Q&A Hero

Q: The path-goal theory is based on the premise: A. that an employee does not have to be a supervisor or manager to engage in leader behavior. B. leadership effectiveness goes beyond traits and behaviors. C. leaders are unlikely to be successful in all situations. D. leaders need to modify their style to fit a situation. E. leadership styles are not universally effective.

Q: Recent research has shown that the development of high LMX relationships is more effective in collectivistic cultures than in individualistic cultures.

Q: Under which of the following conditions is supportive and directive leadership helpful? A. When employees have an internal locus of control B. When employees have high task ability C. When employees are less experienced D. When employees' need for achievement is low E. When employees do not fit into the work group dynamics

Q: (p. 452) Tests of the leader-member exchange theory suggest that employees who are competent, likable, and similar to the leader in personality will be more likely to end up in the leader's in group.

Q: Which of the following is true about employees with high task ability? A. They are less likely to be motivated and satisfied by participative and achievement-oriented leadership. B. They find achievement-oriented leadership overwhelming as they confront challenges associated with learning a new job. C. They view the environment as uncontrollable, thereby preferring the structure provided by supportive leadership. D. They work well under supportive and directive leadership. E. They are less apt to need additional direction and thus would respond negatively to directive leadership.

Q: (p. 452) The low-quality exchange dyad is marked by increased exchange of information, influence, latitude, support, and attention.

Q: Which of the following is true about employees with an internal locus of control? A. They are satisfied with leader behaviors that exert additional control over their activities. B. They believe they have no control over the work environment. C. They tend to view the environment as uncontrollable. D. They are more likely to prefer participative or achievement-oriented leadership. E. They prefer the structure provided by supportive or directive leadership.

Q: (p. 451) The life cycle theory of leadership explains how leader-members relationships develop over time on a dyadic basis.

Q: (p. 451) Leader-member exchange theory argues that new leader-member relationships are typically marked by a role taking phase.

Q: According to House's revised path-goal theory, task structure and work group dynamics are examples of _____. A. intrinsic factors B. employee characteristics C. leader behaviors D. environmental factors E. leadership effectiveness behaviors

Q: Which of the following environmental factors is a contingency factor that describes leadership effectiveness? A. Work group dynamics B. Experience C. Need for clarity D. Need for achievement E. Task ability

Q: (p. 450) Leadership is the use of power and influence to direct the activities of followers toward goal attainment.

Q: Which of the following employee characteristics is a contingency factor that describes leadership effectiveness according to the path-goal theory? A. Task structure B. Locus of control C. Work group dynamics D. Leader acceptance E. Role ambiguity

Q: (p. 431) Moderate assertiveness and moderate cooperation represent which style of conflict resolution? A. Competing B. Avoiding C. Collaboration D. Compromise E. Accommodating

Q: According to _____, leader behavior is acceptable when employees view it as a source of satisfaction. A. Graen's leader-member exchange model B. Hersey and Blanchard's situational leadership theory C. House's path-goal theory D. Fiedler's contingency model E. Stogdill's trait theory

Q: (p. 431) Which form of conflict resolution requires the complete sharing of information by both parties, a full discussion of concerns, relatively equal power between parties, and a lot of time investment to arrive at a resolution? A. Accommodating B. Compromise C. Collaboration D. Competing E. Avoiding

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 path-goal 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 does not feel like taking responsibility for leading his team since their jobs require minimal training. 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 accomplishment of objectives.

Q: (p. 430-431) Which style of conflict resolution is generally regarded as the most effective? A. Accommodating B. Compromise C. Collaboration D. Competing E. Avoiding

Q: The path-goal theory was originally based on the _____. A. goal-setting theory B. need theory C. social learning theory D. equity theory E. expectancy theory

Q: (p. 430) Which style of conflict resolution occurs when both parties work together to maximize outcomes? A. Accommodating B. Compromise C. Collaboration D. Competing E. Avoiding

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 contingency 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 does not feel like taking responsibility for leading his team since their jobs require minimal training. 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. Only when Jim's team feels satisfied with this leadership behavior does Jim feel comfortable about his leadership style.

Q: (p. 430) Which style of conflict resolution is considered a win-win approach? A. Avoiding B. Compromise C. Collaboration D. Competing E. Accommodating

Q: According to Fiedler's Contingency Model, _____ refers to the degree to which the leader has formal authority to reward, punish, or otherwise obtain compliance from employees. A. consideration B. leader-member exchange C. task structure D. leader-member relations E. position power

Q: According to Fiedler's Contingency Model, _____ refers to the degree of pre-arrangement contained within duties performed by the work group. A. consideration B. leader-member exchange C. task structure D. leader-member relations E. position power

Q: (p. 430) Which conflict resolution style is typically used by leaders when an issue is really not that important to them but is very important to the other party? A. Accommodating B. Compromise C. Collaboration D. Competing E. Avoiding

Q: According to Fiedler's Contingency Model, _____ refers to the extent to which the leader has the support, loyalty, and trust of the work group. A. initiating structure B. leader-member exchange C. task structure D. leader-member relations E. position power

Q: (p. 430) Meredith and Sally had a major argument while designing the interiors of a restaurant. The conflict was finally settled when Meredith gave in completely to Sally in an unselfish manner. In this situation, Meredith used the _____ style of conflict resolution. A. accommodating B. compromise C. collaborating D. competing E. avoiding

Q: According to Fiedler's contingency model, _____ is the most important component of situational control. A. task structure B. follower's ability C. leader-member relations D. position power E. follower's motivation

Q: (p. 430) _____ occurs when one party wants to remain neutral or stay away from conflict to let things cool down. A. Accommodating B. Compromise C. Collaboration D. Competing E. Avoiding

Q: Leader-member relations, task structure, and position power are concepts associated with _____. A. Stogdill's Trait Theory B. Fiedler's Contingency Model C. House's Path-Goal Theory D. Hersey and Blanchard's Situational Leadership Theory E. the Leader-Member Exchange Model

Q: (p. 430) Which of the following can never really resolve a conflict? A. Avoiding B. Compromise C. Collaboration D. Competing E. Accommodating

Q: Jim is the daytime supervisor for an automobile assembly line. He supervises forty-five people who perform relatively routine jobs that require minimal training. The shop is unionized, so Jim has little latitude when it comes to dismissing poor performers. However, he does have the authority to transfer employees and has been known to reassign poor performers to less desirable jobs on the assembly line. Jim has a reputation for only transferring employees with just cause, and generally is viewed as a fair supervisor by his employees. Although he would like greater autonomy to determine salaries, Jim generally divides bonuses and raises equally among his employees. To do otherwise would likely create conflict with union members and representatives. According to Fiedler's Contingency Model, how would you characterize the level of situational control in these circumstances? A. Negligible B. Low C. Moderate D. High E. Absolute

Q: (p. 430) Which style of conflict resolution is considered a lose-lose approach? A. Avoiding B. Compromise C. Collaboration D. Competing E. Accommodating

Q: According to _____, leaders have one dominant leadership style that is resistant to change-either task motivated or relationship motivated. A. Graen's leader-member exchange model B. Hersey and Blanchard's situational leadership theory C. House's path-goal theory D. Stogdill's trait theory E. Fiedler's contingency model

Q: (p. 430) Which conflict resolution style is best used in situations in which the leader knows he or she is right and a quick decision needs to be made? A. Avoiding B. Compromise C. Collaboration D. Competing E. Accommodating

Q: According to Peter Drucker, which of the following should be taken into consideration when improving leadership effectiveness? A. Managers can help cultivate leadership if they start with the newest employees. B. There is only one best style of leadership. C. The difference between how frequently and how effectively managers exhibit various leadership behaviors has no effect on employees. D. Effective leaders should take responsibility for decision. E. Leaders share their ideas first and then take suggestions from their subordinates.

Q: (p. 430) Which conflict resolution style occurs most often when one party has high levels of organizational power and can use legitimate or coercive power to settle the conflict? A. Avoiding B. Compromise C. Collaboration D. Competing E. Accommodating

Q: According to the _____ theory of leadership, leadership is something that is learned. In other words, leaders are made, not born. A. behavioral style B. path-goal C. trait D. situational E. attribute

Q: (p. 430) Which style of conflict resolution is considered as a win-lose approach? A. Avoiding B. Compromise C. Collaboration D. Competing E. Accommodating

Q: (p. 430) In a conflict situation, when John attempts to get his own goals met without concern for the other party, he is utilizing which of the following conflict resolution styles? A. Competing B. Avoiding C. Collaboration D. Compromise E. Accommodating

Q: Which of the following styles of leadership did researchers of the University of Michigan studies identify? A. Dominance; guidance B. Employee centered; job centered C. People-centric; production-centric D. Authoritarian; democratic E. Consideration; initiating structure

Q: (p. 430) High assertiveness and high cooperation represent which style of conflict resolution? A. Competing B. Avoiding C. Collaboration D. Compromise E. Accommodating

Q: Initiating structure involves leader behavior associated with: A. creating mutual trust and respect within group members. B. communicating vision and goals to the seniors in the organization. C. building employees' self-esteem and self-efficacy. D. encouraging participative management and employee empowerment. E. organizing and defining what followers should be doing to maximize output.

Q: (p. 430) Low assertiveness and high cooperation represent which style of conflict resolution? A. Competing B. Avoiding C. Collaboration D. Compromise E. Accommodating

Q: Consideration involves leader behavior associated with: A. communicating vision and goals to the seniors in the organization. B. building employees' self-esteem and self-efficacy. C. encouraging participative management and employee empowerment. D. creating mutual trust and respect within group members. E. organizing and defining what followers should be doing to maximize output.

Q: (p. 430) Low assertiveness and low cooperation represent which style of conflict resolution? A. Competing B. Avoiding C. Collaboration D. Compromise E. Accommodating

Q: According to Ohio State researchers, which of the following sets are the two independent dimensions of leader behavior? A. Dominance; guidance B. Consideration; initiating structure C. Concern for people; concern for production D. Authoritarian; democratic E. Paternalism; intellectualism

Q: (p. 430) High assertiveness and low cooperation represent which style of conflict resolution? A. Competing B. Avoiding C. Collaboration D. Compromise E. Accommodating

Q: What is a key takeaway message from the trait theory? A. Traits have no effect on how we perceive leaders. B. It has the ability to explain leadership effectiveness and the human relations movement. C. Management development programs can be used to build a pipeline of leadership talent. D. A leader's style is described as either task-motivated or relationship-motivated. E. It is based on the idea that motivation to exert effort increases as one's expectations improve.

Q: (p. 429) Some employees are willing to manipulate and deceive others to acquire power. Which of the following tendencies do such employees have? A. Ingratiating tendencies B. Egoistic tendencies C. Machiavellian tendencies D. Central tendencies E. Narcissistic tendencies

Q: (p. 429) Which of the following is a personal characteristic that fosters organizational politics? A. Need for power B. Limited resources C. Ambiguity in roles D. High performance pressure E. Unclear performance evaluations

Q: Which of the following is true regarding gender and leadership? A. Men display more social leadership than women. B. Women employ a more directive style than men. C. Men and women are equally assertive. D. Men employ a more participative style than women. E. Women display more task leadership than men.

Q: Individuals who exhibit apparent sincerity, interpersonal influence, networking ability, and social astuteness are likely to have _____ ratings on task performance when the _______. A. higher; social requirements of the job are high B. higher, social requirements of the job are low C. lower; centrality requirements of the job are high. D. higher; centrality requirements of the job are low E. lower; social requirements of the job are high

Q: _____ is a mental representation of the traits and behaviors we believe are possessed by leaders. A. Power B. A leadership style C. Self-esteem D. Implicit leadership E. A leadership prototype

Q: Which of the following is true for leading versus managing? A. Leaders are charged with implementing vision and strategic plan. B. Effective leadership requires effective managerial skills at some level. C. Managers inspire others, provide emotional support, and try to get employees to rally around a common goal. D. Good leaders are necessarily good managers and vice versa. E. Leaders typically perform functions associated with planning, investigating, organizing, and control.

Q: (p. 427) The tendency to observe others and accurately interpret their behavior is termed as _____. A. social astuteness B. networking ability C. interpersonal influence D. apparent sincerity E. visibility

Q: Which of the following is true about leadership?A. It is a process between a leader and followers.B. It occurs mainly at senior levels in an organization.C. It focuses on the process of task delegation.D. It cannot be attained through social influence.E. Its primary focus is successful resource allocation.

Q: (p. 427) Which of the following refers to the ability to effectively understand others at work and to use that knowledge to influence others in ways that enhance personal and/or organizational objectives? A. Conceptual skill B. Ingratiation C. Political skill D. Negotiation E. Technical skill

Q: _____ is defined as a process whereby an individual influences others to achieve a common goal. A. Leadership B. Management C. Power D. Socialization E. Mentoring

Q: (p. 427) When actions by individuals in an organization are directed toward the goal of furthering their own self-interests, it is termed as _____. A. leadership B. internalization C. negotiation D. organizational politics E. substitutability

Q: Organizational leaders want their followers to create feelings of significance, community, and excitement.

Q: (p. 426) _____ occurs when the targets of influence are willing to do what the leader asks, but they do it with a degree of ambivalence. A. Resistance B. Ingratiation C. Compliance D. Internalization E. Engagement

Q: Shared leadership focuses on increased service to others over self-interest.

Q: (p. 426-427) _____ reflects neither a shift in the employees' behaviors nor their attitudes. A. Resistance B. Ingratiation C. Compliance D. Internalization E. Engagement

Q: Servant-leadership is more a philosophy of managing than a testable theory.

Q: (p. 426) _____ reflects a shift in the behaviors of employees but not their attitudes. A. Resistance B. Ingratiation C. Compliance D. Internalization E. Engagement

Q: Shared leadership is beneficial when people are working on tasks or projects that require one to be independent and have the ability to follow rules.

Q: (p. 426) _____ reflects a shift in both the behaviors and the attitudes of employees. For a leader, this is the best outcome, because it results in employees putting forth the greatest level of effort in accomplishing what they are asked to do. A. Resistance B. Ingratiation C. Compliance D. Collaboration E. Internalization

Q: Shared leadership 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.

Q: (p. 426) Which of the following occurs when the target of influence agrees with and becomes committed to the influence request? A. Resistance B. Ingratiation C. Compliance D. Collaboration E. Internalization

Q: The Leader-Member Exchange model of leadership entails simultaneous, ongoing, mutual influence process in which individuals share responsibility for leading regardless of formal roles and titles.

Q: (p. 425) In order to bring Steven, the marketing manager, on board with the idea of introducing a line of new products at Gold Coffee, Bree, the operations manager, enlisted the help of Natalie and Noah, the top two salespeople at the company. Bree is using which of the following influence tactics? A. Apprising B. Ingratiation C. Coalition D. Personal appeal E. Pressure

Q: (p. 425) Which of the following is the use of coercive power through threats and demands? A. Apprising B. Ingratiation C. Coalition D. Centrality E. Pressure

Q: To improve the quality of leader-member exchanges, managers must not fall prey to feeling powerless and should empower themselves to get things done.

Q: (p. 425) Which of the following occurs when the requestor clearly explains why performing a request will benefit the target personally? A. Apprising B. Ingratiation C. Coalition D. Personal appeal E. Exchange

Q: In an in-group exchange, leaders are characterized as overseers who fail to create a sense of mutual trust, respect, or common fate in in-group exchange.

Q: (p. 425) Gregory is a manager in an insurance company and heads a team of 30 agents. In order to meet the company's target, every agent needs to increase his or her target for the month by 15 percent. Gregory promises his agents a bonus if the company's target is met. Which influence tactic is Gregory using? A. Pressure B. Ingratiation C. Coalition D. Personal appeal E. Exchange

Q: Research supports that in the leader-member exchange model there is not a significant relationship between the type of leader-member exchange and job-related outcomes.

Q: (p. 424) "Sucking up" refers to which of the following influence tactics? A. Apprising B. Ingratiation C. Coalition D. Personal appeals E. Exchange

Q: The laissez-faire style of leadership revolves around the development of dyadic relationships between managers and their direct reports.