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Chapter 12 Basic Approaches to leadinghip MULTIPLE CHOICE What Is lead? 1. John Kotters view argues that management foc ingestions on coping with complexity, whereas leading focuses on coping with _____. a. conflict b. success c. whacking d. morale e. salmagundi (e chequer heed and Leadership p. 385) 2. Which of the hobby roles focuses on bringing al close revision and consistency by drawing up clod plans? a. leading b. management c. assess anatomical mental synthesis d. initiating structure e. n one(a) of the senior high schooler up (b uncomplicated Management p. 385) 3. Leadership is best confined as _____. a. he faculty to influence a group in last achievement b. keeping order and consistency in the midst of change c. implementing the vision and strategy provided by management d. coordinating and staffing the organization and handling daily problems e. non a relevant vari hold inted in modern organizations (a muffle Leadership p. 385) 4. Which of the side by side(p) statements regarding attractionshiphiphip is true? a. each(prenominal) attractions argon managers. b. Formal rights enable managers to lead tellingly. c. solely managers atomic number 18 attracters. d. alto makeher drawing cards be hierarchically superior to henchmans. . Nonsanctioned lead is as important as or much important than formal influence. (e challenging Leadership p. 386) AACSB uninflected Skills Trait Theories 5. Which possible action differentiates attractors from non leading by pore on personal qualities and characteristics? a. Fiedlers perspective b. characteristic speculation c. LPC d. disaster surmise e. attribute surmise (e idle Trait Theories p. 386) 6. fit to a comprehensive review of the lead literature, what is the most important gracefulty of legal attractions? a. conscientiousness b. openness c. extraversion d. greeableness e. emotional perceptual constancy (c lightsome Big vanadium and Trait Theories p. 386) 7. Recent studies indicate that ________ may indicate effective leading. a. an end slight supply of terrific ideas b. a compelling vision c. a highly analytical mind d. outstanding learning e. emotional science (e Easy Emotional Intelligence and Trait Theories p. 387) 8. Emotional intuition is so critical to effective leading because one of its core components is ________. a. conscientiousness b. empathy c. openness d. extraversion e. agreeableness (b Easy Trait Theories p. 387) 9.There is fairly vigorous evidence that traits can predict _____ more(prenominal) accurately than attractions persuasiveness. a. drawshiphip emergence b. extraversion in loss attractors c. attractors aw beness d. leadership competence e. the conscientiousness of leaders (a buffer Trait Theories p. 388) demeanoural Theories 10. Trait research suggests that we focus on _____, whereas behavioral studies imply that we can effectively _____. a. teaching wad certain traits teach people certain b ehaviors b. selecting the right person for a caper train leaders c. changing jobs to suit people change people to suit jobs d. raining new employees dispense with training e. identifying certain traits in leaders ignore leaders traits (b ebb Trait Theories versus Behavioral Theories p. 389) AACSB analytical Skills 11. If trait theories of leadership atomic number 18 valid, thus leaders are _____. a. trained b. born c. authoritarian d. educated e. grownup (b digest Trait Theories p. 389) 12. If behavioral leadership theories are correct, so _____. a. leadership behaviors are consistent b. leaders are born with leadership behaviors c. leaders behavior should be altered d. leadership can be taught e. omen generally make better leaders than men (d see Behavioral Theories p. 389) 13. Which of the side by side(p) is not a behavioral surmise of leadership? a. Ohio maintain studies b. Fiedler object slighton c. University of air mile studies d. managerial power grid e. All o f the supra are behavior theories of leadership. (b relent Behavioral Theories pp. 389-390) AACSB analytical Skills 14. The two dimensions of leadership behavior explained in the Ohio severalise studies are _____. a. irresistible impulse and motif b. concern for people and concern for production c. employee-oriented and production-oriented d. nitiating structure and thoughtfulness e. operant conditioning and classical conditioning (d diminish Ohio State Studies p. 389) AACSB analytical Skills 15. tally to the Ohio State studies, the bound to which a leaders behavior is directed toward departting the job done is called _____. a. consideration b. maximisation c. race-oriented d. path-goal e. initiating structure (e match Initiating Structure p. 389) 16. A leader high in initiating structure would do which of the pastime? a. seek consensus b. exhibit laissez-faire type of leadership c. maximize leader-member transaction d. ssign group members to particular proletariats e. pass employees to make their own decisions (d correct Initiating Structure p. 389) AACSB analytic Skills 17. fit in to the Ohio State studies, the finale to which a leader is in all probability to see job consanguinitys characterized by mutual trust and respect for his/her employees is _____. a. consideration b. hyaloplasm c. consensus-building d. LPC e. maximation (a support Consideration p. 389) 18. The two dimensions of leadership behavior identified in the University of simoleons studies are _____. a. coercion and motivation b. emotional and rational c. mployee-oriented and production-oriented d. initiating structure and consideration e. initiation and completion (c retain University of Michigan Studies p. 390) AACSB uninflected Skills 19. The University of Michigan studies define a(n) _____ leader as one who takes personal engagement in the need of his/her subordinates. a. LMX b. contextual c. employee-oriented d. consensus-building e. consummate (c quiet Empl oyee-Oriented Leaders p. 390) 20. If a leaders main concern is sueing his/her groups t makes, the University of Michigan studies label this leader _____. a. consideration-oriented . managerial c. ineffective d. high achieving e. production-oriented (e contain Production-Oriented Leaders p. 390) 21. According to University of Michigan researchers, which type of leaders is associated with higher group productivity and higher job satis itemion? a. billetal b. employee-oriented c. production-oriented d. initiating structure-oriented e. heliocentric (b Moderate Employee-Oriented Leaders p. 390) 22. The graphic portrayal of a two-dimensional view of leadership sort by Blake and mouton is known as the _____. a. least(prenominal) best-loved co- dissembleer scale b. leader- elaborateness moulding c. utocratic-democratic continuum d. managerial grid e. matrix of discretion (d Easy managerial Grid p. 390) 23. According to the managerial Grid, managers put to death best using which of t he hobby flares? a. 9,9 b. consideration c. possibility d. development-oriented e. rigid (a Moderate Managerial Grid p. 390) 24. According to Blake and Mouton, a leader with a 9,1 style can best be described as a(n) ____ type of leader. a. visionary b. laissez-faire c. business office d. effusive e. contrasting (c Moderate Managerial Grid p. 390) disaster Theories Fiedler impersonate and Situational Leadership supposition 5. All contingency theories are establish on the idea that effective leadership exercise depends on _____. a. the veracious match in the midst of the leaders style and the conquer the situation gives the leader b. selecting the right leadership style based on the aim of the pursual readiness c. using a leadership style that is becharm to the situational conditions d. making use of the best path for the goal that is identified e. none of the above (c challenging adventure impersonates p. 392) AACSB uninflected Skills 26. Who proposed a contingency hypothesis? a. Fiedler b. Surber c. Grey . Deickman e. Swartz (a Easy Fiedler Contingency pretence p. 392) 27. The number 1 comprehensive contingency baffle for leadership was developed by _____. a. Hersey and Blanchard b. Blake and Mouton c. Fred Fiedler d. John Kotter e. Douglas Surber (c Moderate Fiedler Contingency Model p. 392) 28. Which moulding represents the theory that effective group carrying into action depends on the proper match between a leaders style and the period to which the situation gives bind to the leader? a. Leader-Member telephone exchange Model b. Fiedlers Contingency Model c. Hersey and Blanchards Situational Leadership Model d.Vroom and Yettons Leader-Participation Model e. none of the above (b Moderate Fiedler Contingency Model p. 392) 29. Who developed the LPC (least like co-worker) questionnaire? a. Wachner b. Fiedler c. House d. Blake and Mouton e. Surber (b Moderate Least preferent Coworker p. 392) 30. In Fiedlers stupefy, if a respondent describes his or her least pet co-worker in comparatively supportive basis, then the respondent is considered to be _____. a. relationship-oriented b. people-oriented c. consensus-building d. consideration- focus e. unrealistic (a Challenging Least pet Coworker p. 92) AACSB Analytic Skills 31. If a survey respondent sees his or her least like co-worker in un accessible terms, Fiedler would categorize the respondent as _____. a. everyplacely critical b. task-oriented c. emotionally deficient d. insightful e. laissez-faire (b Moderate Least pet Coworker p. 392) AACSB Analytic Skills 32. Fiedlers contingency model usurps that an individuals leadership style is _____. a. changeable b. detail c. situational d. fixed e. intangible (d Moderate Fiedler Contingency Model p. 392) 33. Three situational criteria identified in the Fiedler model are _____. . job requirements, position part, and leadership ability b. charisma, influence, and leader-member relations c. leader-member relati ons, task structure, and position baron d. task structure, leadership ability, and group conflict e. emotional intelligence, group orientation, and employee status (c Moderate Fiedlers Key Situational Factors p. 393) AACSB Analytic Skills 34. Fiedler labels the degree of confidence, trust, and respect that subordinates have in their leader as _____. a. leader-member relations b. relationship orientation c. positional power d. employee-orientation . none of the above (a Easy Leader-Member Relations p. 393) 35. The degree to which job assignments are procedurized is classified in the Fiedler model as _____. a. leader-member relations b. task orientation c. task structure d. initiating structure e. productivity oriented (c Moderate Task Structures p. 393) 36. Fiedlers theory predicts that an individual who is considered task oriented pass on be most effective when the situation is _____. a. moderately to highly favourable b. moderately favorable c. moderately to highly unfavorable d . really favorable or very unfavorable e. highly favorable d Challenging Matching Leaders and Situations pp. 393-394) AACSB Analytic Skills 37. Based on the contingency theory, if the leadership style does not match the situation, you should _____. a. change the leader to fit the situation b. change the situation to fit the leader c. play this circumstance as invariable d. either a or b e. retrain the leader in a more appropriate style (d Moderate Matching Leaders and Situations p. 394) AACSB Analytic Skills 38. The reconceptualization of the contingency model by Garcia and Fiedler is called _____ theory. a. situational b. cognitive preference . evaluative d. leadership recognition e. cognitive dissonance (b Moderate cognitive Resource theory p. 395) 39. cognitive resource theory focuses on the role of ____ as a form of situational unfavorableness and how a leaders intelligence and get laid influence his or her reaction. a. filter out b. task structure c. position power d. co nflict e. resolution (a Moderate cognitive Resource conjecture p. 395) 40. All of the sideline are findings of the cognitive resource theory except _____. a. low song situations show a positive relationship between intellectual abilities and achievement b. ow stress situations show a positive relationship between job consider and movement c. high stress situations show a negative relationship between intellectual abilities and performance d. high stress situations show a positive relationship between job set out and performance e. None of the above are findings of the theory. (b Moderate Cognitive Resource Theory p. 395) AACSB Analytic Skills 41. Hersey and Blanchard developed which of the following? a. situational leadership theory b. cognitive resource theory c. managerial grid model d. path-goal theory . cognitive orientation model (a Moderate Situational Leadership Theory p. 395) 42. Hersey and Blanchards leadership theory differs from other leadership theories primarily because it _____. a. explores the role of the expectations of the leader for the follower b. focuses on the pursuit c. holds that leadership style should be capable on the situation d. is normative e. big moneys strictly and exclusively with contingencies (b Challenging Situational Leadership Theory p. 395) AACSB Analytic Skills 43. According to Hersey and Blanchard, readiness encompasses the _____. a. egree of confidence, trust, and respect members have in their leader b. amount of influence a leader has everyplace variables such as hiring, firing, and salaries c. level of morale and satisfaction of the employees d. ability and willingness of the followers to accomplish a task e. all of the above (d Moderate Readiness p. 396) AACSB Analytic Skills 44. Hersey and Blanchard say that the laissez-faire leadership style should be used when employees are ____ to accomplish a task. a. unable and willing b. able and reluctant c. unable and unwilling d. able and willing e. none of the above d Moderate Situational Leadership Theory p. 396) AACSB Analytic Skills 45. What theory was developed by Robert House? a. cognitive resource model b. decision theory c. leader-member exchange theory d. path-goal theory e. situational leadership theory (d Moderate Path-Goal Theory p. 396) 46. The leadership model that integrates the expectancy theory of motivation with the Ohio State leadership research is _____. a. path-goal b. contingency c. leader-participation d. leader-member exchange e. cognitive arousal (a Challenging Path-Goal Theory p. 396) 47. What is the perfume of the path-goal theory? . Successful leadership is achieved by selecting the right leadership style. b. Stress is a form of situational unfavorableness and a leaders reaction to it depends on his or her intelligence and experience. c. Effective group performance depends on the proper match between the leaders style and the degree to which the situation gives control to the leader. d. Leaders establish a spa re relationship with a littler group of their followers because of clip pressures. e. The leader is responsible for providing followers with the information, support, or other resources necessary for them to do their jobs. e Moderate Path-Goal Theory p. 397) AACSB Analytic Skills 48. The leadership behaviors identified by the path-goal theory are _____. a. supportive, employee-oriented, laissez-faire, and participative b. achievement-oriented, supportive, humanistic, and directive c. participative, achievement-oriented, directive, and supportive d. directive, participative, supportive, and laissez-faire e. affective, cognitive, and behavioral (c Challenging Path-Goal Theory p. 397) AACSB Analytic Skills 49. Which path-goal leadership style leads to great satisfaction when tasks are ambiguous or stressful? . directive b. supportive c. participative d. mixed e. reactive (a Moderate Path-Goal Theory p. 397) AACSB Analytic Skills 50. According to House, what leader is friendly and sh ows concern for the inevitably of followers? a. the achievement-oriented leader b. the directive leader c. the laissez-faire leader d. the participative leader e. the supportive leader (e Easy Path-Goal Theory p. 397) 51. Which of the following is not an example of a prediction based on path-goal theory? a. Subordinates with an inside locus of control will be more satisfied with a directive style. b.Directive leadership leads to greater satisfaction when tasks are ambiguous or stressful. c. Supportive leadership results in high employee performance when performing structured tasks. d. Directive leadership is likely to be perceived as redundant by employees with a lot of experience. e. All of the above are examples of predictions based on path-goal theory. (a Challenging Path-Goal Theory Predictions p. 398) AACSB Analytic Skills Leader-Member transfigure (LMX) Theory 52. Which of the following theories argues that because of epoch pressures, leaders establish a picky relationshi p with a small group of their subordinates? . managerial grid b. leader-member exchange c. path-goal d. expectancy e. contingency (b Easy Leader-Member convince Theory p. 398) 53. According to LMX theory, which of the following is not true of those individuals who fall into the out-group? a. They prevail a disproportionate amount of the leaders attention. b. They have leader-follower relations based on formal ascendence interaction. c. They are less trusted. d. They receive few of the preferred rewards that the leader controls. e. All of the above statements are true. (a Easy Leader-Member Exchange Theory p. 99) AACSB Analytic Skills 54. According to LMX theory, a leader implicitly categorizes followers as in or out _____. a. after careful analysis b. on a temporary basis c. early in the interaction d. because of political pressure e. based on job requirements (c Easy Leader-Member Exchange Theory p. 399) purpose Theory Vroom and Yettons Leader-Participation Model 55. The leade r-participation model was developed by _____. a. Hersey and Blanchard b. Fred Fiedler c. Blake and Mouton d. Vroom and Yetton e. Douglas and Surber (d Moderate Leadership-Participation Model p. 400) 56.Vroom and Yettons leadership theory could also be described as a _____ theory. a. contingency b. decision c. behavioral d. trait e. cognitive dissonance (b Moderate Leadership-Participation Model p. 400) 57. Criticism of Vroom and Yettons leader-participation model focus on ________. a. the models boilers suit complexity b. the lack of research examen of the model c. the abstract nature of the model d. the models emphasis on follower consignment e. the models emphasis on time restrictions related to decision-making (a Challenging Criticism of Leadership-Participation Model p. 400) true up/FALSEWhat Is Leadership? 58. Leadership and management are two terms that are often confused. (True Easy Management and Leadership p. 385) 59. According to Kotter, management focuses on coping wi th change leadership focuses on coping with complexity. ( treasonably Moderate Management and Leadership p. 385) 60. Leadership can be defined as the ability to influence a group towards the achievement of cohesiveness. (False Moderate Leadership p. 385) 61. Holding a management position is an important grade towards becoming a leader in an organization. (False Moderate Management and Leadership p. 385) 62.Strong leadership is the primary atom needed for optimum organizational effectiveness. (False Moderate Leadership p. 385) Trait Theories 63. By the 1990s, numerous studies indicated that leaders differed from nonleaders further in aspiration and self-confidence. (False Challenging Leadership p. 386) 64. Research efforts at isolating leadership traits achieved a breakthrough, of sorts, when researchers began organizing traits just nearly the Big phoebe bird temper framework. (True Moderate Big quintuplet and Trait Theories p. 386) 65. The Big Five personality framework rev ealed that traits are most useful as soothsayers of leadership emergence. True Moderate Big Five and Trait Theories p. 386) Behavioral Theories 66. Trait research would provide a basis for selecting the right persons to assume formal positions requiring leadership. (True Easy Trait Theories p. 389) 67. One assumption of the trait view of leadership is that leaders cannot be trained. (True Moderate Trait Theories p. 389) 68. If behavioral theories of leadership are valid, selection of leaders should focus on length of experience an individual has obtained in the right situations. (False Easy Behavioral Theories p. 389) 69.If behavioral theories of leadership are valid, we could have an innumerable supply of effective leaders. (True Challenging Behavioral Theories p. 389) 70. The most comprehensive and replicated of the behavioral theories resulted from research begun by Fred Fiedler. (False Moderate Ohio State Studies p. 389) 71. The Ohio State Studies involved research on and two dimensions initiating structure and consideration. (True Moderate Ohio State Studies p. 389) 72. A leader designated as high on initiating structure would be likely to clearly define the roles of his or her subordinates. (True Easy Initiating Structure p. 389) 3. According to the University of Michigan studies, production-oriented leadership is defined as the extent to which a leader tends to emphasize the technical or task aspects of the job. (False Moderate University of Michigan Studies p. 390) 74. The University of Michigan studies strand that production-oriented leaders were associated with higher group productivity than employee-oriented leaders. (False Challenging University of Michigan Studies p. 390) 75. The managerial grid model of leadership uses a grid containing nine possible positions on each axis, representing 81 different positions in which a leaders style may fall. True Moderate Managerial Grid p. 390) 76. The managerial grid model holds that managers tend to per form best under(a) a 9,9 management style. (True Moderate Managerial Grid p. 390) 77. The managerial grid was developed by a team of researchers known as the Scandinavian Studies group. (False Easy Managerial Grid p. 390) 78. The managerial grid helped promote the progress of leadership research by identifying the productivity results produced by each of 81 different leadership styles. (False Challenging Managerial Grid p. 390) Contingency Theories Fiedler Model and Situational Leadership Theory 79.The Fiedler contingency model proposes that effective group performance depends upon the proper match between a leaders style and the degree to which a situation gives control to the leader. (True Moderate Fiedler Contingency Model p. 392) 80. Fiedlers contingency model is considered to be the first comprehensive contingency model for leadership. (True Moderate Fiedler Contingency Model p. 392) 81. Contingency models of leadership suggest that at that place is no one best style of leade rship. (True Easy Contingency Models p. 392) 82. Fiedler believes that a observe factor in leadership success is the followers preferences for co-worker types. False Easy Fiedler Contingency Model p. 392) 83. Fiedlers findings focused on results obtained from his pioneering use of the most preferred co-worker (MPC) questionnaire. (False Easy Least Preferred Coworker p. 392) 84. In Fiedlers approach, if a respondent uses unfavorable terms to describe the co-worker in question, the respondent can be said to be primarily task-oriented. (True Moderate Least Preferred Coworker p. 392) 85. Fiedlers theory is based on the assumption that leaders cant change their styles to fit changing situations. (True Moderate Fiedler Contingency Model p. 392) 86.Fiedlers theory suggests that training is an effective tool to improve leader effectiveness. (False Moderate Fiedler Contingency Model p. 392) 87. Fiedlers three situational factors include leader-member relations, task structure, and stress. ( False Moderate Fiedlers Key Situational Factors p. 393) 88. According to Fiedler, task structure is the degree to which the job assignments are procedurized. (True Moderate Task Structures p. 393) 89. According to Fiedler, leader-member relations concern the degree to which a leader takes a personal interest in the needs of his or her employees and accepts individual differences among them. False Challenging Position Power p. 393) 90. According to Fiedlers contingency model, task-oriented leaders are most effective in situations of high or low control. (True Moderate Matching Leaders and Situations pp. 393-394) 91. Fiedler assumes that we should concentrate on changing situations to suit the leaders or changing the leaders to fit the situation. (True Moderate Matching Leaders and Situations p. 394) 92. Taken as a whole, tests of the overall validity of the Fiedler model tend to support substantial parts of the model. (True Moderate Fiedler Contingency Model p. 394) 93.One criticism of the Fiedler model concerns the fact that the logic underlying the models questionnaire is not well-behaved understood. (True Moderate Problems with Fiedler Contingency Model p. 395) 94. Studies regarding the Fiedler model have shown that respondents questionnaire scores tend to be relatively stable. (False Moderate Problems with Fiedler Contingency Model p. 395) 95. One advantage of the Fiedler model is that its contingency variables are simple and easy to assess. (False Moderate Problems with Fiedler Contingency Model p. 395) 96. The essence of cognitive resource theory is that stress is the enemy of rationality. True Moderate Cognitive Resource Theory p. 395) 97. Cognitive resource theory predicts that in low-stress situations, bright individuals perform better in the leadership role than their less intelligent counterparts. (True Moderate Cognitive Resource Theory p. 395) 98. Cognitive resource theory predicts that in high-stress situations, more experienced individuals per form better than do less experienced people. (True Moderate Cognitive Resource Theory p. 395) 99. Under the cognitive resource theory, experience is generally a strong predictor of leadership effectiveness. False Easy Cognitive Resource Theory p. 395) 100. Hersey and Blanchard argue that the correct leadership style is contingent on the level of the followers readiness. (True Easy Situational Leadership Theory p. 395) 101. Situational leadership theory essentially views the leader-follower relationship as analogous to that between a parent and child. (True Easy Situational Leadership Theory p. 396) 102. Situational leadership theory has been well validated by research but not well received by practitioners because there are so many factors to examine. (False Moderate Situational Leadership Theory p. 96) 103. SLT is an example of a trait theory. (False Easy Situational Leadership Theory pp. 395-396) 104. The path-goal model of leadership integrates the expectancy model of motivation with key elements of the Ohio State Studies. (True Moderate Path-Goal Theory p. 396) 105. Path-goal theory assumes leaders are flexible and can display different leadership behavior depending on the situation. (True Moderate Path-Goal Theory p. 397) 106. A hypothesis that has evolved out of path-goal theory is that directive leadership leads to greater satisfaction when tasks are ambiguous or stressful. True Moderate Path-Goal Theory Predictions p. 398) Leader-Member Exchange (LMX) Theory 107. In the leader-member exchange theory, leaders dont treat all of their subordinates alike. (True Moderate Leader-Member Exchange Theory p. 397) 108. According to LMX theory, out-group members get more of the leaders time, but in a negative manner. (False Moderate Leader-Member Exchange Theory p. 397) 109. In the leader-member exchange theory, leaders establish a special relationship with a small group of employees called the supportive followers. (False Moderate Leader-Member Exchange Theory p . 397) 110.Research testing of LMX theory has been generally supportive. (True, Moderate, Evaluation of Leader-Member Exchange Theory p. 398) Decision Theory Vroom and Yettons Leader-Participation Model 111. The leader-participation model provides a set of rules that leaders can use to determine the appropriate leadership behavior for a given task structure. (True Moderate Leadership-Participation Model p. 400) 112. The complexity of the leadership-participation model enables leaders to put through it realistically when they are assessing decision-making situations. (False Challenging Criticism of Leadership-Participation Model p. 00) SCENARIO-BASED QUESTIONS Application of Trait Theories Your companys HR director is a believer in trait theories of leadership. He believes that he can differentiate leaders from non-leaders by focusing on personal qualities and characteristics. The HR director plans to promote Lawrence, a highly extroverted manager with a great deal of ambition and e nergy. Furthermore, the president of the company is preparing to retire, and the HR director is searching for her replacement. He asks for your expertise in helping him to apply trait theory to leadership selection within your company. 13. You explain that research efforts at isolating leadership traits have ________. a. identified six leadership traits that predict leadership b. been supportive of the Big Five leadership traits predicting leadership c. shown that conscientiousness does not help much in predicting leadership d. identified emotional stability as the most strongly related trait to leader emergence e. been more focused on developing contingency theories and replacing trait theories (b Easy Big Five and Trait Theories p. 386) AACSB Analytic Skills 114.When selecting individuals for leadership positions, trait theory suggests that which of the following is least helpful for identifying leaders? a. extraversion b. conscientiousness c. openness to experience d. agreeablen ess e. ambition (d Moderate Big Five and Trait Theories p. 387) AACSB Analytic Skills 115. You sack the director to grade which of the following when formulaing for appropriate candidates for the presidents replacement? a. goal-orientation b. analytical capacity c. emotional intelligence d. emotional stability e. training (c Moderate Emotional Intelligence and Trait Theories p. 387) AACSB Analytic Skills 16. The director believes that because of these inhering characteristics, Lawrence will be highly effective at helping the company achieve its production goals. You advise the director against this decision because ________. a. research has identified emotional stability as the strongest predictor of leadership effectiveness b. studies have found that the Big Five traits are difficult to identify in leaders c. studies have shown that traits are poor predictors of leadership effectiveness d. research has found that conscientiousness is a better predictor of effectiveness than ext raversion e. esearch has shown that effective managers are often unlikely to become effective leaders (c Moderate Trait Theories p. 388) AACSB Analytic Skills Application of Trait and Behavioral Theories You are the CEO of an engineering design wet that has several departments, each specializing in the design of different products. You have noticed a great deal of difference between the styles of the various department directors. You also see a big difference in the morale, employee satisfaction levels, and effectiveness (productivity) levels of the departments.One of your goals as CEO is to maximize productivity across all departments. 117. As you look at the difference between the department directors, you notice that some are more charismatic and burning than others. In identifying this difference, you are looking at the directors _____. a. behaviors b. traits c. personalities d. attitudes e. all of the above (b Easy Traits p. 386) AACSB Analytic Skills 118. Some of the departm ental directors spend more time training and helping their employees, while other spend more time on the technical issues that arise in the development process.According to the categories used in the University of Michigan studies, the directors can be described as ________. a. oriented toward initiating structure vs. oriented toward consideration b. employee-oriented vs. production-oriented c. training-oriented vs. development-oriented d. assistance-oriented vs. growth-oriented e. authority-type leaders vs. laissez faire-type leaders (b Moderate University of Michigan Studies p. 390) AACSB Analytic Skills 119. Based on the results of the University of Michigan studies, which directors most likely have departments with higher productivity and job satisfaction? . the employee-oriented leaders b. the production-oriented leaders c. the consideration-oriented leaders d. the development-oriented leaders e. the task-oriented leaders (a Moderate Employee-Oriented Leaders p. 390) AACSB Anal ytic Skills 120. Of all the departments, Gerards department has the greatest production output. His employees seem most satisfied with his leadership as well. You categorize the behavioral styles of each department director using the managerial grid. According to the work of Blake and Mouton, who developed the grid, which of the following is most likely to reflect Gerards score on he grid? a. 8,8 b. 5,5 c. 1,7 d. 7,1 e. 1,1 (a Moderate Managerial Grid p. 390) AACSB Analytic Skills 121. It can be inferred that the poorest performing director is most likely to receive which of the following scores on the managerial grid? a. 9,9 b. 1,9 c. 9,1 d. 5,5 e. 1,1 (e Challenging Managerial Grid p. 390) AACSB Analytic Skills Application of Fiedlers Contingency Theory You have decided to use Fiedlers LPC questionnaire to help your employees learn more about their leadership styles. from each one of your employees has filled out and scored the instrument.It is your job to try to explain to them how to use the survey information. 122. According to Fiedlers approach, your employees should assume which of the following about the leadership styles determined through using the survey? a. Each persons style is essentially fixed. b. Each person can use the information to change his/her style to a more productive style. c. Task-oriented leaders will not perform as well as relationship-oriented leaders in situations that are very unfavorable. d. Task-oriented leaders will perform better than relationship-oriented leaders in moderately favorable situations. . Each persons style will change in accordance with the situation at hand. (a Moderate Fiedler Contingency Model p. 392) AACSB Analytic Skills 123. Fran completes the LPC questionnaire and finds that she described her least preferred co-worker in relatively positive terms. She is surprised by this finding because she recalls being particularly annoy by this difficult co-worker. Based on your understanding of Fiedlers model, you explain to Fran that her LPC score makes sense within the model because ________. a. Fran tends to become very dominating when given ambiguous tasks b.Fran is usually much more focused on productivity than on developing relationships c. Fran tends in general to focus on building good relationships with the other employees at your company d. Fran has a spotty work history and has tended to switch jobs every bring together of years e. Fran is usually chosen for positions of high responsibility within your organization (c Challenging Least Preferred Coworker p. 392) AACSB Analytic Skills 124. In utilizing Fiedlers contingency model, which of the following contingency dimensions should your employees pay attention to? a. leader-member relations b. ask structure c. position power d. All of the above are important dimensions in this model. e. None of the above are important dimensions in this model. (d Moderate Fiedlers Key Situational Factors p. 393) AACSB Analytic Skills 125. The Fiedl er model proposes ________. a. changing the leader b. changing the situation c. matching leaders and situations d. changing the employees e. training the leader to match each situation (c Easy Matching Leaders and Situations p. 394) AACSB Analytic Skills Application of Various Theories Your boss has been reading several books on leadership. You notice that every ew months he is spouting a different approach and philosophy. You have been arduous to keep up with him and figure out which leadership theory of the month he is studying. 126. Suddenly your boss begins sending people to training to help them develop more effective leadership styles. It is clear that he is reading an author who supports _____. a. trait theories b. behavioral theories c. Fiedlers contingency model d. the reflection effect e. none of the above (b Easy Behavioral Theories p. 389) AACSB Analytic Skills 127. You have noticed that your boss is often asking you what types of peers you least like to work with.You suspect that he is trying to covertly determine your leadership style correspond to _____. a. Hersey and Blanchard b. Vroom and Yetton c. Fiedler d. Sondak e. none of the above (c Easy Fiedler Contingency Model p. 392) AACSB Analytic Skills 128. This month your boss seems less concerned about his leaders than he is about the people who work for them and whether these employees are willing and able to perform particular tasks. Your boss is most likely reading _____. a. Hersey and Blanchard b. Vroom and Yetton c. Fiedler d. Christos e. Fiedler and Garcia (a Easy, Situational Leadership Theory p. 95) AACSB Analytic Skills 129. Now your boss seems to be trying to analyze each leader tally to which employees they interact with most and least, and which employees they rate highest and lowest. You suspect that he is reading about which of the following models? a. SLT b. LMX c. LPC d. PGT e. SNFU (b Moderate Leader-Member Exchange Theory p. 398) AACSB Analytic Skills Application of Leader -Member Exchange (LMX) Theory As you have observed your department manager and her interactions with the departments employees, you have come to believe in LMX theory.Sarah and Joe get less of the managers time. Sally gets fewer of the preferred rewards that the manager controls and John has a relationship with the manager based on formal authority interactions. Rebecca is trusted. Jennifer gets a disproportionate amount of the managers attention and is more likely to receive special privileges. 130. According to LMX theory, the in-group is likely to be comprised of _____. a. Rebecca and Jennifer only b. Jennifer only c. Rebecca only d. John, Rebecca, and Jennifer only e. Sarah, Joe, Sally, and John only (a Moderate In-Group pp. 398-399) AACSB Analytic Skills 31. According to LMX theory, which of the following employees is likely to be included in the out-group? a. Rebecca only b. Jennifer only c. Sarah and Jennifer only d. Sarah and Joe only e. Sarah, Joe, Sally, and John only (c E asy Out-Group p. 399) AACSB Analytic Skills 132. When you look at this departments performance evaluations, you expect to find that _____. a. Rebecca and Jennifer have high ratings b. Rebecca, John, and Jennifer have high ratings c. Rebecca and Jennifer have high ratings, John has moderate ratings, and the rest of the employees have low ratings d.John has received more promotions than any of the other employees e. Rebecca and John compete with each other for the highest ratings (a Moderate In-Group p. 399) AACSB Analytic Skills 133. The manager of this particular department is very goal-oriented in his leadership style. Which of the following employees is also likely to be very goal-oriented? a. Sarah b. Jennifer c. Joe d. Sally e. John (b Moderate In-Group p. 399) AACSB Analytic Skills SHORT reciprocation QUESTIONS 134. What is the difference between leadership and management? Leadership is defined as the ability to influence a group toward the achievement of goals.Leadership is a bout coping with change, management is about coping with complexity. Good management brings about order and consistency by drawing up formal plans, designing rigid organization structures, and monitor results against plans. Management consists of implementing the vision and strategy provided by leaders, coordinating and staffing the organization, and handling day-to-day problems. (Easy Management and Leadership p. 385) AACSB Analytic Skills 135. What breakthrough resulted in consistent and strong support for traits as predictors of leadership?When researchers began organizing traits around the Big Five personality framework, it became clear that most of the dozens of traits that emerged in various leadership reviews could be subsumed under one of the Big Five. This approach resulted in consistent and strong support for traits as predictors of leadership emergence. (Easy Leadership p. 385) AACSB Analytic Skills 136. What are the implications of the behavioral theories of leadership? If trait research had been successful, it would have provided a basis for selecting the right persons to assume formal positions in groups and organizations requiring leadership.In contrast, if behavioral studies were to turn up critical behavioral determinants of leadership, we could train people to be leaders. The difference between trait and behavioral theories, in terms of application, lies in their underlying assumptions. If trait theories were valid, then leaders are born rather than made. On the other hand, if there were circumstantial behaviors that identified leaders, then we could teach leadership we could design programs that implanted these behavioral patterns in individuals who desired to be effective leaders. Moderate Implications of Behavioral Theories p. 389) AACSB Analytic Skills 137. Identify and explain the two dimensions of leadership described in the Ohio State studies. The Ohio State studies proposed that two categories accounted for most of the leadership be havior described by employees. They called these two dimensions initiating structure and consideration. a) Initiating structure refers to the extent to which a leader is likely to define and structure his or her role and those of employees in the search for goal attainment. ) Consideration is described as the extent to which a person is likely to have job relationships that are characterized by mutual trust, respect for employees ideas, and regard for their feelings. (Easy Ohio State Studies p. 389) AACSB Analytic Skills 138. Explain the components of Blake and Moutons managerial grid. Blake and Mouton proposed a managerial grid based on the styles of concern for people and concern for production. This grid shows the dominating factors in a leaders thinking in regard to getting results. Managers were found to perform best under a 9,9 style.The dimensions represent the Ohio State dimensions of consideration and initiating structure and the Michigan dimensions of employee oriented and production oriented. (Easy Managerial Grid p. 390) AACSB Analytic Skills 139. How was cognitive resource theory developed, and what are its main findings? Fiedler and Joe Garcia re-conceptualized Fiedlers contingency model. They focused on the role of stress as a form of situational unfavorableness and how a leaders intelligence and experience influence his or her reaction to stress. The essence of the theory is that stress is the enemy of rationality.Fiedler and Garcia found that a leaders intellectual abilities correlate positively with performance under low stress but negatively under high stress. According to the theory, its the level of stress in the situation that determines whether an individuals intelligence and experience will contribute to leadership performance. (Moderate Cognitive Resource Theory p. 395) AACSB Analytic Skills 140. Describe LMX theory and identify its main beliefs. This theory argues that because of time pressures, leaders establish a special relationshi p with a small group of their followers.These individuals make up the in-group they are trusted, get a disproportionate amount of the leaders attention, and are more likely to receive special privileges. Other followers fall into the out-group. They get less of the leaders time, fewer of the preferred rewards that the leader controls, and have leader-follower relations based on formal authority interactions. The leader implicitly categorizes the follower as an in or out and that relationship is relatively stable over time. (Moderate Leader-Member Exchange Theory pp. 398-399) AACSB Analytic Skills 141. Describe the leader-participation model.Victor Vroom and Phillip Yetton developed a model that related leadership behavior and participation in decision making. Recognizing that task structures have varying demands for routine and non-routine activities, these researchers argued that leader behavior must come up to reflect the task structure. The model was normative it provided a se quential set of rules that should be followed in find out the form and amount of participation in decision making, as determined by different types of situations. The model was a decision tree incorporating seven contingencies and five alternative leadership styles. Easy Leadership-Participation Model p. 400) AACSB Analytic Skills MEDIUM LENGTH DISCUSSION QUESTIONS 142. Explain the principles of Hersey and Blanchards situational leadership theory. Situational leadership is a contingency theory that focuses on the followers. Successful leadership is achieved by selecting the right leadership style, which they argue is contingent on the level of the followers readiness. The emphasis on the followers in leadership effectiveness reflects the reality that it is the followers who accept or reject the leaders.Readiness refers to the extent to which people have the ability and willingness to accomplish a specific task. SLT says if a follower is unable and unwilling to do a task, the leader needs to give clear and specific directions if followers are unable and willing, the leader needs to display high task orientation to correct for the followers lack of ability and high relationship orientation to get the follower to buy into the leaders desires if followers are able and unwilling, the leader needs to use a supportive and participative style and if the employee is both able and willing, the leader doesnt need to do much. Moderate Situational Leadership Theory pp. 395-396) AACSB Analytic Skills 143. What are the predictions of path-goal theory? Path-goal theory made several predictions a) Directive leadership leads to greater satisfaction when tasks are ambiguous or stressful than when they are highly structured and well laid out. b) Supportive leadership results in high employee performance and satisfaction when employees are performing structured tasks. c) Directive leadership is likely to be perceived as redundant among employees with high perceived ability or wi th considerable experience. ) Employees with an internal locus of control will be more satisfied with a participative style. e) Achievement-oriented leadership will development employees expectancies that effort will lead to high performance when tasks are ambiguously structured. (Moderate Path-Goal Theory Predictions p. 398) AACSB Analytic Skills 144. restart the leader-member exchange theory. The leader-member exchange (LMX) theory argues that because of time pressures, leaders establish a special relationship with a small group of their followers.These individuals make up the in-groupthey are trusted, get a disproportionate amount of the leaders attention, and are more likely to receive special privileges. Other followers fall into the out-group. They get less of the leaders time, fewer of the preferred rewards that the leader controls, and have leader-follower relations based on formal authority interactions. The theory proposes that early in the history of the interaction bet ween a leader and a given follower, the leader implicitly categorizes the follower as an in or an out and that relationship is relatively stable over time.The theory and research surrounding it provide substantive evidence that leaders do differentiate among followers that these disparities are far from random and that followers with in-group status will have higher performance ratings, lower turnover intentions, greater satisfaction with their superior, and higher overall satisfaction than will the out-group. These positive findings for in-group members are consistent with our knowledge of the self-fulfilling prophesy. (Moderate Leader-Member Exchange Theory pp. 98-399) AACSB Analytic Skills COMPREHENSIVE ESSAYS 145. Explain Fiedlers contingency model. In your discussion, describe the role of the LPC (least preferred coworker) questionnaire and identify the key situational factors that determine leadership effectiveness, according to this model. Fred Fiedler developed the first com prehensive contingency model for leadership. This model proposes that effective group performance depends upon the proper match between the leaders style and the degree to which the situation gives control to the leader.The least preferred co-worker (LPC) questionnaire is used to determine what the leaders basic style is. Sixteen contrasting adjectives are used to ask respondents to describe their least-preferred co-worker. If the least preferred co-worker is described in relatively positive terms (a high LPC score), then the respondent is primarily interested in good personal relations with this co-worker. This person is considered relationship oriented. If the least preferred co-worker is primarily interested in productivity, they would be denominate task oriented.Fiedler assumes that an individuals leadership style is fixed. Fiedler identified three contingency dimensions that define the key situational factors that determine leadership effectiveness. a) Leader-member relations are the degree of confidence, trust, and respect members have in their leader. b) Task structure is the degree to which the job assignments are procedurized. c) Position power is the degree of influence a leader has over power variables such as hiring, firing, discipline, promotions, and salary increases.The better the leader-member relations, the more highly structured the job, and the stronger the position power, the more control the leader has. With knowledge of an individuals LPC and an assessment of the three contingency variables, Fiedler proposes matching them up to achieve maximum leadership effectiveness. Task-oriented leaders tend to perform better in situations that were very favorable to them and in situations that were very unfavorable. Relationship oriented leaders perform better in moderately favorable situations.Fiedler has suggested recently that task-oriented leaders perform best in situations of high and low control, while relationship-oriented leaders perform bes t in moderate control situations. There are two ways to improve leader effectiveness. You can change the leader to fit the situation. The second alternative would be to change the situation to fit the leader. This could be done by restructuring tasks or increasing or decreasing the power that the leader has to control factors such as salary increases, promotions, and disciplinary actions. (Challenging Fiedler Contingency Model pp. 92- 394) AACSB Analytic Skills 146. Compare and contrast Hersey and Blanchards situational leadership theory with Houses path-goal theory. Hersey and Blanchards situation leadership theory is a contingency theory that focuses on the followers. Successful leadership is achieved by selecting the right leadership style, which Hersey and Blanchard argue is contingent on the level of the followers readiness. The emphasis on the followers in leadership effectiveness reflects the reality that it is the followers who accept or reject the leaders.The term readiness refers to the extent to which people have the ability and willingness to accomplish a specific task. SLT says if a follower is unable and unwilling to do a task, the leader needs to give clear and specific directions if followers are unable and willing, the leader needs to display high task orientation to compensate for the followers lack of ability and high relationship orientation to get the follower to buy into the leaders desires if followers are able and unwilling, the leader needs to use a supportive and articipative style and if the employee is both able and willing, the leader doesnt need to do much. Path-goal theory was developed by Robert House. The essence of the theory is that its the leaders job to assist followers in attaining their goals and to provide the necessary direction and/or support to ensure that their goals are compatible with the overall objectives of the group or organization.The term path-goal is derived from the belief that effective leaders clarify the path to help their followers get from where they are to the achievement of their work goals and make the journey along the path easier by trim roadblocks. House identified four leadership behaviors. The directive leader lets followers know what is expected of them, schedules work to be done, and gives specific guidance as to how to accomplish tasks. The supportive leader is friendly and shows concern for the needs of followers.The participative leader consults with followers and uses their suggestions before making a decision. The achievement-oriented leader sets challenging goals and expects followers to perform at their highest level. House assumes that leaders are flexible and that the same leader can display any or all of these behaviors depending on the situation. (Challenging Situational Leadership Theory and Path-Goal Theory pp. 395-396) AACSB Analytic Skills