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Q:
(p. 453) Which of the following characteristics is most closely related to leader effectiveness?
A. Low agreeableness
B. High conscientiousness
C. High introversion
D. Low neuroticism
E. High openness to experience
Q:
A major pharmaceutical firm is developing a new medical drug for the market. Stockholders are pressing for an early release date, as the drug is expected to generate significant profits. Unions representing production workers are pressing for wage increases, which would reduce the resources available for development and marketing, thus delaying the release date. Consumer activists are pressing for increased testing which would both increase costs and delay the release date. Which organizational effectiveness criterion is most applicable in this situation?
A. Resource allocation
B. Internal processes
C. External processes
D. Goal accomplishment
E. Strategic constituencies satisfaction
Q:
(p. 453) Which of the following refers to how well people actually do in a leadership role?
A. Leader personality
B. Leader effectiveness
C. Leader emergence
D. Leader perception
E. Leader characteristic
Q:
According to the criterion of _____, effectiveness is gauged by how well the organization meets the demands and expectations of key interest groups.
A. strategic constituencies satisfaction
B. goal accomplishment
C. external processes
D. internal processes
E. resource acquisition
Q:
Davis, Inc., has not been able to bring any changes to its existing products for a very long time. For the last two years, it has not launched a single new product. It has also been facing constant complaints from customers. Recently, it has been sued for violating local noise regulations. Which of the following generic organizational effectiveness criteria is a cause of concern for Davis Inc.?
A. Internal processes
B. External processes
C. Strategic Constituencies Satisfaction
D. Resource acquisition
E. Goal accomplishment
Q:
(p. 453) _____ refers to the notion of who becomes a leader rather than how well people do in a leadership role.
A. Leader efficiency
B. Leader effectiveness
C. Leader emergence
D. Leader substitution
E. Leader efficacy
Q:
(p. 453) _____ suggest that leaders are born, not made.
A. Leader-member exchange theories
B. Ohio State studies of leadership
C. Transformational theories of leadership
D. Contingent theory of leadership
E. Great person theories of leadership
Q:
According to the criterion of _____, effectiveness is gauged by how well the core of the organization functions.
A. strategic constituencies satisfaction
B. goal accomplishment
C. external processes
D. internal processes
E. resource acquisition
Q:
While the rest of the academia is suffering from labor shortages, Southwestern University averages five applicants for every position opening. With this ratio of applicants to openings, the university can pick and choose from among the top candidates. Southwestern University is successful according to which organizational effectiveness criterion?
A. Resource acquisition
B. Internal processes
C. External processes
D. Goal accomplishment
E. Strategic constituencies satisfaction
Q:
(p. 452) The degree to which the leader's actions result in the achievement of the unit's goals, the continued commitment of the unit's employees, and the development of mutual trust, respect, and obligation in leader-member dyads refers to: A. out-group readiness. B. leader effectiveness. C. leader emergence. D. leader focus. E. individualized consideration.
Q:
According to the criterion of _____, effectiveness is gauged by how well the organization acquires necessary supplies.
A. strategic constituencies satisfaction
B. goal accomplishment
C. external processes
D. internal processes
E. resource acquisition
Q:
(p. 452) In the leader-member exchange theory, the low-quality exchange dyad forms the leader's:
A. outgroup.
B. internal attributes.
C. ingroup.
D. levels of mutual trust.
E. obligations.
Q:
Brown's Corp. set a number of objectives for the quarter, including increasing productivity by 10 percent and reducing turnover by 20 percent. As a whole, the organization accomplished both these objectives. Brown's Corp. is successful according to which organizational effectiveness criterion?
A. Resource allocation
B. Internal processes
C. External processes
D. Goal accomplishment
E. Strategic constituencies satisfaction
Q:
(p. 452) In the leader-member exchange theory, the _____ exchange dyad is marked by the frequent exchange of information, influence, latitude, support, and attention.
A. participating
B. low-quality
C. intrinsic
D. high-quality
E. extrinsic
Q:
According to the criterion of _____, effectiveness is gauged by how well the organization meets or exceeds its stated objectives.
A. strategic constituencies satisfaction
B. goal accomplishment
C. external processes
D. internal processes
E. resource acquisition
Q:
(p. 452) According to the leader-member exchange theory, the two general types of leader-member dyads are:
A. role taking exchange and role selling exchange.
B. high-quality exchange and low-quality exchange.
C. intrinsic and extrinsic.
D. role making and role selling.
E. participating exchange and observing exchange.
Q:
Compare transactional and transformational leadership.
Q:
(p. 451) The _____ process is marked by a free-flowing exchange in which the leader offers more opportunities and resources and the employee contributes more activities and effort.
A. role taking
B. role selling
C. participating
D. role making
E. role allocating
Q:
Analyze contingency leadership as determined by Fiedler's contingency model.
Q:
(p. 451) During the _____ phase of the leader-member exchange theory, the employee's own expectations for the dyad get mixed in with those of the leader.
A. role taking
B. role selling
C. participating
D. role making
E. role allocating
Q:
Briefly discuss the traits associated with "bad leadership.".
Q:
(p. 451) During which phase of the leader-member exchange theory does a manager describe role expectations to an employee, with the employee attempting to fulfill those expectations with his/her job behaviors?
A. Role taking
B. Role selling
C. Role designing
D. Role making
E. Readiness
Q:
Describe the similarities and differences between leading and managing.
Q:
(p. 451) The leader-member exchange theory argues that:
A. new relationships between leaders and members are typically marked by a role taking phase.
B. most leaders can judge their performance by referring to the number of companies they have created.
C. leader traits holds more practical relevance than leader actions.
D. the correlations of the trait-leadership magnitude are strong.
E. organizations should limit leader-member exchanges to maximize organizational productivity.
Q:
Which of the following is the first step of the four-step process for followers to use in managing the leader-follower relationship?
A. Followers need to understand their own style, needs, goals, expectations, and strengths and weaknesses.
B. Followers should attempt to gain an appreciation for their manager's leadership style, interpersonal style, goals, expectations, pressures, and strengths and weaknesses.
C. Followers need to conduct a gap analysis between the understanding they have about their boss and the understanding they have about themselves.
D. Leaders are required to perform functions associated with planning, investigating, organizing, and control.
E. Followers are required to build on mutual strengths and to adjust or accommodate the leader's divergent style, goals, expectations, and weaknesses.
Q:
(p. 471) Leadership training programs often focus on very specific issues, like being a more effective mentor.
Q:
Jim is the daytime supervisor for an automobile assembly line. He supervises forty-five workers who perform routine jobs that require minimal training. Which of the following suggests that Jim follows the servant-leadership model of leadership?
A. Jim seeks to develop leadership in others and focuses on objectives that surpass the immediate needs of the group.
B. Jim sets goals, monitors progress toward goal achievement, and rewards and punishes people for their level of goal accomplishment.
C. Jim refrains from engaging in self-serving behaviors that hurt others and focuses on increased service to others rather than to himself.
D. Jim wants to develop a partnership with his team illustrated by reciprocal influence, mutual trust, respect and liking, and a sense of common fates.
E. Jim likes to provide the guidance and support needed by employees and ties meaningful rewards to completion of objectives.
Q:
(p. 470) Increasing the time spent on training the leaders can help maximize their effectiveness.
Q:
According to the _____ model of leadership, leaders should focus on increased service to others rather than themselves.
A. trait
B. servant-leadership
C. contingency
D. path-goal
E. charismatic
Q:
(p. 470) Neutralizers reduce the importance of the leader while providing a direct benefit to employee performance.
Q:
_____ is defined as "a dynamic, interactive influence process among individuals in groups for which the objective is to lead one another to the achievement of group or organizational goals or both.
A. Transactional leadership
B. Contingency leadership
C. Trait leadership
D. Shared leadership
E. Path-goal leadership
Q:
Task stability and spatial distance can neutralize the effectiveness of a leader's actions.
Q:
To improve leader-member exchanges, managers should:
A. stay focused on the individual team member's goals.
B. empower the group member to get things done.
C. delegate the power to exercise control to a senior team member.
D. work to improve team members' relationships with the senior-level organization.
E. use an authentic, respectful, and assertive approach to resolve differences with the manager.
Q:
(p. 469) Transformational leadership has no effect on continuance commitment.
Q:
According to the leader-member exchange model of leadership, out-group exchanges are characterized by _____.
A. need for power
B. need for achievement
C. a lack of mutual respect
D. charisma
E. transactions
Q:
(p. 469) Employees with transformational leaders tend to have higher levels of task performance.
Q:
According to the leader-member exchange model of leadership, in-group exchanges are characterized by mutual _____.
A. need for power
B. trust
C. need for achievement
D. dislike
E. transactions
Q:
(p. 468) Transformational leadership is strongly related to unit-focused measures of leadership effectiveness than most other leadership forms.
Q:
Which of the following is true about the Leader-Member Exchange (LMX) model of leadership?A. It focuses on clarifying employees' role and task requirements and providing followers with positive and negative rewards contingent on performance.B. Leader behaviors are expected to be acceptable when employees view them as a source of satisfaction or as paving the way to future satisfaction.C. This model emphasizes the point that leadership effectiveness is a function of the fit between a leader's style and the situational demands at hand.D. It focuses on the quality of relationships between managers and subordinates as opposed to the behaviors or traits of either leaders or followers.E. It drives home the point that leaders need to modify their style to fit a situation since all leadership styles are not universally effective.
Q:
(p. 465) Inspirational motivation involves behaving in ways that foster an enthusiasm for a shared vision of the future.
Q:
The LMX model is based on the assumption that:
A. new employees should withhold their loyalty, support, and cooperativeness from their manager.
B. out-group members have no choice but to oversee the improvement of mutual trust and respect.
C. leaders develop unique one-to-one relationships with each of the people reporting to them.
D. managers need to give employees ample opportunity to prove themselves.
E. managers should consciously try to decrease the number of members in the in-group.
Q:
(p. 464) Idealized influence involves behaving in ways that earn the admiration, trust, and respect of followers.
Q:
Transformational leaders:A. can be ethical or unethical.B. rely primarily on extrinsic sources of motivation.C. influence individuals, but not groups.D. focus on rewarding and punishing people depending on their performance.E. provide followers with only the positive rewards contingent on performance.
Q:
Which of the following managerial implications underscores the support for transformational leadership?A. The best leaders are transactional and adopt a "wait-and-see" style.B. Transformational leaders, who are mostly unethical, select or produce obedient, dependent, and compliant followers.C. Employees at any level in an organization can be trained to be more transactional and transformational.D. Transformational leaders need to adapt to a virtual work style to reach out to a larger audience.E. Transformational leadership only affects individual-level outcomes like job satisfaction, organizational commitment, and performance.
Q:
(p. 462) Laissez-faire is an active and effective approach to leadership.
Q:
(p. 462) Transformational leadership is less motivational compared to other managerial approaches.
Q:
_____, a set of leader behaviors, includes behaviors such as sacrificing for the good of the group, being a role model, and displaying high ethical standards.
A. Inspirational motivation
B. Individualized consideration
C. Idealized influence
D. Intellectual stimulation
E. Organizational culture
Q:
One of the key sets of leader behavior, referred to as _____, involves establishing an attractive vision of the future, the use of emotional arguments, and exhibition of optimism and enthusiasm.
A. idealized influence
B. inspirational motivation
C. individualized consideration
D. intellectual stimulation
E. organizational culture
Q:
(p. 462) Transformational leadership represents the carrot-and-stick approach to leadership.
Q:
(p. 459) Telling is the optimal combination of leader behaviors at the R3 Stage of readiness.
Q:
Jim is the daytime supervisor for an automobile assembly line. He supervises forty-five workers who perform routine jobs that require minimal training. Which of the following suggests that Jim follows the transformational model of leadership?
A. Jim seeks to develop leadership in others and focuses on objectives that surpass the immediate needs of the group.
B. Jim sets goals, monitors progress toward goal achievement, and rewards and punishes people for their level of goal accomplishment.
C. Jim's leadership skills are most effective when applied to match the characteristics of the situation at hand.
D. Jim wants to develop a partnership with his team illustrated by reciprocal influence, mutual trust, respect and liking, and a sense of common fates.
E. Jim likes to provide the guidance and support needed by employees and ties meaningful rewards to completion of objectives.
Q:
Situational Leadership Theory is well supported by many scientific studies.
Q:
Which of the following is true about the transformational model of leadership?
A. Transformational leaders tend to have personalities that are less agreeable and extraverted.
B. Female transformational leaders have higher emotional intelligence than male leaders.
C. Male leaders were found to use transformational leadership more than female leaders.
D. Rigid and bureaucratic cultures are more likely to create environments that foster the opportunity for transformational leadership to be exhibited.
E. Transformational leadership is less traitlike and more susceptible to managerial influence.
Q:
(p. 459) Readiness is defined as the degree to which employees have the ability and willingness to accomplish specific tasks.
Q:
Transformational leaders transform followers by creating changes in their _____.
A. goals and aspiration
B. inspirational motivation
C. organizational performance
D. culture
E. organizational commitment
Q:
(p. 457) Leaders who are high on initiating structure play a passive role in directing group activities and often fail to plan activities.
Q:
Which of the following is true about transformational leadership?
A. It focuses on clarifying employees' role and task requirements.
B. It provides followers with positive and negative rewards contingent on performance.
C. It fosters higher levels of employee engagement, trust, commitment, and loyalty from followers.
D. It encompasses the fundamental managerial activities of setting goals and monitoring progress toward goal achievement.
E. It rewards and punishes people for their level of goal accomplishment.
Q:
For the delegative style of decision making, teamwork skills of employees involved are not important.
Q:
Which of the following types of leaderships engenders trust, seeks to develop leadership in others, exhibits self-sacrifice and serves as a moral agent?
A. Trait leadership
B. Transformational leadership
C. Contingency leadership
D. Path-goal leadership
E. Leader-member exchange leadership
Q:
(p. 457) According to the time-driven model of leadership, autocratic styles are used for decisions in which the likelihood of employee commitment is high.
Q:
Which of the following is true about transactional leadership?
A. It exhibits self-sacrifice and serves as a moral agent.
B. It is based on using rewards and punishment to drive motivation and performance.
C. It produces significant organizational change.
D. It leads to superior performance when it augments or adds to transformational leadership.
E. It focuses on objectives that transcend the more immediate needs of the work group.
Q:
(p. 455-456) The time-driven model of leadership suggests that the focus should shift away from autocratic, consultative, facilitative, and delegative situations to autocratic, consultative, facilitative, and delegative leaders.
Q:
_____ encompasses the fundamental managerial activities of setting goals, monitoring progress toward goal achievement, and rewarding and punishing people for their level of goal accomplishment.
A. Transformational leadership
B. Trait leadership
C. In-group leadership
D. Transactional leadership
E. Out-group leadership
Q:
(p. 455) Making the correct decision is the ultimate means of judging a leader.
Q:
_____ focuses on clarifying employees' role and task requirements and providing followers with positive and negative rewards contingent on performance.
A. Transformational leadership
B. Trait leadership
C. In-group leadership
D. Transactional leadership
E. Out-group leadership
Q:
(p. 455) With a delegative style, the leader plays no role in the deliberations unless asked.
Q:
Jim is the daytime supervisor for an automobile assembly line. He supervises forty-five workers who perform routine jobs that require minimal training. Which of the following suggests that Jim follows the transactional model of leadership?
A. Jim has a certain idea about how he should behave as a leader and what he should do for his team of workers.
B. Jim sets goals, monitors progress toward goal achievement, and rewards and punishes people for their level of goal accomplishment.
C. Jim's leadership skills are most effective when applied to match the characteristics of the situation at hand.
D. Jim wants to develop a partnership with his team illustrated by reciprocal influence, mutual trust, respect and liking, and a sense of common fates.
E. Jim likes to provide the guidance and support needed by employees and ties meaningful rewards to completion of objectives.
Q:
(p. 455) Leaders do not make the ultimate decision with a consultative style of decision making.
Q:
Avoiding conflict, failing to assist employees, failing to give performance feedback, or being a hands-off leader are examples of the _____ model of leadership
A. transactional
B. laissez-faire
C. transformational
D. trait
E. contingency
Q:
(p. 454) With an autocratic style, the employees are asked to generate or evaluate potential solutions.
Q:
_____ leadership represents a general failure to take responsibility for leading.
A. Transactional
B. Transformational
C. Trait
D. Contingency
E. Laissez-faire
Q:
(p. 454) Autocratic style of leadership is characterized by high follower control.
Q:
A key managerial implication of path-goal theory is that:
A. managers should be trained to improve leader-member relations.
B. organizational effectiveness can be enhanced by appropriately matching leaders with situations.
C. managers should modify their leadership style to fit various employee and task characteristics.
D. managers need to give employees ample opportunity to prove themselves.
E. managers should consciously try to expand their in-groups.
Q:
(p. 453) A leader's decision making style captures how a leader decides as opposed to what a leader decides.
Q:
According to the path-goal leadership theory:
A. leadership effectiveness goes beyond traits and behaviors.
B. leaders are unlikely to be successful in all situations.
C. all the employee characteristics and environmental factors are relevant contingency factors.
D. effective leaders possess and use more than one style of leadership.
E. management development programs can be used to build a pipeline of leadership talent.
Q:
(p. 453) Focus on leader traits holds more practical relevance than a focus on leader's actions.
Q:
According to the path-goal theory, when a manager presents the work group in a positive light to others and maintains positive relationships with influential others, he or she exemplifies _____ behavior.
A. path-goal clarifying
B. supportive
C. interaction-facilitation
D. group-oriented decision-making
E. representation and networking
Q:
(p. 453) The trait-leadership correlations are strong in magnitude when leader effectiveness serves as the outcome.
Q:
According to the path-goal theory, when a manager shows concern for the well-being and needs of employees, he or she exemplifies _____ behaviors.
A. path-goal clarifying
B. supportive
C. interaction-facilitation
D. group-oriented decision-making
E. representation and networking
Q:
(p. 453) Traits are more predictive of leader emergence than they are of leader effectiveness.