True / False |
1. Leadership occurs among people, involves the use of influence, and is used to attain goals.
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2. Influence means that the relationship among people is passive.
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3. The highest level in a hierarchy of manager capabilities is Level 5 leadership.
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4. Interactive leadership means that the leader favors a consensual and collaborative process, and influence derives from relationships rather than position power and formal authority.
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5. Values associated with interactive leadership include personal confidence, exclusion, and independence.
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6. Within a single individual, management and leadership reflect the same sets of qualities and skills that frequently overlap.
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7. Good leadership is needed to help the organization meet current commitments, while good management is needed to move the organization in the future.
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8. Authentic leadership refers to individuals who know and understand themselves, act consistently with high ethical values, and empower others.
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9. A leader who works to fulfill subordinates’ needs and goals as well as to achieve the organization's larger mission is called a servant leader.
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10. In a recent study, it was found that men were more capable of motivating others than women.
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11. A situation would be considered highly favorable to the leader when tasks are highly unstructured and the leader has little formal authority.
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12. Personal power, innovation, and nurturing are consistently viewed as manager qualities rather than leader qualities.
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13. Three distinguishing personal characteristics associated with successful leaders are intelligence, honesty, and self-confidence.
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14. Ohio State University researchers identified two major behaviors called consideration and initiating structure.
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15. Consideration is the extent to which the leader is task-oriented and directs subordinate work activities toward goal attainment.
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16. The extent to which a leader is mindful of subordinates, respects their ideas and feelings, and establishes mutual trust refers to initiating structure.
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17. Job-centered leaders are those leaders that establish high performance goals and display supportive behavior toward subordinates.
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18. Hersey and Blanchard's situational theory focuses a great deal of attention on the characteristics of employees in determining appropriate leadership behavior.
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19. The situational theory model focuses a great deal on the characteristics of followers, not those of the situation.
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20. The telling style, according to Hersey and Blanchard, is appropriate for followers with moderate readiness.
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21. Matching the leader's style with the situation by changing factors in the situation to achieve the best match is the basic idea with Fiedler's contingency theory.
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22. Task structure refers to the extent to which the leader has formal authority over subordinates.
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23. The task-oriented leader, according to Fiedler, excels in highly favorable or highly unfavorable situations, whereas relationship-oriented leaders are most effective in situations of moderate favorability.
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24. A substitute counteracts the leadership style and prevents the leader from displaying certain behaviors.
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25. A situational variable that counteracts a leadership style and prevents the leader from displaying certain behaviors is called a neutralizer.
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26. The relationship-oriented leader performs better in situations of moderate favorability because human relations skills are important in achieving high group performance.
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27. An inspirational leader who has the ability to motivate subordinates, through personal transactions, to transcend their normal performance refers to a transactional leader.
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28. The charismatic leader has the ability to motivate subordinates to transcend their expected performance.
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29. Charismatic leaders typically have a strong vision for the future, and they can motivate others to help realize it.
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30. A transformational leader is a leader distinguished by a special ability to bring about innovation and change.
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31. Transformational leaders are hardworking, tolerant, and fair-minded, but are not as capable of leading change as are transactional leaders.
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32. The pragmatic survivor is a follower who participates actively in the organization but does not use critical thinking skills.
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33. The alienated follower is a person who is an independent, critical thinker but is passive in the organization.
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34. An effective follower is characterized by a need for constant supervision.
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35. Power is the potential ability to influence the behavior and decisions of other people.
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36. The type of power that results from the leader's legitimate authority, based upon his or her position within the organization, is called coercive power.
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37. The effective follower exhibits neither critical, independent thinking nor active participation.
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38. Influence is the effect a person's actions have on the attitudes, values, beliefs, or behavior of others.
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39. Legitimate, reward, and expert powers are all forms of position power.
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40. When Leo shouts at Krisit in public for not finishing her work and suspends her for two days, he is using his coercive power.
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41. Two types of personal powers are expert and reward powers.
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42. A person who has referent power may not have a formal leadership role.
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43. Rational persuasion is one interpersonal influence tactic available for leaders.
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44. Use of rational persuasion and appealing to higher authority are two commonly used influence tactics.
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45. People who are entangled in a network of relationships have less power.
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46. Effective leaders develop networks of allies—people who can help the leader accomplish his or her goals.
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47. Research indicates people rate leaders as "more effective" when they are perceived to use one influence tactic.
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Multiple Choice |
48. Which of the following is the ability to influence people toward the attainment of organizational goals?
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49. Leadership
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50. Which of the following means being unpretentious and modest rather than arrogant and prideful?
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51. Which of the following refers to the highest level in a hierarchy of manager capabilities?
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52. The leader who builds an enduring great organization through a combination of personal humility and professional resolve is a
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53. The leader who builds widespread commitment to a clear and compelling vision and stimulates people to high performance is a
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54. Linda is viewed by her colleagues as someone who makes productive contributions through talent, knowledge, and good work habits, but she is sometimes hard to work with because of her communication style. Based on the Level 5 leadership spectrum, Linda would be placed in which category?
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55. Richard is well loved by his coworkers at Axel Cable Inc. He is viewed as having a great deal of humility, often giving credit for successes to other members of his team. As such, Richard would be placed in which category of the Level 5 leadership spectrum?
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56. Which type of leader works to fulfill subordinated needs and goals as well as to achieve the organization's larger mission?
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57. All of the following are major approaches to leadership except
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58. Jeremiah, a manager at Welford Nonprofit Group, is known for his selflessness and willingness to give to others. He likes working in the nonprofit sector because he wants to apply his skills and abilities to serve others who are less fortunate. Based on this information, which type of leader best describes Jeremiah?
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59. Which of the following types of leaders know and understand themselves, act consistently with high order ethical values, and empower and inspire others?
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60. Which of the following is not a valid component of authentic leadership?
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61. According to a study on leaders, who typically scores higher on social and emotional skills?
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62. At work, Sabrina favors a consensual and collaborative process, where influence derives from relationships rather than positions of power and formal authority. As such, she can best be viewed as what type of leader?
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63. All of the following are leadership qualities except
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64. Which of the following is not a manager quality?
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65. The distinguishing personal characteristics of a leader are known as
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66. The early research on leadership traits was referred to as the
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67. In general, research has found what type of relationship between personal traits and leader success?
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68. Recently, Beagle Boutique was attempting to hire a middle manager. It was looking for an intelligent, active, and creative individual. Which approach to leadership was Beagle using?
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69. Which of the following characteristics of leaders have been studied?
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70. Which of the following behaviors is associated with consideration?
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71. Chelsea at TeleTech shows behaviors that are associated with initiating structure. Which of the following behaviors would she most likely exhibit?
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72. Researchers at the Ohio State University identified two major behaviors called
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73. Megan is a manager at Botell International. She is very friendly and extremely respectful of her subordinates' welfare. She can be described as
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74. Which of the following is consistent with initiating structure?
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75. Which of the following are natural talents and abilities that have been supported and reinforced with learned knowledge and skills and provide each individual with his or her best tools for accomplishment and satisfaction?
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76. The University of Michigan researchers used which of the following terms for leaders who established high performance goals and displayed supportive behavior toward subordinates?
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77. The less effective leaders, in the University of Michigan studies, were called
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78. Shuyi views herself as a tough but fair supervisor. She gives explicit directions to her subordinates about how tasks should be accomplished but is not always approachable when they come to her with questions. Her employees sometimes feel that she is too gruff and impersonal. Which category on the situational leadership grid does Shuyi fit into?
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79. The key assumption of Hersey and Blanchard's situational theory is that subordinates vary in their
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80. Hersey and Blanchard are responsible for which theory?
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81. Which of the following is a model of leadership that describes the relationship between leadership styles and specific organizational situations?
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82. According to the situational theory of Hersey and Blanchard, which of the following leader styles matches up best with low readiness subordinates?
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83. Ryan is a manager at Steve's Stoneworks, Inc. Hersey and Blanchard would consider most of his subordinates highly ready based on their ability to perform their jobs. Based on this, which of the following leadership styles is best for Ryan?
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84. Which of the following leadership styles works best for employees with moderate readiness, according to Hersey and Blanchard?
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85. Two leadership styles used by Fiedler in his contingency theory were
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86. Which of the following did Fiedler use to describe how leaders fit the situation?
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87. According to Fiedler, relationship-oriented leaders are more effective in situations of
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88. Which of the following refers to group atmosphere and members’ attitude toward and acceptance of the leader?
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89. Relationship-oriented leaders perform better in situations of intermediate favorability because
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90. Which of the following is a situational variable that makes a leadership style unnecessary or redundant?
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91. Ahmet is a new manager at AJ Homes Company. He has no experience as a manager nor does he know the technology of his department well. These two factors prevent Ahmet from directing his workforce. This is an example of which of the following impacting leadership styles and behaviors?
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92. Which of the following types of leadership is based on articulating a clear, appealing vision, exerting idealized influence, and providing inspirational motivation to stimulate people to do more than they would normally do?
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93. Amari is a great manager, and he has a number of special skills. In particular, Amari has the ability to get his subordinates to do more than would be normally expected. Which of the following terms best describes Amari?
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94. “A fire that ignites followers” could be used to describe which leadership characteristic?
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95. Which of the following statements accurately compares charismatic leaders to transactional leaders?
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96. Some of the key characteristics associated with charismatic leaders include
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97. Andrew’s subordinates say that they love working for Andrew because he inspires them to not only believe in the organization but to believe in their own potential as well. Based on this example, Andrew can best be described as what type of leader?
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98. Which type of leader is distinguished by an ability to bring about organizational change?
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99. Which type of leader clarifies the role and task requirements of subordinates?
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100. Which of the following is a passive, independent, critical thinker?
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101. Which of the following is a follower who participates actively in the organization but does not use critical thinking skills?
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102. One of Parker’s few flaws is that she does not consider possibilities beyond what she is told, accepting her supervisor’s ideas without thinking. She can best be described as what type of thinker?
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103. Which of these is the potential ability to influence the behavior of others?
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104. Which of the following comes from organizational structure and promotes stability, order, and problem solving within the structure?
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105. Which of the following comes from personal sources that are not as invested in the organization, such as personal interests, goals, and values?
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106. Which of the following is the power coming from a formal management position in the organization?
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107. Ivan does not have much of a relationship with his subordinates. They feel obligated to do as he says because he's the boss. This is an example of
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108. Candice uses praise, letters of support, and pats on the back as ways of influencing her subordinates' behaviors. All of these actions are highly valued by the work group. This is an example of
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109. Which of the following is based on the ability of the leader to do such things as recommend promotions?
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110. Which of the following types of power is vested in the manager's ability to punish employees?
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111. Elizabeth, a middle manager at Heather's Handbags, uses threats and punishments to influence the behavior of her subordinates. Which of the following sources of power is Elizabeth relying on?
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112. Which of the following types of power stems from a leader's special knowledge?
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113. Referent power depends on the leader's
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114. Peter has the ability to influence people toward the attainment of goals. This ability is known as
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115. Which of the following is the most frequently used and a highly effective influence strategy?
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116. When leaders influence others through the exchange of benefits or favors, which influence tactic is being used?
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117. The six interpersonal influence tactics for leaders include all of the following except
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118. All of the following are interpersonal influence tactics except
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119. Which type of leadership transcends self-interest to serve others and the organization?
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120. In what type of leadership does the leader favor a consensual and collaborative process and influence derives from relationships rather than position power and formal authority?
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121. Which of the following is defined as the distinguishing personal characteristics of a leader, such as intelligence, values, and appearance?
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122. Which of the following is the extent to which the leader is mindful of subordinates, respects their ideas and feelings, and establishes mutual trust?
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123. Which of the following is the extent to which the leader is task-oriented and directs subordinates’ work activities toward goal attainment?
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124. A model of leadership that describes the relationship between leadership styles and specific organizational situations is called a
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125. According to Hersey and Blanchard, which of the following works best for employees with high readiness?
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126. A contingency approach to leadership that links the leader’s behavioral style with the task readiness of subordinates is called
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127. Highly structured tasks
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128. A situational variable that counteracts a leadership style is known as
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129. What type of leaders clarify the role and task requirements of subordinates, initiate structure, provide appropriate rewards, and try to be considerate to and meet the social needs of subordinates?
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130. What type of leader has the ability to inspire and motivate people to do more than they normally would, despite obstacles and personal sacrifice?
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131. What type of leader is distinguished by a special ability to bring about innovation and change?
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132. What type of leaders often stress the impersonal aspects of performance, such as plans, schedules, and budgets?
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133. Once a person has been selected as a supervisor, most employees understand that they are obligated to follow that individual’s direction. This is known as
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134. Using praise, recognition, and attention is an important aspect of
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135. Putting a negative letter in someone’s file, denying someone a raise, or hurting someone’s chances for a promotion are all examples of
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136. Going along with recommendations because of someone’s superior knowledge is known as
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137. When employees admire a supervisor because of the way they deal with them, the influence is based on
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Subjective Short Answer |
Scenario - Barry Bailey The mandatory leadership training seminar had just been concluded. All of the newly promoted managers at Marc’s Music, Inc., had been asked to attend and participate in the two-day seminar, and Blanca Bailey had been fascinated with what she had learned. She is now reviewing the material she covered. |
138. Blanca recognizes that her power can come from five sources, including all of the following except
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139. Blanca learns of a recent study on gender differences in leadership behaviors. In which area of leadership do women score more highly than men?
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140. To become a Level 5 leader, Blanca would have to hone which personal characteristic?
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141. List the two types of personal power.
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Essay |
142. What is the basic difference between consideration behavior and initiating structure behavior?
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143. Describe the three situational elements under Fiedler’s contingency theory that can be described as either favorable or unfavorable.
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144. What three factors combine to create the situation in Fiedler’s leadership contingency theory?
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145. Differentiate between a substitute and a neutralizer.
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146. Distinguish between charismatic and transformational leadership.
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147. List the five types of power typical in organizations.
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148. Describe the six interpersonal influence tactics for leaders.
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149. Some leadership characteristics are typically specific to female leaders. Contrast interactive leadership with that generally exercised by most males. Explain which approach you think is more effective, and describe the advantages and disadvantages in working for each type of leader.
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150. An effective leader must do more than possess desirable traits; they must exhibit appropriate behaviors. Explain what is meant by task- and people-oriented behaviors, and identify other terms used to describe the same concept. Why do effective leaders exhibit both task- and people-oriented behaviors?
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151. A leader’s suitability to an organization may depend on whether the leader’s leadership style is compatible with the organizational situation. Describe different leadership styles and explain how organizational situations may neutralize or substitute for those leadership characteristics.
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152. Strong, visionary leaders are often termed “charismatic,” but it is even more desirable to be a leader who is “transformational.” Contrast a transformational leader with a charismatic leader and give an example of a transformational leader (from business, politics, sports, etc.) who brought more than just vision to his or her organization.
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153. Though most emphasis is placed on organizational leadership, leaders cannot achieve goals without followers. Summarize the five follower styles and tell how they contribute to effective leadership. Then determine which type of follower you are, and explain why.
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