliable sources of supply

8. Based on the multiple-linkages model, which actions should be taken in the long-term to modify the situation? 184 (186)

Emphasize common interest and encourage cooperation among workers

Monitor closely to detect coordination problems quickly

Identify skill deficiencies and arrange for necessary skill training

Initiate new, more profitable activities for the work unit that will make better use of personnel, equipment, and facilities

9. Which statement is most consistent with the proposition of the cognitive resource theory? 187

A person with a high level of experience will perform better than someone with a low level of experience when there is a low level of stress.

A person with a low level of experience will perform better than someone with a high level of experience when there is a high level of stress.

A person with a low level of intelligence will perform better than someone with a high level of intelligence when there is a low level of stress.

A person with a low level of intelligence will perform better than someone with a high level of intelligence when there is a high level of stress.

10.Which contingent leadership theory incorporates expectancies, valences, and role ambiguity as intervening variables? 190

LPC contingency model

Path-goal theory

Cognitive resource theory

Leadership substitutes theory

11.Someone with a low LPC score is more likely to be motivated by task-oriented behavior. 165

True

False

12.According to the LPC contingency model, a high LPC leader would be preferred in a situation where the leader-member relations are good, the task is highly structured, and the leader has high position power. 166

True

False

13.According to the path-goal theory of leadership, task characteristics have a direct effect on subordinate effort and satisfaction. 168

True

False

14.According to the initial version of the path goal theory of leadership (House, 1971), a participative leader consults with subordinates and takes their opinions and suggestions into account. 169

True

False

15.According to Kerr and Jermier (1978), substitutes are situational variables that make leader behavior unnecessary.176

True

False

16.According to the leadership substitutes theory, simple routine tasks act as a substitute for instrumental leadership behavior. 177

True

False

17.The multiple-linkages model has been criticized because it lacks situational variables. 180

True

False

18.According to the cognitive resource theory, under periods of high stress, a leader with high intelligence is likely to perform worse than a leader with lower intelligence. 187

True

False

19.Of the early contingency theories discussed in the book, the normative decision theory has the greatest empirical support. 190

True

False

20.Providing more direction to people with simple and repetitive tasks would be a general guideline for managers derived from the contingency leadership research. 192

True

False

Chapter 7: Power and Influence

1. Which influence process would best explain why a target person becomes committed to support and implement proposals espoused by the agent because they appear to be intrinsically desirable and correct in relation to the target's values, beliefs, and self-image?

Instrumental compliance

Internalization

Personal identification

Resistance

2. What power type would be classified as a form of personal power?

Information power

Ecological power

Expert power

Coercive power

3. When using legitimate power, which behavior would be least effective?

Insist on compliance if necessary

Circumvent proper channels if necessary

Follow up to verify compliance

Make polite clear requests

4. According to the Social Exchange Theory, how is power maintained and developed?

Accumulating idiosyncratic credits

Demonstrating expertise in coping with important problems

Maintaining centrality of the subunit within the work flow

Possessing unique expertise

5. What type of tactics are generally used to influence organizational decisions or otherwise gain benefits for an individual or group?

Proactive influence tactics

Reactive influence tactics

Impression management tactics

Political tactics

6. What influence tactic would someone be using if they seek the aid of others to persuade the target to do something?

Consultation

Coalition

Collaboration

Pressure

7. Which influence tactic would be least likely to result in target commitment?

Rational persuasion

Inspirational appeals

Apprising

Collaboration

8. Which influence tactic is more likely to be used laterally as compared to downward?

Rational persuasion

Pressure

Inspirational appeals

Personal appeals

9. Which influence tactic would most likely be used in a follow up attempt to influence a target?

Ingratiation

Rational persuasion

Consultation

Coalition

10.With which power base would a target person comply because he or she admires or identifies with the agent and wants to gain the agent's approval?

Expert power

Referent power

Legitimate power

Reward power

11.Influence is the essence of leadership.

True

False

12.Power involves the rights, prerogatives, obligations, and duties associated with particular positions in an organization or social system.

True

False

13.Delaying action in the hope that the target will forget about a request is a form of resistance.

True

False

14.Expert power would be considered a form of position power.

True

False

15.When offering rewards, it is important to offer everyone the same type of reward to preserve equity.

True

False

16.When using coercive power it is sometimes important to establish credibility by demonstrating the will and ability to cause unpleasant consequences for the target person.

True

False

17.Social exchange theory explains how some organizational subunits gain or lose power to influence important organizational decisions.

True

False

18.An agent would be described as using collaboration if they offer ways to reduce the cost of compliance for the target.

True

False

19.Rational persuasion is more likely to be used in a lateral direction than in an upward direction.

True

False

20.Ingratiation is most frequently used for initial requests as compared to follow-up attempts.

True

False

Chapter 8: Dyadic Relations, Attributions, and Followership

1. Dyadic role-making theories are mainly concerned with which level of analysis?

Intra-individual level

Between a leader and another individual

Between a leader and a group or team

Between a leader and an organization

2. According to LMX theory, what would be required of a subordinate in a low-exchange relationship?

Only required to comply with formal role requirements

More likely to be committed than someone in a high-exchange relationship

More likely to have a greater amount of work than someone with a high-exchange relationship

More likely to be mentored than someone with a high-exchange relationship

3. What is a common criticism of LMX theory?

Most leaders treat all subordinates the same

The theory does not have a standard measurement instrument

There is low agreement between leader and subordinate ratings on LMX

Research on the theory stopped in the early 1970s

4. If a manager is dependent on a subordinate and the subordinate makes a mistake, how would the manager most likely attribute the poor performance?

Internal effort

Internal ability

External attribution

Resistance

5. Which situation would be most consistent with a self-promotion form of proactive impression management?

Doing a personal favor

Expressing agreement with the person's major ideas

Making excuses or apologizing for poor performance

Displaying awards and certificates in your office

6. What would be an ineffective way of dealing with performance deficiencies?

Trying to avoid attribution bias

Describing the deficiency in very general terms

Asking the person to suggest remedies

Expressing confidence in the individual

7. An effective follower would be least likely to:

Resist providing upward coaching and counseling.

Support leader efforts to make necessary changes.

Keep the boss informed about decisions.

Take the initiative to deal with problems.

8. What is a cognitive strategy for self-management?

Self-reward

Self-monitoring

Cue modification

Mental rehearsal

9. Which impression management tactic would involve behavior intended to demonstrate dedication and loyalty to the mission, to the organization, or to followers?

Exemplification

Ingratiation

Self promotion

Intimidation

10.Which impression tactic would involve behavior intended to influence favorable impressions about an individual's competence and value to the organization?

Exemplification

Ingratiation

Self promotion

Intimidation

11.Most early theories of leadership behavior did not consider how a leader's behavior would vary across subordinates.

True

False

12.According to the initial version of LMX, an exchange relationship with a subordinate was developed very early and remained constant.

True

False

13.According to LMX theory, a high-exchange relationship has benefits for both the manager and employee.

True

False

14.According to Green and Mitchell's (1979) attribution model, managers try to determine the cause of performance deficiencies in the second step.

True

False

15.When dealing with performance deficiencies, it is important to delay providing feedback.

True

False

16.When describing a performance deficiency to a subordinate, it is important to describe the deficiency briefly but specifically.

True

False

17.Exemplification is an impression tactic involving behavior intended to influence the target person to like the agent and perceive the agent as someone who has desirable social qualities.

True

False

18.To be effective as a follower, the follower must be willing to risk the displeasure of the leader.

True

False

19.Cue modification is an effective cognitive strategy for self-management.

True

False

20.Looking for ways to replace destructive thoughts with positive ones is an example of mental rehearsal.

True

False

Chapter 9: Charismatic and Transformational Leadership

1. What is an influence process according to the attribution theory of charismatic leadership? 265

Value internalization

Social identification

Social contagion

Enhanced self-efficacy

2. Which leader behavior is not included in the self-concept theory of charismatic leadership? 267

Articulating an appealing vision

Building identification with the group or organization

Managing follower impressions of the leader

Scanning and analyzing the environment

3. Which influence process is included in the psychodynamic theory of charismatic leadership? 269

Value internalization

Social identification

Personal identification

Enhanced self-efficacy

4. What is a facilitating condition according to the social contagion theory of charismatic leadership? 271

Complex, significant tasks

Crisis or disenchantment

Weak, dependent followers

Exemplary behavior by a role model

5. What would not be considered a potentially negative consequence from charismatic leadership? 275

Leader's delusion of infallibility

Personal identification with the leader leading to a variety of suggestions

Inhibiting the development of competent successors

Creation of enemies as well as believers from undertaking impulsive and nontraditional behavior

6. According to Bass, which behavior would be considered transactional?

Idealized influence 278

Contingent rewards

Individualized consideration

Intellectual stimulation

7. According to the meta-analysis conducted by Lowe, Kroeck, and Sivasubramaniam (1996), which transactional behavior was positively correlated with leadership effectiveness? 281

Active management by exception

Contingent rewards

Passive management by exception

Inspirational motivation

8. The Bennis and Nanus (1985) study of dynamic, innovative leaders would lead us to believe most transformational leaders would be: 284

Larger-than-life individuals who make inspirational speeches.

Individuals displaying unconventional behaviors.

Individuals polarizing people into devoted followers and relentless critics.

Ordinary individuals in appearance, personality, and general behavior.

9. Which action is least consistent with the general guidelines for transformational leadership? 291

Articulate a clear and appealing vision

Express confidence in followers

Engage in self-sacrifice and personal risk

Lead by example

10.Which charismatic leadership theory includes showing confidence in followers as an integral leader behavior? 270

Attributed charisma

Self-concept theory

Psycho-dynamic theory

All of the theories list showing confidence in followers as an integral leader behavior.

11.The terms transformational and charismatic leadership are and can be used interchangeably. 263

True

False

12.Early charismatic leadership theories were strongly influenced by work completed by Max Weber. 263

True

False

13.According to the attribution theory of charisma, charisma is likely to be attributed to leaders who advocate a vision that is highly discrepant from the status quo. 264

True

False

14.The presence of complex, significant tasks is a facilitating condition for the psychodynamic theory of charisma. 269

True

False

15.Lack of succession is one potential problem associated with charismatic leadership. 272

True

False

16.Followers' inhibition to criticize charismatic leaders is a potentially negative consequence of charismatic leadership. 275

True

False

17.In essence, there is very little practical difference between transformational and transactional leadership. 277

True

False

18.According to Bass, transformational leadership is a universal leadership theory and is applicable in any situation or culture. 280

True

False

19.The original Multi-Factor Leadership Questionnaire (Bass, 1985) included four transformational behaviors. 278

True

False

20.Acting confidently and optimistically is a general guideline for leaders who seek to inspire and motivate followers. 291

True

False

Chapter 10: Leading Change in Organizations

1. According to the four-stage model of reaction to change, what is an individual's first reaction to change? 299

Adaptation

Mourning

Anger

Denial

2. According to Beer and his colleagues, which type of change program would be most effective? 301

Attitude-change programs

Role-change programs

A combination of attitude-change and role-change programs

Neither an attitude-change nor a role-change program

3. Which approach to influence culture would be classified as a direct action by a leader? 304

Design of management systems and programs

Criteria for rewards and personnel decisions

Reactions to crises

Design of structure and facilities

4. At which stage of growth is it usually most difficult to change an organization's culture? 307

New organization

Mature organization

Developing organization

Declining organization

5. Which term would best be defined as a list of key values or ideological themes considered important for an organization? 309

Mission statement

Slogan

Value statement

Strategic objective

6. When developing a vision, you would not want to: 311

Disregard relevant elements in the old ideology.

Identify strategic objectives of wide appeal.

Involve key stakeholders.

Continually assess and refine the vision.

7. Which action would not be considered a guideline for implementing a major change? 315

Create a sense of urgency about the need for change

Build a broad coalition to support the change

Use task forces to guide the implementation of changes

Resist making dramatic, symbolic changes that affect the work

8. Because competition is more intense, customer expectations are rising, there is less time available to develop and market new products and services and products are becoming obsolete sooner, it is increasingly more important to: 320

Increase organizational learning and innovation.

Hire the best employees from other organizations.

Improve the compensation system.

Develop products with lasting appeal.

9. Which action would be least likely to increase flexibility and innovation? 324

Encourage systems thinking

Encourage the use of tried and tested methods

Leverage learning from surprises and failures

Encourage and facilitate learning by individuals and teams

10.What pace and sequencing of desired changes has received research support? 314

Rapid introduction of changes throughout the organization

Rapid introduction of changes to different parts of the organization

Gradual introduction of change throughout the organization

Gradual introduction of change to different parts of the organization

11.There will always be changes in the way that tasks are completed or in the level of technology required to complete the tasks. 296

True

False

12.It is common to believe that instituting change will be very expensive and therefore should be avoided. 297

True

False

13.According to the four-stage model of change, the final reaction to change is denial. 299

True

False

14.There is general agreement that experiencing traumatic events will "inoculate" people and leave them better prepared to change again without an intense or prolonged period of adjustment. 299

True

False

15.The role-centered approach to change involves changing work roles by reorganizing the workflow and redesigning jobs to include different activities and responsibilities. 301

True

False

16.Large-scale changes in an organization can frequently be completed without changes in the organizational culture. 303

True

False

17.Role modeling and attention is a direct action leaders can take to influence culture. 304

True

False

18.A vision usually describes the purpose of the organization in terms of the type of activities to be performed for constituents and a mission is concerned with what these activities mean to people. 308

True

False

19.Strategic objectives are tangible outcomes or results to be achieved, sometimes by a specific deadline. 309

True

False

20.When attempting to increase organizational learning an innovation, it is generally a good idea to learn from surprises and failures. 324

True

False

Chapter 11: Ethical, Servant, Spiritual, and Authentic Leadership

When defining leadership, which of the following is typically included?

Values

Traits

Behaviors

All of the above

2. What behavior would not usually be regarded as morally justifiable?

Applying different rules and standards for different employees

Being honest and candid when providing information or answering questions

Keeping promises and commitments

Acknowledging responsibility for mistakes while also seeking to correct them

3. What is a leader attempting to influence when they are interpreting confusing events and building consensus around strategies for dealing with threats and opportunities?

Values and beliefs

Multiple stakeholders

Expectations

Competing values

4. According to Kohlberg's (1984) model of moral development, what is the primary motivation at the lowest level?

Fulfill internalized values and moral principals

Meet personal safety and existence needs

Satisfy role expectations and social norms determined by groups

Self-interest and the satisfaction of personal needs

5. An unethical manager is most likely to have which of the following traits?

High emotional maturity

Low neuroticism

Internal locus of control

High narcissism

6. Under which condition would you be most likely to experience unethical behavior?

Performance goals are realistically difficult

Weak cultural values and norms about ethical conduct

Low pressure for increased productivity

All of the above

7. Who is generally credited with developing the theory of servant leadership?

Burns

Yukl

Heifetz

Greenleaf

8. According to servant leadership, which values is exemplified by treating others with respect, avoiding status symbols and special privileges, admitting limitations and mistakes, and emphasizing the contributions of others?

Humility

Integrity

Altruism

Empathy

9. When evaluating ethical leadership, which behavior would most likely be considered ethical?

Discouraging and suppressing any criticism or dissent

Doing what is expedient to attain personal goals

Encouraging critical evaluations to find better solutions

Avoiding necessary decisions or actions that involve personal risk to the leader

10. Which aspect of ethical leadership would most likely be related to promoting an ethical climate?

Refusing to share in the benefits provided by unethical activities

Opposing unethical decisions and seeking to get them reversed

Taking personal risks to advocate moral solutions to problems

Informing proper authorities about dangerous products or harmful practices

11. By making unethical practices to appear legitimate, a leader can influence other members of the organization to also behave unethically.

True

False

12. There is considerable disagreement about the appropriate way to define and assess ethical leadership.

True

False

13. According to Stephens, D.Intino, and Victor (1995), it is ethical to attempt to change the underlying values and beliefs of individual followers.

True

False

14. According to Kohlberg, the highest level of moral development involves satisfying role expectations and social norms determined by groups, organizations, and society.

True

False

15. Unethical, abusive leadership is more likely for a person who has an external locus of control orientation.

True

False

16. The research on supervisors who bull their subordinates generally indicates that it has a negative effect on the subordinates and the organization.

True

False

17. Servant leadership (Greenleaf, 1977) builds on examples of ethical leadership found in the New Testament.

True

False

18. According to Servant Leadership, an altruistic leader enjoys helping others, is willing to take risks or make sacrifices to protect or benefit others and puts the needs of others ahead of their own.

True

False

19. Spiritual leadership is based on positive psychology and psychological theories of self-regulation.

True

False

21.One way of promoting an ethical climate would be to inform proper authorities about dangerous products or harmful practices.

True

False

Chapter 12: Leadership in Teams and Decision Groups

1. Under which type of group or team would you expect the internal leader to have a low level of authority?

Functional operating team

Self-defining team

Cross-functional team

Top executive team

2. What would be most accurate concerning a cross-functional team?

High degree of autonomy to determine the team's mission and objectives

High level of authority for the internal leader

High level of stability in membership

High diversity of members in functional background

3. What would be the least likely outcome from a self-managed work team?

Ease of implementation

Stronger commitment of team members to the work

Improved quality

Less turnover and absenteeism among employees

4. Survey results completed by Gordon (1992) found that self-managed teams completed which function most often?

Firing of team members

Setting performance targets

Setting work schedules

Conducting training

5. Which activity would be least likely to facilitate the operation of a self-managed team?

Complex and meaningful tasks

Access to information

Strong support from top management

Ability for the team to develop their own objectives and priorities

6. Which type of team would be most likely to have geographically disbursed members emphasizing electronic communication?

Functional team

Cross-functional team

Virtual team

Self-managed team

7. Which activity would be least likely to enhance teamwork?

Use symbols to develop identification with the group

Tell people about group activities and achievements

Increase incentives for individual contributions

Use ceremonies and rituals

8. The task-oriented behavior of process structuring is conducted to achieve which objective(s)?

Guide and sequence discussion

Increase information exchange

Increase comprehension

Regulate behavior and increase comprehension

9. The group maintenance behavior of supporting is generally undertaken to achieve which of the following objectives?

Regulate behavior

Prevent withdrawal and reduce tension

Increase and equalize participation

Discover and resolve process problems

10.What would be most representative of the leader centered or traditional view of the formal leader's role in a group meeting?

Socio-emotional processes should be observed by the leader

Expression of needs and feelings should be encouraged by the leader and discussed

The leader should perceive the group as a collective entity

The leader's position power should be emphasized and guarded

11.A team is a small task group in which the members have a common purpose, interdependent roles, and complementary skills.

True

False

12.A functional operating team generally has low autonomy to determine mission and objectives and the leader has high internal authority.

True

False

13.Cross-functional teams generally have a high degree of autonomy to determine work procedures and a great deal of influence over the team's mission and objectives.

True

False

14.In a self-managed team it is more common for the leader to be elected by team members than to be appointed by the organization.

True

False

15.In order for self-managed teams to be effective, it is generally required that the team be of a relatively small size and have stable membership.

True

False

16.In a cross functional team, envisioning would entail encouraging mutual trust, acceptance, and cooperation among team members.

True

False

17.In order to facilitate an effective after-activity review, it is important to focus more attention on task decisions and work processes than on interpersonal relationships and leadership issues.

True

False

18.When engaging in team building activities, it is important to include individual incentives to maximize performance.

True

False

19.The objective of the gatekeeping group maintenance behavior is to reduce tension and hostility.

True

False

20.To lead an effective group meeting it is generally important to use systematic procedures for solution evaluation.

True

False

Chapter 13: Strategic Leadership by Executives

1. Which performance determinant engages people and resources to carry out essential operations in a way that minimizes costs and avoids wasted effort and resources.

Adaption to the environment

Human resources and relations

Efficiency and process reliability

Leadership behaviors

2. Which constraint would least likely be considered an external constraint limited to a CEO's discretion?

The nature of the organization's primary product or service.

The financial condition of the company.

Powerful external stakeholders.

External stakeholders perception of the organization's performance.

3. Which process of influencing performance determinants would be related to human resources and relations?

Quality of worklife programs

Performance management and goal setting programs

Cost reduction programs

Organizational learning

4. Which statement is most accurate concerning the research on leadership succession?

Selection criterion is relatively straightforward

Top leadership has no effect on organizational performance

Actual influence on organizational performance is explained

New leaders are more likely to have an effect on performance if their skills differ for their predecessor

5. Which action would be least likely to be considered an incremental change occurring during a convergence period following a strategy reorientation?

Restructuring of subunits and reporting relationships

Creating specialized units and linking mechanisms

Clarifying roles and relationships

Modifying reward systems to be compatible with the strategy

6. Which result would be least likely to be associated with the incremental changes made during a convergence period?

Clearly defined work relations

Mutually reinforcing patterns of strong cultural values

Clearly understood work procedures

Strengthening of internal forces for stability

7. According to Salancik and Pfeffer's (1977) research, a coalition of top executives can use political processes to maintain power even after their expertise is no longer critical to the organization by all of the following means, except:

Denying resources and opportunities to others.

Conveying information to constituents.

Ambiguity about the nature of the environment.

Silencing, co-opting, or expelling critics from the organization.

8. Which program would be undertaken to enhance efficiency and process reliability?

Quality of worklife programs

Goal setting programs

Empowerment programs

Innovation programs

9. Which program would be undertaken to enhance human resources and relations?

Socialization and team building

Cost reduction programs

Organizational learning

Innovation programs

10.Which action would not be considered a guideline for formulating an effective strategy?

Identify core competencies

Limit involvement in selecting the strategy

Evaluate the likely outcomes of a strategy

Determine long-term objectives and priorities

11.It has been argued that, due to external determinants, leaders have little influence on organizational performance.

True

False

12.The financial condition of an organization is an external constraint facing chief executive officers.

True

False

13.Research finds leaders are unlikely to have much effect on organizational performance unless they are similar in skill from the leader they replace.

True

False

14.According to the punctuated equilibrium model of change (Tushman & Romanelli, 1985), during a period of reorientation there is a small period of intense activity during which top-level leaders make major changes in the organization's strategy, structure, and culture.

True

False

15.The incremental changes in strategy that occur after periods of convergence often add up to produce a fundamental transformation in an organization.

True

False

16.According to Salancik and Pfeffer (1977), a group may be able to maintain power after changes in the environment that make its expertise less critical by controlling the distribution of information about how well the organization is performing.

True

False

17.Cost reduction programs can be part of an effective management system designed to enhance efficiency and process reliability.

True

False

18.When monitoring the environment, it is important to use only sources you are comfortable and familiar with.

True

False

19.When developing an effective strategic plan it is necessary to determine long-term objectives and priorities.

True

False

20.The primary purpose of the Quest exercise (Bennis & Nanus, 1985) is to facilitate the process of strategy formulation by top executives.

True

False

Chapter 14: Developing Leadership Skills

1. Most leadership training programs are designed for:

Top-managers.

Lower-level and middle-level managers.

Line workers.

New hires.

2. Which condition would be least likely to enhance the effectiveness of a formal training program?

Providing feedback only after the trainee has had an opportunity to apply the new skills back on the job.

Appropriate sequencing of training content.

Providing clear and meaningful content.

Undertaking activities aimed at enhancing the trainees self-confidence.

3. According to research conducted by Burke and Day (1986), which special techniques for leadership training is most effective?

Lectures

Interactive computer tutorials

Behavior role modeling

Case discussion

4. Which activity would be least effective if you were attempting to maximize the amount of learning from experience?

Assign individuals challenging tasks

Provide relevant feedback

Provide relevant role models

Provide employees with several assignments in the same specialty

5. What conclusion about 360-degree feedback can be drawn from the experiment conducted by Seifert, Yukl, & McDonald (2003)?

A feedback workshop had no effect on performance

Repeated feedback improved the effectiveness of the feedback workshop

The research has failed to show any relationship between 360-degree feedback and leader behavior

A feedback workshop with a facilitator enhanced the effectiveness of the 360-degree feedback program

6. Which developmental assignment would most likely require the employee to take temporary leave from their job?

Managing a new project or start-up operation

Working in an assessment center

Developing and conducting a training program for the organizational unit

Serving as a department representative on a cross functional team

7. According to the research conducted by Campion, Cheraski, and Stevens (1994), what is not an advantage associated with job rotation?

Improved rate of advancement

Increased managerial skill and knowledge

Increased technical skill and knowledge

Improved productivity

8. In a formal mentoring program, what would be considered a psychosocial function for the protégé?

Encouragement

Sponsorship

Protection

Exposure

9. Which activity would be least likely to enhance self-development of leadership skills?

Developing a personal vision of career objectives

Seeking relevant feedback

Seeking assignments with a high probability of success

Learning to view events from multiple perspectives

10.Which activity supporting leadership training of subordinates should occur after the training?

Explain why the training was important and beneficial

Tell subordinates that they will be asked to report on what was learned during the training program

Jointly set specific objectives and action plans to use what was learned

Ask others who received the training to explain how it was useful to them

11.Most formal training occurs during a defined time period and is usually conducted at the job site.

True

False

12.There is empirical support for the effectiveness of theory based training programs.

True

False

13.In designing effective training programs, it is important to focus on instruction during the training and provide the trainee an opportunity to practice after the training session.

True

False

14.When using case studies for leadership training, the trainees have to analyze complex problems, make decisions, and deal with the consequences of their decisions.

True

False

15.Learning from experience involves failures as well as successes.

True

False

16.People with a high internal locus of control are more likely to be accepting of feedback than individuals with a high external locus of control.

True

False

17.Research on the effects of feedback on performance (Kluger & DeNisis, 1996) found that feedback had a negative effect on performance in one-third of the cases.

True

False

18.Serving as a department representative on a cross-functional team is an example of a developmental assignment.

True

False

19.Once an employee returns from a training session, it is important to tell them that they will be asked to report on what was learned during a training session.

True

False

20.In most organizations, there is a great deal of integration of leadership training and development activities with each other and with related human resource practices.

True

False

Chapter 15: Gender, Diversity, and Cross-Cultural Leadership

1. Much of the research on cross-cultural leadership has been focused on:

Leader behaviors

Skills

Traits

All of the above

2. More central tendency in some Asian countries would be an example of what type of methodological problem?

Response biases

Confounding effects of demographic variables

Level of analysis problems

Lack of representative samples

3. How many countries are represented in the GLOBE project?

25 countries

40 countries

60 countries

75 countries

4. According to the GLOBE research, which leadership attribute was rated effective in most cultures.

Ambitious

Humble

Compassionate

Skilled administrator

5. Which value dimension is best defined as the extent to which people feel uncomfortable with ambiguous situations and inability to predict future events.

Power distance

Individualism/Collectivism

Humane orientation

Uncertainty avoidance

6. Which value dimension is best defined as the extent to which high achievement and individual achievement are valued?

Power distance

Performance orientation

Individualism

Human orientation

7. Which country would be classified in the Anglo culture cluster?

Hungary

France

Denmark

New Zealand

8. What is not a feasible explanation for the glass ceiling?

Higher standards of performance for women than men

Difficulties created by competing family demands

Intentional efforts by some men to retain control of the most powerful positions

All of the above are feasible explanations

9. According to the meta-analysis conducted by Eagly and Colleagues (1995), what can be said about the overall differences in effectiveness for men and women managers?

Women were more effective

Men were more effective

No difference between men and women

Men used more transformational leadership than women

10.Which would be most effective in managing diversity?

Encourage respect for individual differences

Explain the benefits of diversity for the team or organization

Take disciplinary action to stop harassment of women and minorities.

All of the above

11.Although cross-cultural research is relatively new, few unique methodological challenges are involved in data collection and analysis.

True

False

12.Much of the cross-cultural research on leadership involves leader behavior, skills, and traits.

True

False

13.Research conducted by Drofman et al. (1997) found that directive leadership was related to organization commitment in the United States but not in Mexico.

True

False

14.According to the GLOBE project, compassion was a leader attribute that was rated as effective in most cultures.

True

False

15.Uncertainty avoidance is the extent to which people feel uncomfortable with ambiguous situations and inability to predict future events.

True

False

16.According to the GLOBE research, Australia can be found in the Anglo culture cluster.

True

False

17.There appears to be a strong tendency to favor men over women in filling high-level leadership positions.

True

False

18.A possible explanation for the glass ceiling is higher standards of performance for women than for men.

True

False

19.In a meta-analysis by Eagly and colleagues (2003), women were found to use slightly less transformation leadership behavior than men.

True

False

20.Diversity training is a structural mechanism designed to uncover discrimination.

True

False

Chapter 16: Overview and Integration

1. The confused state of the field regarding leadership effectiveness can be attributed to all of the following except:

The volume of publications.

The proliferation of confusing terms.

The rigor of the studies.

The preference for simplistic explanations.

2. Which category of leadership behaviors is best illustrated by improving or maintaining internal efficiency and coordination in a group, team, or organization?

Task-oriented behaviors

Relations-oriented behaviors

Change-oriented behaviors

Consideration-oriented behaviors

3. Which behaviors are most likely to be found in effective leaders?

Mainly task-oriented behaviors

Mainly relations-oriented behaviors

Mainly change-oriented behaviors

A mix of task-, relations-, and change-oriented behaviors

4. Position power is generally obtained from all of the following, except:

Successfully handling external threats and internal problems.

Control over distribution of rewards and punishments.

The amount of formal authority.

Access to important people.

5. Which trait or skill would be least relevant for effective relations-oriented leadership?

Personal integrity

Personalized power orientation

Emotional maturity

Strong interpersonal skills

6. At which level of conceptualization would you be most likely to examine human capital?

Dyadic level

Small group level

Organizational level

Team level

7. When examining the correspondence among concepts in the different approaches to leadership, supporting behavior would most likely be associated with which influence tactic?

Pressure

Exchange

Ingratiation

Collaboration

8. Social identification would most likely be the influence process associated with which leadership behavior?

Role modeling

Contingent punishment

Team building

Contingent rewards

9. Most quantitative research on leadership behavior uses which research method?

Questionnaires

Case studies

Interviews

Observation

10.What would generally not be considered a weakness associated with most leadership research?

Use of convenience samples

Use of multiple methods

Examining events that occur during a brief time interval

A bias toward easy methods and faddish topics

11.More research has been conducted on leader activities and behavior than on any other aspect of leadership.

True

False

12.Change-oriented behaviors are concerned primarily with improving or maintaining internal efficiency and coordination in a group, team, or organization.

True

False

13.Personal power is derived from aspects of the situation such as the amount of formal authority, control over distribution of rewards and punishments, control over information, and access to important people.

True

False

14.In general, leaders with an internal control orientation, high need for power, and low self-confidence make more influence attempts.

True

False

15.When examining the convergence of key concepts from different perspectives of leadership, when administering contingent rewards, exchange would be the appropriate influence tactic and reward power would be the appropriate power base.

True

False

16.The integrating conceptual framework presented in the textbook allows for reciprocal influence processes.

True

False

17.Most research and theory on leadership has favored a definition of leadership that emphasizes the primary importance of a single, heroic leader.

True

False

18.Most theory and research on leadership effectiveness looks at the influence processes between a leader and a single follower.

True

False

19.When studying leadership, it is very common to use longitudinal studies.

True

False

20.When individual level data is aggregated to the leader level, the probability of finding a statistical effect is reduced.

True

False