Q&A Hero

Q: Which of the following is a condition that may lead to organizational benefit through the application of a matrix structure? A) Organizations that must deal with financial and human resources constraints B) Organizations that require responses to rapid change in two or more environments, such as technology and markets C) Organizations that face uncertainties that generate high information-processing requirement D) All of the above are correct.

Q: The potential conflict between allegiance to one's functional manager and one's project manager must be recognized and dealt with in _______________ organizations. A) organic B) matrix C) mechanistic D) lateral

Q: A dual authority system is a distinguishing characteristic of a(n) _______________ organization. A) organic B) matrix C) mechanistic D) geopolitical

Q: Matrix organizations achieve the desired balance by superimposing a horizontal structure of _______________ on the vertical structure. A) authority B) influence C) communication D) All of the choices are correct.

Q: In practical terms, the __________ design combines functional and product departmental bases. A) Manix B) mixed C) matrix D) multiple channel

Q: Loan officers are often associated with industrial, commercial, or agricultural loans. This is an example of a(n) _______ form of departmentalization. A) process B) customer C) impact D) segmented

Q: In practical terms, the matrix design combines functional and ________________ departmental bases. A) geographical B) customer C) product D) retail

Q: The principal advantage of the functional basis is its _______________. A) efficiency B) responsiveness C) manageability D) flexibility

Q: Organizations that decentralize (delegate) authority enable managers to: A) Make significant decisions B) Gain skills C) Advance in the company D) All of the choices are correct

Q: Manufacturing plants often divide work into fabricating and assembly, with individuals assigned to one of these two activities. This division of work is called _______________ differentiation. A) specialty B) horizontal C) sequence D) vertical

Q: Subaru's Indiana manufacturing plant was the first auto assembly plant in the world to: A) Use biodegradable bumpers B) Use eco-friendly paint C) Use all American-made parts D) Send nothing to the landfill

Q: _______________ is the right to make decisions without approval by a higher manager and to extract obedience from other people. A) Specialization B) Authority C) Span of control D) Division of labor

Q: Division of labor in organizations can occur in ______ different ways. A) two B) three C) four D) five

Q: Thrivent Financial for Lutherans transformed its organization from a mechanistic to an organic structure to take advantage of the _______________ concept. A) specialization B) increased job range C) delegation of authority D) self-managed team

Q: The _______________ model of organizational design is relatively simple, decentralized, and informal. A) mechanistic B) geographic C) organic D) bureaucratic

Q: With the _______________ model of organizational design, decision making, control, and goal setting are decentralized and shared at all levels of the organization. A) mechanistic B) geographic C) organic D) bureaucratic

Q: Likert used the terms "System-1" and "System-4" to refer to ________ organizations respectively. A) functional and organic B) functional and matrix C) centralized and decentralized D) mechanistic and organic

Q: The _______ chain is the route for all vertical communications in an organization. A) secular B) scalar C) sanctioned D) "S"

Q: According to Weber, the bureaucratic structure is superior to any other form in ___________. A) Precision B) Stability C) Reliability D) All of the above.

Q: The skills and other competencies of the leader comprise only one variable in the leadership context. ⊚ true ⊚ false

Q: Autocratic leadership is not advised in any culture. ⊚ true ⊚ false

Q: There is no right or "universal" way to lead. ⊚ true ⊚ false

Q: The participative management approaches that are highly recommended by many American researchers can be counterproductive in many cultures. ⊚ true ⊚ false

Q: In an organizational sense, coaches and mentors are interchangeable terms. ⊚ true ⊚ false

Q: In addition to charisma, transformational leaders need communication abilities and sensitivity to others. ⊚ true ⊚ false

Q: When using management by exception, the leader is not involved unless objectives aren't being accomplished. ⊚ true ⊚ false

Q: Charismatic leaders always have positive effects on their followers. ⊚ true ⊚ false

Q: Linking followers with an organization's new direction, mission, and goals is easier if they're satisfied or unchallenged by the current situation. ⊚ true ⊚ false

Q: Keen analytical abilities can contribute to effectiveness in non-charismatic leaders. ⊚ true ⊚ false

Q: Asking an insecure follower to participate will typically lessen their insecurity. ⊚ true ⊚ false

Q: A person who is considered high in job readiness has the self-motivation and desire to do high-quality work. ⊚ true ⊚ false

Q: Those elements identified as "leadership variables" include the job tasks, the formal authority system of the organization, and the work group. ⊚ true ⊚ false

Q: Individuals with an internal locus of control are generally more satisfied with a directive leadership style. ⊚ true ⊚ false

Q: If a decision has high quality and follower commitment, it is an effective decision, regardless of how long it takes to make it. ⊚ true ⊚ false

Q: As a rule, being given greater authority lessens one's position power. ⊚ true ⊚ false

Q: Behavior that is helpful or even essential in some situations can be detrimental in others. ⊚ true ⊚ false

Q: Supervisors who score high on initiating structure tend to receive high proficiency ratings from superiors, but also have more employee grievances filed against them. ⊚ true ⊚ false

Q: To be effective, a leader should never admit mistakes. ⊚ true ⊚ false

Q: Patterns of effective behavior depend largely on the situation. ⊚ true ⊚ false

Q: Leadership traits don't operate singly to influence followers but act in combination. ⊚ true ⊚ false

Q: An extreme intelligence difference between a leader and his or her followers is always beneficial to the organization. ⊚ true ⊚ false

Q: Manz and Sims have described "team leaders" as individuals who lead others to lead themselves to higher levels of performance. ⊚ true ⊚ false

Q: External factors may be overwhelming and uncontrollable, no matter how good a leader may be. ⊚ true ⊚ false

Q: The role of informal leader can be every bit as important to a group's success as is that of the formal leader. ⊚ true ⊚ false

Q: In his cross-cultural studies of managers, what did Bass suggest in regard to reliance on others?

Q: Employees who rank high on power distance are more likely to prefer an autocratic style of leadership. Why?

Q: Bass identified several factors associated with transformational leadership. List three.

Q: What is typically thought of as the first requirement for exercising charismatic leadership?

Q: The text presents that there are two types of charismatic leaders. Briefly describe these types.

Q: Within SLT, what is denoted by the terms maturity and readiness?

Q: What leadership theory uses the expectancy motivation theory as its foundation?

Q: To understand the Vroom-Jago leadership model, it is important to consider three critical components. List these components.

Q: Leadership style can measured using the Least-Preferred Coworker Scale (LPC), an instrument developed by Fiedler. What do high and low scores on the LPC suggest?

Q: What are the LOQ and LBDQ?

Q: Briefly describe what is meant by an "initiating structure."

Q: The Likert-inspired team at the University of Michigan identified two distinct styles of leadership. What are these two behavior approaches to leadership?

Q: What did trait theory research attempt to accomplish?

Q: What did Greenleaf propose in regard to leadership?

Q: Hofstede suggested that American researchers did not focus enough on __________________. A) different views of education B) subordinate views of the leader C) aspects of the leader D) All of the responses are correct

Q: Hofstede model as, discussed in the text, contains ________ cultural dimensions. A) three B) four C) five D) seven

Q: The complexity of global joint ventures or of leading a foreign subsidiary requires the careful study of the _______________ that face the leader. A) culture and history B) expectations C) work environment D) All of the above.

Q: Bass, after conducting cross-cultural studies of managers has proposed that all of the following are linked to leadership effectiveness, except: A) Cooperative peer relations B) Submissiveness to rules and authority C) Reliance on self D) Concern for human relations

Q: The most important critique of SLT may be _____________. A) the validity of the LPC instrument is unclear B) concerning its actual effectiveness (i.e. does it work?) C) its lack of intuitive appeal D) questions regarding the adaptability of people in leadership positions

Q: ____________ proposed in his writings that a leader should be driven by a desire to serve, helping those who have a legitimate need regardless of their status and without an expectation of a reciprocal obligation. A) Robert Green B) Robert Greenleaf C) Robert House D) Robert Konopaske

Q: Greenleaf proposed that the servant leader has or does all of the following except: A) Transaction oriented B) Expects perfection C) High morals D) Treats others as equals

Q: The objective of coaching is: A) Building teamwork B) Improving performance C) Developing consistency D) Removing obstacles

Q: Exceptional coaches have all of the following skills and abilities in common except: A) A talent for observing B) Decisive decision making C) Exceptional communication ability D) An ability to be judgmental

Q: Bass identified five factors that describe transformational leaders. Which of the following is not one of these factors? A) Charisma B) Contingent reward C) Intellectual stimulation D) Workforce maturity

Q: Of the following, a _______________ leader is most likely to consider an overhaul of the entire philosophy, system, and culture of an organization. A) directive B) supportive C) transformational D) transactional

Q: _______________ leaders will typically make major changes in the firm's or unit's mission, way of doing business, and human resources management to achieve their vision. A) Directive B) Supportive C) Transformational D) Transactional

Q: In _______________ leadership, the employee's reward is internal. A) transactional B) supportive C) participative D) transformational

Q: One national sample of U.S. workers showed that only _______________ of the participants perceived a direct relationship between how hard they worked and how much pay they received. A) 5 percent B) 15 percent C) 22 percent D) 37 percent

Q: Charisma is one of the most important characteristics of the _______________ leader. A) transformational B) transactional C) "exceptional" D) All of the choices are correct.

Q: A leader relies on contingent reward and _______________ when using the transactional style. A) charismatic leadership B) role modeling C) renewal D) management by exception

Q: Which of the following have been presented in the text as ways to characterize charismatic leaders? A) Crisis-based but not visionary B) Visionary and crisis-based C) Supportive but not visionary D) Visionary but not crisis-based

Q: All of the following leaders were considered charismatic except: A) President John F. Kennedy B) President George W. Bush C) Adolf Hitler D) Winston Churchill

Q: People typically view a charismatic leader as a _______. A) villain B) threat C) hero D) good steward

Q: ________________ suggested that some leaders have a gift of exceptional qualities a charisma that enables them to motivate followers to achieve outstanding performance. A) Arthur Fiedler B) Hersey and Blanchard C) Victor Vroom D) Max Weber

Q: "Followers have different needs that must be fulfilled with the help of a leader" is a statement that best represents: A) Fiedler's contingency model B) Vroom, Yetton, and Jago C) House's Path-Goal theory D) the Hersey-Blanchard Situational Leadership theory

Q: Situational leadership models have all the following in common except: A) They all have the support of industry leaders. B) They focus on the dynamics of leadership. C) They have stimulated research on leadership. D) They remain controversial because of measurement problems, limited testing, or contradictory research results.