CH 12 Leadership

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Copyright 2011 Pearson Education, Inc.

Organi zational Behavior, 14e(Robbins/Judge)

Chapter 12 Basic Approaches to Leadership

1) John Kotter's view argues that management focuses on coping with complexity, whereas

leadership focuses on coping with ________.

A) conflictB) success

C) defeatD) morale

E) changeAnswer: EExplanation: Management, according to John Kotter of the Harvard Business School, pertains to

coping with complexity. By drawing up formal plans, designing rigid organizational structures,and monitoring results against these plans, good managers create order and maintain consistency.

In contrast, Kotter defines leadership as the ability to deal effectively with change. When leadersdevelop a vision of the future, they establish a new direction by bringing people together and

inspiring them to overcome obstacles.Diff: 2 Page Ref: 376Topic: What Is Leadership?

Skill: AACSB: CommunicationObjective: Management and LeadershipQuest. Category: Concept/Definitional

LO: 1

2) Leadership is best defined as ________.

A) the ability to influence a group in goal achievementB) keeping order and consistency in the midst of changeC) implementing the vision and strategy provided by management

D) coordinating and staffing the organization and handling day-to-day problemsE) not a relevant variable in modern organizations

Answer: AExplanation: Leadership is defined as the ability to influence a group toward the achievement ofa vision or set of goals. Management, on the other hand, relates primarily to maintaining order

and consistency. Good leaders establish a vision and inspire others to follow a new direction toachieve these goals.

Diff: 2 Page Ref: 376Topic: What Is Leadership?Skill: AACSB: Communication

Objective: LeadershipQuest. Category: Concept/Definitional

LO: 1


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3) Which of the following statements regarding leadership is true?A) All leaders are managers.

B) Formal rights enable managers to lead effectively.C) All managers are leaders.

D) All leaders are hierarchically superior to followers.

E) Nonsanctioned leadership is as important as or more important than formal influence.Answer: E

Explanation: Although some leaders emerge after rising through the ranks of an organization,many others result from nonsanctioned leadershipthe ability to influence that arises outside the

formal structure of the organization. Nonsanctioned leadership is often as important or moreimportant than formal influence. Not all gifted leaders are competent managers, and not all greatmanagers are inspired leaders. Formal appointment to a leadership position does not guarantee

effective leadership.Diff: 3 Page Ref: 377

Topic: What Is Leadership?Skill: AACSB: Analytic Skills

Objective: LeadershipQuest. Category: Critical ThinkingLO: 1

4) Which theory differentiates leaders from nonleaders by focusing on personal qualities andcharacteristics?A) Fiedler's perspective

B) characteristic theoryC) LPC

D) contingency theoryE) trait theoryAnswer: E

Explanation: Trait theory focuses on personal qualities and characteristics. Researchers studypersonal, social, physical, or intellectual qualities possessed by great leaders that distinguish

them from nonleaders. Many strong leaders throughout history, including Buddha, Napoleon,Mao, Churchill, Roosevelt, and Reagan have been described in terms of their traits, and theearliest stages of leadership research sought to uncover unique sets of traits exemplified by great

leaders.Diff: 1 Page Ref: 377

Topic: Trait TheoriesSkill: AACSB: CommunicationObjective: Trait Theories

Quest. Category: Concept/DefinitionalLO: 2


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5) According to a comprehensive review of the leadership literature, what is the most importanttrait of effective leaders?

A) conscientiousnessB) openness

C) extraversion

D) agreeablenessE) emotional stability

Answer: CExplanation: Years of accumulated research pertaining to trait theory has found extraversion to

be the most important trait possessed by strong leaders. Extraversion is strongly related to leaderemergence, although it does not necessarily predict leader effectiveness. Sociable and dominantpeople are more likely to assert themselves in group situations, and leaders who like being

around people and are able to assert themselves have an apparent advantage over those who aremore introverted.

Diff: 1 Page Ref: 378Topic: Trait Theories

Skill: AACSB: Analytic SkillsObjective: Trait TheoriesQuest. Category: Concept/Definitional

LO: 2

6) Recent studies indicate that ________ may indicate effective leadership.A) an endless supply of terrific ideas

B) a compelling visionC) a highly analytical mind

D) outstanding trainingE) emotional intelligenceAnswer: E

Explanation: Emotional intelligence (EI) is vital to effective leadership because leaders whopossess emotional intelligence also have empathy for their followers. Empathetic leaders are

better at listening to others and can sense their needs and read their reactions. These qualities areincreasingly important as a potential leader moves up within an organization.Diff: 1 Page Ref: 378

Topic: Trait TheoriesSkill: AACSB: Communication

Objective: Emotional Intelligence and Trait TheoriesQuest. Category: Concept/DefinitionalLO: 2


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7) Emotional intelligence is so critica l to effective leadership because one of its core componentsis ________.

A) conscientiousnessB) empathy

C) openness

D) extroversionE) agreeableness

Answer: BExplanation: When leaders show empathy, car ing about their followers and the obstacles they

may face, these leaders are often rewarded with greater loyalty. Empathetic leaders are betterable to listen to their followers, gain a sense of their needs, and anticipate their reactions inadvance. Followers of an empathetic leader are more willing to stay with him or her during

turbulent times.Diff: 1 Page Ref: 378

Topic: Trait TheoriesSkill: AACSB: Analytic Skills

Objective: Trait TheoriesQuest. Category: Concept/DefinitionalLO: 2

8) There is fairly strong evidence that traits can predict ________ more accurately thanleadership effectiveness.A) leadership emergence

B) extroversion in leadersC) leadership awareness

D) leadership competenceE) the conscientiousness of leadersAnswer: A

Explanation: Generally speaking, traits can be used to predict leadership propensity. However,current studies have concluded that trait research does a better job predicting leader emergence

than leader effectiveness. Although a potential leader may possess an ideal set of traits, he or shemay not be successful at directing others to achieve goals.Diff: 2 Page Ref: 378


Objective: Trait TheoriesQuest. Category: Concept/DefinitionalLO: 2


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9) If trait theories of leadership are valid, then leaders are ________.A) trained

B) bornC) authoritarian

D) educated

E) grownAnswer: B

Explanation: Trait theories of leadership focus on personal, social, physical, or intellectualattributes possessed by great leaders. These attributes, or traits, are innate and present at birth.

Proponents of trait theories of leadership argue that possession of these particular traitsdetermines who will become a strong leader.Diff: 2 Page Ref: 377-378


Objective: Trait TheoriesQuest. Category: Concept/Definitional

LO: 2

10) If behavioral leadership theories are correct, then ________.A) leadership behaviors are consistent

B) leaders are born with leadership behaviorsC) leaders' behavior should be alteredD) leadership can be taught

E) women generally make better leaders than menAnswer: D

Explanation: Behavioral studies of leadership investigate how great leaders act or behave. Strongleaders seem to exhibitstructuringbehaviors, defining roles in the search for goal attainment, orconsideringbehaviors, forming relationships which center on mutual trust and respect. If these

successful leadership behaviors can be learned, then behavioral theory suggests that people maybe taught to be great leaders.

Diff: 2 Page Ref: 380Topic: Behavioral TheoriesSkill: AACSB: Analytic Skills

Objective: Behavioral TheoriesQuest. Category: Concept/Definitional

LO: 3


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11) The two dimensions of leadership behavior explained in the Ohio State studies are________.

A) coercion and motivationB) concern for people and concern for production

C) employee-oriented and production-oriented

D) initiating structure and considerationE) operant conditioning and classical conditioning

Answer: DExplanation: Seeking to identify independent dimensions of leader behavior, the Ohio State

Studies determined that two dimensions accounted for most effective leadership behavior:initiating structure and consideration.Initiating structureis the extent to which leaders are likelyto define and structure their roles and those of their employees in the search for goal attainment.

Considerationis the extent to which a leader's job relationships are characterized by mutual trust,respect for employees ideas, and regard for their feelings.

Diff: 2 Page Ref: 380Topic: Behavioral Theories

Skill: AACSB: Analytic SkillsObjective: Ohio State StudiesQuest. Category: Concept/Definitional

LO: 3

12) A leader high in initiating structure would do which of the following?A) seek consensus

B) exhibit laissez-faire type of leadershipC) maximize leader-member relations

D) assign group members to particular tasksE) empower employees to make their own decisionsAnswer: D

Explanation: Initiating structure is the extent to which leaders define and structure their roles andthe roles of their employees in the search for goal attainment. It includes behavior that attempts

to organize work, relationships, and goals. A leader who assigns group members to particulartasks, expects workers to maintain definite standards of performance, and emphasizes themeeting of deadlines would be considered high in initiating structure. Leaders who display high

initiating structure tend to enjoy higher levels of group and organizational productivity and morepositive performance evaluations.

Diff: 2 Page Ref: 380Topic: Behavioral TheoriesSkill: AACSB: Analytic Skills

Objective: Initiating StructureQuest. Category: Concept/Definitional

LO: 3


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13) According to the Ohio State studies, the extent to which a leader is likely to have jobrelationships characterized by mutual trust and respect for his/her employees is ________.

A) considerationB) matrix

C) consensus-building

D) LPCE) maximization

Answer: AExplanation: In behavioral leadership theory, consideration is defined as the extent to which a

person's job relat ionships are characterized by mutual trust, respect for employees ideas, andregard for their feelings. A leader high in consideration helps employees with personal problems,is friendly and approachable, treats a ll employees as equals, and expresses appreciation and

support. In recent studies, followers of leaders high in consideration were more satisfied withtheir jobs, more motivated to complete tasks, and had more respect for their leaders.


Skill: AACSB: Analytic SkillsObjective: ConsiderationQuest. Category: Concept/Definitional

LO: 3

14) The two dimensions of leadership behavior identified in the University of Michigan studiesare ________.

A) coercion and motivationB) emotional and rational

C) employee-oriented and production-orientedD) initiating structure and considerationE) initiation and completion

Answer: CExplanation: Leadership studies at the University of Michigans Survey Research Center found

two important behavioral characterist ics displayed by effective leaders. These two behavioraldimensions pointed to employee-oriented leaders and production-oriented leaders. Employee-oriented leaders emphasized interpersonal relationships by taking a personal interest in the needs

of their employees and accepting individual differences among them. In contrast, production-oriented leaders emphasized the technical or task aspects of the job, focusing on accomplishing

their groups tasks.Diff: 2 Page Ref: 380Topic: Behavioral Theories

Skill: AACSB: Analytic SkillsObjective: University of Michigan Studies



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15) The University of Michigan studies define a(n) ________ leader as one who takes a personalinterest in the needs of his/her subordinates.

A) LMXB) contextual

C) employee-oriented

D) consensus-buildingE) consummate

Answer: CExplanation: The University of Michigan Studies emphasized two behavioral dimensions

common to successful leaders: employee-oriented leaders and production-oriented leaders.Employee-oriented leaders develop strong interpersonal relat ionships by taking a personalinterest in the needs of their employees and accepting their individual differences. Employee-

oriented leadership is closely related to consideration, the effective leadership dimensionproposed by the Ohio State Studies.


Skill: AACSB: Analytic SkillsObjective: Employee-Oriented LeadersQuest. Category: Concept/Definitional

LO: 3

16) If a leader's main concern is accomplishing his/her group's tasks, the University of Michiganstudies label this leader ________.

A) consideration-orientedB) managerial

C) ineffectiveD) high achievingE) production-oriented

Answer: EExplanation: The University of Michigan Studies emphasized two behavioral dimensions

common to successful leaders: employee-oriented leaders and production-oriented leaders.Production-oriented leaders emphasize the technical or task completion aspects of the job,focus ing on the accomplishment of goals. Production-oriented leadership is closely related to

initiating structure, the effective leadership dimension proposed by the Ohio State Studies.Diff: 2 Page Ref: 380

Topic: Behavioral TheoriesSkill: AACSB: Analytic SkillsObjective: Production-Oriented Leaders



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17) All contingency theories are based on the idea that effective leadership performance dependson ________.

A) the proper match between the leader's style and the control the situation gives the leaderB) selecting the right leadership style based on the level of the followers' readiness

C) using a leadership style that is appropriate to the situational conditions

D) making use of the best path for the goal that is identifiedE) none of the above

Answer: CExplanation: Numerous studies have shown that predicting leadership success is more complex

than isolating a few traits or behaviors, since leadership styles that are effective in very bad timesor in very good times do not necessarily translate into long-term success. This idea ledresearchers to change their focus from trait and behavior theories to situational influences on

leadership styles, also known as contingency theory.Diff: 3 Page Ref: 381

Topic: Contingency Theories: Fiedler Model and Situational Leadership TheorySkill: AACSB: Analytic Skills

Objective: Contingency ModelsQuest. Category: Concept/DefinitionalLO: 4

18) The first comprehensive contingency model for leadership was developed by ________.A) Hersey and BlanchardB) Blake and Mouton

C) Fred FiedlerD) John Kotter

E) Douglas SurberAnswer: CExplanation: The first comprehensive contingency model for leadership was developed by Fred

Fiedler. Fiedler believes that a key factor in leadership success is the individuals basicleadership style. According to the Fiedler contingency model, effective group performance

depends on the proper match between the leaders style and the degree to which the situationgives the leader control.Diff: 2 Page Ref: 381-382

Topic: Contingency Theories: Fiedler Model and Situational Leadership TheorySkill: AACSB: Communication

Objective: Fiedler Contingency ModelQuest. Category: Concept/DefinitionalLO: 4


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19) Which model represents the theory that effective group performance depends on the propermatch between a leader's style and the degree to which the situation gives control to the leader?

A) Leader-Member Exchange ModelB) Fiedler's Contingency Model

C) Hersey and Blanchard's Situational Leadership Model

D) Vroom and Yetton's Leader-Participation ModelE) none of the above

Answer: BExplanation: According to Fiedler's Contingency Model, the key factor predicting leadership

success is the individuals basic leadership style. Since Fiedler assumes an individualsleadership style is fixed, effective group performance depends on the proper match between theleaders style and the degree to which the situation gives the leader control. If a situation requires

a task-oriented leader, for example, and the person in the leadership position is relationshiporiented, either the situation has to be modified or the leader has to be replaced.

Diff: 2 Page Ref: 381Topic: Contingency Theories: Fiedler Model and Situational Leadership Theory

Skill: AACSB: CommunicationObjective: Fiedler Contingency ModelQuest. Category: Concept/Definitional

LO: 4

20) Who developed the LPC (least preferred co-worker) questionnaire?A) Wachner

B) FiedlerC) House

D) Blake and MoutonE) SurberAnswer: B

Explanation: Fiedler believes a key factor in leadership success is the individuals basicleadership style, and he created the least preferred coworker (LPC) questionnaire toidentify that

style. The LPC questionnaire measures whether a person is task- or relationship-oriented byasking respondents to think of all the coworkers they have ever had and describe the one personthey least enjoyed working with. Respondents then rate that person on a scale of 1 to 8 for each

of 16 sets of contrasting adjectives. If you describe the person you are least able to work with infavorable terms (a high LPC score), Fiedler would label you relationship-oriented. In contrast, if

you see your least-preferred coworker in relatively unfavorable terms (a low LPC score), you areprimarily interested in productivity and are task-oriented.Diff: 2 Page Ref: 381-382


Objective: Least Preferred CoworkerQuest. Category: Concept/DefinitionalLO: 4


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21) In Fiedler's model, if a respondent describes his or her least preferred co-worker in relativelypositive terms, then the respondent is considered to be ________.

A) relationship-orientedB) people-oriented

C) consensus-building

D) consideration-focusedE) unrealistic

Answer: AExplanation: Fiedler's least preferred coworker (LPC) questionnaire measures whether a person

is task- or re lationship-oriented by asking respondents to rate their least favor ite coworker. Ifrespondents describe their least favorite coworker in favorable terms (a high LPC score), they areprobably relationship-oriented. In contrast, respondents who describe their least-preferred

coworker in unfavorable terms (a low LPC score) are viewed as primarily interested inproductivity and as being task-oriented.


Skill: AACSB: Analytic SkillsObjective: Least Preferred CoworkerQuest. Category: Concept/Definitional

LO: 4

22) If a survey respondent sees his or her least preferred co-worker in unfavorable terms, Fiedlerwould categorize the respondent as ________.

A) overly criticalB) task-oriented

C) emotionally de ficientD) insightfulE) laissez-faire

Answer: BExplanation: Fiedler's least preferred coworker (LPC) questionnaire measures whether a person

is task- or relationship-oriented by asking respondents to rate their least favorite coworker.Respondents who describe their least-preferred coworker in unfavorable terms (a low LPC score)are viewed as primarily interested in productivity and as being task-oriented. Conversely,

respondents who describe their least-favorite coworker in favorable terms (a high LPC score) areconsidered to be relationship-oriented.

Diff: 2 Page Ref: 382Topic: Contingency Theories: Fiedler Model and Situational Leadership TheorySkill: AACSB: Analytic Skills

Objective: Least Preferred CoworkerQuest. Category: Concept/Definitional

LO: 4


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23) Fiedler labels the degree of confidence, trust, and respect that subordinates have in theirleader as ________.

A) leader-member relationsB) relationship orientation

C) positional power

D) employee-orientationE) none of the above

Answer: AExplanation: Fiedler introduced the least preferred coworker (LPC) questionnaire to determine

an individuals basic leadership style in order to match the leader with his or her ideal situation.Fiedler identified three contingency or situational dimensions, including leader-memberrelations, task structure, and position power. Leader- member relations is the degree of

confidence, trust, and respect members have in their leader.Diff: 1 Page Ref: 382


Objective: Leader-Member RelationsQuest. Category: Concept/DefinitionalLO: 4

24) The degree to which job assignments are procedurized is classified in the Fiedler model as________.A) leader-member relations

B) task orientationC) task structure

D) initiating structureE) productivity orientedAnswer: C

Explanation: Fiedler identified three contingency or situational dimensions in which certaintypes of leaders might excel or fail, including leader-member relations, task structure, and

position power. Task structure is the degree to which job assignments are procedurized (that is,structured or unstructured). Leaders who are task-oriented, Fielder proposes, perform best whenthe situation is very favorable or very unfavorable.


Skill: AACSB: CommunicationObjective: Task StructuresQuest. Category: Concept/Definitional

LO: 4


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25) Based on the contingency theory, if the leadership style does not match the situation, youshould ________.

A) change the leader to fit the situationB) change the situation to fit the leader

C) accept this circumstance as unchangeable

D) either A or BE) retrain the leader in a more appropriate style

Answer: DExplanation: Since Fiedler views an individuals leadership style as fixed, there are only two

ways to improve leader effectiveness, according to his contingency theory. First, an organizationmay change leaders to fit the existing situation. Alternatively, organizations may choose tochange the situation to fit the leader by restructuring tasks or increasing or decreasing the

leaders power. Diff: 2 Page Ref: 383


Objective: Matching Leaders and SituationsQuest. Category: ApplicationLO: 4

26) Hersey and Blanchard developed which of the following?A) situational leadership theoryB) cognitive resource theory

C) managerial grid modelD) path-goal theory

E) cognitive orientat ion modelAnswer: AExplanation: Developed by Hersey and Blanchard, situational leadership theory (SLT) focuses

on the followers. It says successful leadership is achieved by selecting the right leadership stylecontingent on the followers' readiness, or the extent to which they are willing and able to

accomplish a specific task. A leader should choose one of four behaviors depending on followerreadiness.Diff: 2 Page Ref: 384


Objective: Situational Leadership TheoryQuest. Category: Concept/DefinitionalLO: 4


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27) Hersey and Blanchard's leadership theory differs from other leadership theories primarilybecause it ________.

A) explores the role of the expectations of the leader for the followerB) focuses on the followers

C) holds that leadership style should be dependent on the situation

D) is normativeE) deals strictly and exclusively with contingencies

Answer: BExplanation: Unlike other leadership theories, Hersey and Blanchard's situational leadership

theory (SLT) focuses on the followers. Successful leadership, according to SLT, is achievedwhen the right leadership style is paired with the followers' readiness, or their level ofwillingness or ability to accomplish specific tasks. Depending on follower readiness, a leader

should choose one of four behaviors.Diff: 2 Page Ref: 384



28) According to Hersey and Blanchard, readiness encompasses the ________.A) degree of confidence, trust, and respect members have in their leaderB) amount of influence a leader has over variables such as hiring, firing, and salaries

C) level of morale and satisfaction of the employeesD) ability and willingness of the followers to accomplish a task

E) all of the aboveAnswer: DExplanation: According to Hersey and Blanchard's situational leadership theory (SLT),

successful leadership is accomplished when the right leadership style is paired with thefollowers' readiness, or their level of willingness or ability to accomplish specific tasks.


Objective: ReadinessQuest. Category: Concept/Definitional

LO: 4


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29) What theory was developed by Robert House?A) cognitive resource model

B) decision theoryC) leader-member exchange theory

D) path-goal theory

E) situational leadership theoryAnswer: D

Explanation: Developed by Robert House, path-goal theory builds on the Ohio State leadershipresearch on initiating structure and consideration and the expectancy theory of motivation. Path-

goal theory proposes that its the leaders job to provide followers with the information, support,or other resources necessary to achieve their goals. Effective leaders help their followers byreducing obstacles in their paths so they may achieve work goals.


Skill: AACSB: CommunicationObjective: Path-Goal Theory


30) What is the main principle of path-goal theory?

A) Successful leadership is achieved by selecting the right leadership style.B) Stress is a form of situational unfavorableness and a leader's reaction to it depends on his orher intelligence and experience.

C) Effective group performance depends on the proper match between the leader's style and thedegree to which the situation gives control to the leader.

D) Leaders establish a special relationship with a small group of their followers because of timepressures.E) The leader is responsible for providing followers with the information, support, or other

resources necessary for them to do their jobs.Answer: E

Explanation: Path-goal theory proposes that its the leaders job to provide followers withinformation, support, or other resources necessary to achieve their goals. Depending on acomplex analysis of the situation, a leader should adjust his or her leadership s tyle to be more

directive, supportive, participative, or achievement-oriented. Effective leaders help theirfollowers by reducing obstacles in their paths so they may achieve work goals more easily.

Diff: 2 Page Ref: 385-386Topic: Contingency Theories: Fiedler Model and Situational Leadership TheorySkill: AACSB: Analytic Skills

Objective: Path-Goal TheoryQuest. Category: Concept/Definitional

LO: 4


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31) Which of the following is not an example of a predict ion based on path-goal theory?A) Subordinates with an internal 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 ofexperience.

E) All of the above are examples of predictions based on path-goal theory.Answer: A

Explanation: According to path-goal theory, ideal leadership depends on complex analysis of thesituation. It theorizes that directive leadership yields greater satisfaction when tasks areambiguous or stressful. Supportive leadership is most effective when employees are performing

structured tasks, and directive leadership is likely to be perceived as redundant among employeeswith high ability or considerable experience.


Skill: AACSB: Analytic SkillsObjective: Path-Goal Theory PredictionsQuest. Category: Critical Thinking

LO: 4

32) The leader-participation model was developed by ________.A) Hersey and Blanchard

B) Fred FiedlerC) Blake and Mouton

D) Vroom and YettonE) Douglas and SurberAnswer: D

Explanation: Developed by Vroom and Yetton, the leader-participation model proposes that theway a leader makes decisions is as important as what he or she decides. Leaders must adjust their

behavior to reflect the task structure. The leader-participation model provides a decision tree ofseven contingencies and five leadership styles for determining the ideal form and amount ofparticipation in dec ision making.

Diff: 2 Page Ref: 385Topic: Decision Theory; Vroom and Yetton's Leader-Participation Model

Skill: AACSB: CommunicationObjective: Leadership-Participation ModelQuest. Category: Concept/Definitional

LO: 4


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33) Which of the following theories argues that because of time pressures, leaders establish aspecial relationship with a small group of their subordinates?

A) situational leadership theoryB) leader-member exchange

C) path-goal

D) expectancyE) contingency

Answer: BExplanation: Leadermember exchange (LMX) theory proposes that, because of time pressures,

leaders establish a special relationship with a small group of their followers. These individualsmake up the in-group. Members of the in-group are trusted, get a disproportionate amount of theleaders attention, and are more likely to receive special privileges. Other followers fall into the

out-group.Diff: 1 Page Ref: 386

Topic: Leader-Member Exchange (LMX) TheorySkill: AACSB: Communication

Objective: Leader-Member Exchange TheoryQuest. Category: Concept/DefinitionalLO: 4

34) According to LMX theory, a leader implicitly categorizes followers as "in" or "out"________.A) after careful analysis

B) on a temporary basisC) early in the interaction

D) because of political pressureE) based on job requirementsAnswer: C

Explanation: Leader-member exchange theory (LMX) proposes that early in the leader-followerrelationship, the leader categorizes the follower as an in or an out, and this determination

remains stable over time. Leaders reward those employees with whom they want a closer linkageand punish those with whom they do not. Evidence suggests that in-group members havedemographic, attitude, and personality characteristics s imilar to the leaders or a higher leve l of

competence than out-group members.Diff: 1 Page Ref: 386

Topic: Leader-Member Exchange (LMX) TheorySkill: AACSB: CommunicationObjective: Leader-Member Exchange Theory



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35) Which of the following is not a key characteristic of a charismatic leader?A) sensitivity to follower needs

B) unconventional behaviorC) vision and articulation

D) task orientation

E) willingness to take risksAnswer: D

Explanation: Charismatic leadership theory, developed by Robert House, is based on the ideathat when followers observe certain behaviors displayed by a leader, they view that leader as

having extraordinary or even heroic leadership abilities. Recent studies have sought to identifythese specific behaviors. Charismatic leaders appear to possess key characteristics, includingsensitivity to follower needs, unconventional behavior, vision and articulation, and willingness to

take risks.Diff: 1 Page Ref: 387-388

Topic: Application of Charisma and Transactional and Transformational LeadersSkill: AACSB: Analytic Skills


36) Leaders who clarify role and task requirements to accomplish established goals exhibit a

_________ style of leadership.A) transformationalB) transactional

C) charismaticD) self- initiat ing

E) situationalAnswer: BExplanation: Recent studies, including the Ohio State Studies, Fiedlers model, and path-goal

theory, have focused on the differences between transformational leaders and transactionalleaders. In contrast to transformational leaders who inspire their followers to transcend their self-

interests for the good of the organization, transactional leaders encourage their followers toachieve goals by defining specific goals and task requirements.Diff: 1 Page Ref: 390-391

Topic: Application of Charisma and Transactional and Transformational LeadersSkill: AACSB: Analytic Skills



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37) Which of the following would not be a likely outcome of a workplace governed by atransformational leader?

A) lower employee moraleB) lower employee stress

C) higher productivity

D) lower turnover ratesE) higher employee satisfaction

Answer: AExplanation: Transformational leaders can have an extraordinary effect on their followers,

inspiring them toward selfless goals that benefit the larger organization. These types of leadersinspire their followers by paying attention to their concerns, helping them rethink old problemsin new ways, and encouraging them to achieve goals as a group. As a result, transformational

leadership is strongly correlated with lower turnover rates, higher productivity, lower employeestress and burnout, and higher employee satisfaction.

Diff: 1 Page Ref: 390Topic: Application of Charisma and Transactional and Transformational Leaders

Skill: AACSB: Analytic SkillsQuest. Category: Concept/DefinitionalLO: 5

38) Richard is a transactional leader who has just assigned a series of tasks to a project team.Which of the following is most likely to be true about the team's performance under Richard'sguidance?

A) They will set new standards of productivity for the department, exceeding Richard'sexpectations.

B) They will meet the goals set for them but are unlikely to go beyond those goals.C) They will tend to be unclear about the roles assigned to each team member.D) They will be highly motivated by what they view as Richard's heroic or extraordinary

qualities.E) They will tend to put their individual self-interest above the interests of the company.

Answer: BExplanation: Transactional leaders set goals for their employees and define roles andexpectations. Unlike transformational leaders, however, transactional leaders are unlikely to

motivate their employees to exceed expectations or go beyond the call of duty.Diff: 2 Page Ref: 390-391

Topic: Application of Charisma and Transactional and Transformational LeadersSkill: AACSB: Analytic SkillsQuest. Category: Application

LO: 5


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39) Researchers are conducting a study of a company called Acme Corp, which they be lieve tobe led by a transformational leader. Which of the following, if true, would most support the

conclusion that Acme's leader is a transformational leader?A) Acme's top managers often conflict over defining the organizations goals.

B) Acme's goals tend to be very ambitious and to hold personal value for employees.

C) Creativity is discouraged among Acme employees.D) Acme managers are cautious and rarely take risks.

E) Acme's compensation plans are designed to reward short-term results.Answer: B

Explanation: The followers of transformational leaders tend to pursue ambitious goals and tobelieve that the goals they are pursuing are personally important. There tends to be consensusamong managers under this leadership style, and creativity in employees is encouraged.

Managers are more like ly to take risks, and compensation plans emphasize long-term results.Diff: 2 Page Ref: 392

Topic: Application of Charisma and Transactional and Transformational LeadersSkill: AACSB: Communication

Quest. Category: Critical ThinkingLO: 5

40) Two companies, Roland Media and Go! Corp, are both headed by transformational leaders.

However, Roland Media showed much greater profitability over a 5-year time period than didGo! Corp. Which of the following best explains why Roland Media performed better than Go!Corp under transformational leadership?

A) Go! Corps leader regularly interacts with the companys workforce to make decisions,whereas Roland Medias leader must go through a complex bureaucratic structure.

B) Unlike Go! Corps employees, Roland Medias employees dont readily give updecision-making authority.C) Roland Media is a small, privately held firm, whereas Go! Corp is a large, complex public

company.D) Roland Media is headquartered in a high power distance country, whereas Go! Corp is

headquartered in a country that is high in collectivism.E) Roland Medias employees tend to be more highly individualistic than do Go! Corpsemployees.

Answer: CExplanation: Transformational leadership is most effective in small, privately held companies. It

is less effective in complex organizations. It is also less effective when leaders must deal withbureaucratic structures, when employees are highly individualistic, and when employees donteasily give up decision-making authority.

Diff: 3 Page Ref: 394Topic: Authentic Leadership: Ethics and Trust are the Foundation of Leadership

Skill: AACSB: CommunicationQuest. Category: Critical ThinkingLO: 5


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41) Which of the following would best serve as evidence to support the conclusion that anindividual is an authentic leader?

A) The leader is cautious about information sharing and tends to provide updates only to topmanagement.

B) In business exchanges, the leader puts the companys bottom line before his or her ideals.

C) The leader acts in the companys best interest as long as those interests dont conflict with hispersonal ambitions.

D) The leader continually questions his or her values.E) The leader inspires a great deal of trust in his or her followers.

Answer: EExplanation: Authentic leaders inspire trust in their followers. They are open about sharinginformation, they stick to their ideals, they follow an ethical code, and they are clear about their

values.Diff: 2 Page Ref: 394

Topic: Authentic Leadership: Ethics and Trust are the Foundation of LeadershipSkill: AACSB: Communication


42) If an employee is considering sharing a new creative idea with a supervisor, which of the

following would most help to support the employee's level of trust in making the decision toshare her idea?A) The employee has had strong performance appraisals from other supervisors in the past.

B) The employee is working under a short-term contract with the organization.C) The supervisor has demonstrated himself to be an effective problem solver.

D) The supervisor has a track record of giving employees credit for their contributions.E) The supervisor is working under a stable, long-term contract with the organization.Answer: D

Explanation: In order for an employee to be willing to share an idea, an element of trust wouldbe involved. In choosing to share a new idea, the employee would have to trust that the

supervisor would not steal the credit behind the employees backDiff: 2 Page Ref: 395Topic: Authentic Leadership: Ethics and Trust are the Foundation of Leadership

Skill: AACSB: CommunicationQuest. Category: Critical Thinking

LO: 6


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43) Team A is preparing for a large project that will involve aggressive competition against otherteams in the company. Several members argue that the team should have a male leader since the

project will require aggressive competition. Which of the following pieces of evidence, if true,would best support the team members' conclusion?

A) Female leaders perform more strongly than do male leaders when the competition involves

improving positive relationships within the team.B) Male leaders tend to exhibit stronger performances than women in situations that involve

competing teams.C) Female leaders outperform male leaders when competition occurs within a team.

D) Many women leaders in the company are comfortable with competitive situations.E) Women leaders in the company have often served as team leaders.Answer: B

Explanation: If male leaders exhibit stronger performances within competing team situations,this piece of evidence would support the conclusion that Team A should have a male leader.

Even if women leaders are comfortable with competition and have served as team leaders, thestatement that men have performed better provides stronger evidence for Team As argu ment.

Diff:3 Page Ref: 400Topic: Challenges to the Leadership ConstructSkill: AACSB: Communication; Analytic Skills; Multicultural and Diversity


44) Harriet discovered that she was a top job candidate for a company that planned to hire a

transformational leader. Which of the following was most likely true for Harriet during theapplication process?

A) Harriets application revealed that she had high emotional intelligence. B) A personality test showed that Harriet was primarily introverted.C) Harriets self-monitoring score was low compared to other candidates.

D) Harriets leadership experience was general rather situation-specific.E) Harriets written communication scores were stronger than her in-person interview.

Answer: AExplanation: Candidates with high emotional intelligence tend to have an advantage inleadership hiring processes, especially in situations requiring transformational leadership. High

emotional intelligence scores would therefore have been likely to improve Harriets standing asan applicant. Other qualities that help identify strong leaders are: extraversion, high self-

monitoring, situation-specific experience, and a charismatic physical presence.Diff:3 Page Ref: 402Topic: Finding and Creating Effective Leaders

Skill: AACSB: Communication; Analytic SkillsQuest. Category: Application

LO: 8


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45) Darius is a training manager for a large retail clothing store. He is organizing a leadershipdevelopment institute for the company's top executives. Though there are 35 executives who

might potentially benefit from the training, the institute can only accommodate 20 participants.Which of the following participants should Darius invite to attend in order to be sure to

maximize the success of the training?

A) supervisors from collect ivist culturesB) front- line managers in retail stores

C) leaders who are high self-monitorsD) individuals who have taken the Myers-Briggs test

E) executives who manage the distribution divisionAnswer: CExplanation: Research shows that leadership training of any kind is likely to be more successful

with high self-monitors. Such individuals have the flexibility to change their behavior.Therefore, to maximize the effect of the companys leadership-training budget, Darius should

invite high self-monitors to participate in the institute.Diff:2 Page Ref: 402

Topic: Finding and Creating Effective LeadersSkill: AACSB: Communication; Analytic SkillsQuest. Category: Application

LO: 8


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Your company's HR director is a believer in trait theories of leadership. He believes that he candifferentiate 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 o fambition and energy. 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.

46) The director believes that because of these innate characteristics, Lawrence will be highlyeffective 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 leadershipeffectiveness

B) studies have found that the Big Five traits are difficult to identify in leadersC) studies have shown that traits are poor predictors of leadership effectiveness

D) research has found that conscientiousness is a better predictor of effectiveness thanextroversion

E) research has shown that effective managers are often unlikely to become effective leadersAnswer: CExplanation: As important as traits and behaviors are in identifying effective or ineffective

leaders, they do not guarantee success. The context matters, too.Diff: 3 Page Ref: 381Topic: Application of Trait Theories

Skill: AACSB: Analytic SkillsObjective: Trait Theories

Quest. Category: ApplicationLO: 4


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You have decided to use Fiedler's LPC questionnaire to help your employees learn more abouttheir leadership styles. Each 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.

47) According to Fiedler's approach, your employees should assume which of the following

about the leadership styles determined through using the survey?A) Each person's 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 moderatelyfavorable situations.

E) Each person's style will change in accordance with the situation at hand.Answer: A

Explanation: Fiedler assumes an individual's leadership style is fixed. This means if a situationrequires a task-oriented leader and the person in the leadership position is relationship oriented,

either the situation has to be modified or the leader has to be replaced to achieve optimaleffectiveness.Diff: 2 Page Ref: 382

Topic: Application of Fiedler's Contingency TheorySkill: AACSB: Analytic SkillsObjective: Fiedler Contingency Model


48) 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 beingparticularly annoyed by this difficult co-worker. Based on your understanding of Fiedler's 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 relationshipsC) Fran tends in general to focus on building good relationships with the other employees at yourcompany

D) Fran has a spotty work history and has tended to switch jobs every couple of yearsE) Fran is usually chosen for positions of high responsibility within your organization

Answer: CExplanation: If you describe the person you are least able to work with in favorable terms (a highLPC score), Fiedler would label you relationship oriented. In contrast, if you see your least

preferred co-worker in relatively unfavorable terms (a low LPC score), you are primarilyinterested in productivity and are task oriented.

Diff:3 Page Ref: 382Topic: Application of Fiedler's Contingency TheorySkill: AACSB: Analytic Skills

Objective: Least Preferred CoworkerQuest. Category: Application

LO: 4


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49) In utilizing Fiedler's contingency model, which of the following contingency dimensionsshould your employees pay attention to?

A) leader-member relationsB) task 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.

Answer: DExplanation: Fiedler has identified three contingency or situational dimensions:

1. Leadermember relations is the degree of confidence, trust, and respect members have intheir leader.2. Task structure is the degree to which the job assignments are procedurized (that is, structured

or unstructured).3. Position power is the degree of influence a leader has over power variables such as hiring,

firing, discipline, promotions, and salary increases.Diff: 2 Page Ref: 382

Topic: Application of Fiedler's Contingency TheorySkill: AACSB: Analytic SkillsObjective: Fiedler's Key Situational Factors


Your boss has been reading several books on leadership. You notice that every few months he is

spouting a different approach and philosophy. You have been trying to keep up with him andfigure out which "leadership theory of the month" he is studying.

50) Suddenly your boss begins sending people to training to help them develop more effectiveleadership styles. It is clear that he is reading an author who supports ________.

A) trait theoriesB) behavioral theories

C) Fiedler's contingency modelD) the reflection effectE) none of the above

Answer: BExplanation: Behavioral theories of leadership are theories proposing that specific behaviors

differentiate leaders from nonleaders.Diff: 1 Page Ref: 381Topic: Application of Various Theories

Skill: AACSB: Analytic SkillsObjective: Behavioral Theories



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51) Now your boss seems to be trying to analyze each leader according to which employees theyinteract 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) LPCD) PGT

E) SNFUAnswer: B

Explanation: Leadermember exchange (LMX) theory argues that, because of time pressures,leaders establish a special relationship with a small group of their followers. These individualsmake up the in-groupthey are trusted, get a disproport ionate amount of the leader's attention,

and are more likely to receive special privileges. Other followers fall into the out-group.Diff: 2 Page Ref: 386

Topic: Application of Various TheoriesSkill: AACSB: Analytic Skills

Objective: Leader-Member Exchange TheoryQuest. Category: Critical ThinkingLO: 4

As you have observed your department manager and her interactions with the department'semployees, you have come to believe in LMX theory. Sarah and Joe get less of the manager'stime. 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. Jennifergets a disproportionate amount of the manager's attention and is more likely to receive special

privileges.

52) According to LMX theory, the in-group is likely to be composed of ________.

A) Rebecca and Jennifer onlyB) Jennifer only

C) Rebecca onlyD) John, Rebecca, and Jennifer onlyE) Sarah, Joe, Sally, and John only

Answer: AExplanation: The LMX theory proposes that early in the history of the interaction between 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. Leaders induce LMX by rewarding thoseemployees with whom they want a closer linkage and punishing those with whom they do not.

Diff: 2 Page Ref: 386Topic: Application of Leader-Member Exchange (LMX) Theory

Skill: AACSB: Analytic SkillsObjective: In-GroupQuest. Category: Critical Thinking

LO: 4


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53) According to LMX theory, which of the following employees is likely to be included in theout-group?

A) Rebecca onlyB) Jennifer only

C) Sarah and Jennifer only

D) Sarah and Joe onlyE) Sarah, Joe, Sally, and John only

Answer: CExplanation: The LMX theory proposes that early in the history of the interaction between a

leader and a given follower, the leader implicitly categorizes the follower as an "in" or an "out,"and that relationship is relat ively stable over time. Leaders induce LMX by rewarding thoseemployees with whom they want a closer linkage and punishing those with whom they do not.

Diff: 1 Page Ref: 386Topic: Application of Leader-Member Exchange (LMX) Theory

Skill: AACSB: Analytic SkillsObjective: Out-Group


54) Because he has an internationally based team, Leo and the team do most of their business

communications via e-mail. Which of the following represents what is least likely to be true ofLeo's experience working with the team in an online environment?A) Leo relies heavily on his written skills to communicate support and inspiration.

B) Team members must be particularly adept at reading emotions in others messages C) Team members tend to have high levels of identification-based trust.

D) Negotiations between team members sometimes stall due to lack of trust.E) Leo uses written communication to reinforce what he conveys to team members verbally.Answer: C

Explanation: Online leaders confront unique challenges, particularly around developing andmaintaining trust. Identification-based trust, based on a mutual understanding of each others

intentions and appreciat ion of the others wants and desires, is particularly difficult to achievewithout face-to-face interaction. Leos team would be least likely to experience high levels ofidentificat ion-based trust. Online negotiations might also be hindered because parties express

lower levels of trust.Diff:2 Page Ref: 402

Topic: Challenges to the Leadership ConstructSkill: AACSB: Communication; Analytic Skills; Multicultural and DiversityQuest. Category: Application

LO: 9


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Leo supervises a global team of project members based in multiple countries. Marta is Brazilian;Jean-Paul is French, Amit is Egyptian, and Xiang is Chinese. Leo is American and is based in the

United States.

55) Two of the team members seem to respond most effectively when Leo exhibits high levels of

initiating structure. These are most likely which of the following?A) Jean-Paul and Xiang

B) Amit and XiangC) Maria and Jean-Paul

D) Amit and MariaE) Xiang and AmitAnswer: A

Explanation: France and China are countries where individuals tend to value initiating structure.The French have a bureaucratic view of leaders and expect leaders to make decisions relat ively

autocratically. The Chinese have a high performance orientation that emphasizes statusdifferences between employees. Leaders with high initiating structures therefore have better

results in these countries.Diff: 2 Page Ref: 403-404Topic: Application of Various Theories

Skill: AACSB: Communication; Analytic Skills; Multicultural and DiversityObjective: Behavioral TheoriesQuest. Category: Application

LO: 9

56) Which of the following team members would be least likely to respond favorably if Leo

made project-related decisions independently, without consulting the team?A) MariaB) Jean-Paul

C) AmitD) Xiang

E) Maria and Jean-PaulAnswer: AExplanation: Brazilians value participatory decision-making. Maria would thus be least likely to

respond favorably to autocratic decision-making on Leos part. As one Brazilian managerremarked in a research study, We do not prefer leaders who take self-governing decisions and

act alone without engaging the group. Thats part of who we are.Diff: 2 Page Ref: 403-404Topic: Global Implications

Skill: AACSB: Communication; Analytic Skills; Multicultural and DiversityQuest. Category: Application

LO: 9


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57) The team agrees that a large component of the project will be carried out at the Chineseheadquarters, with Xiang responsible for leading that support team. Based on what Leo knows

about Chinese culture, he expects that Xiang will be most effective if he implements which ofthe following decision-making styles?

A) infrequent decision-making

B) highly participatory decision- makingC) autocratic decision-making

D) decision-making without initiat ing structureE) moderately participatory decision-making

Answer: EExplanation: Chinese culture emphasizes be ing polite, considerate, and unselfish, but it also hasa high performance orientation. These two factors suggest consideration and initiating structure

may both be important. Although Chinese culture is relatively participative compared to that ofthe United States, there are also status differences between leaders and employees. This suggests

a moderately participative style may work best there.Diff:2 Page Ref: 404

Topic: Global ImplicationsSkill: AACSB: Communication; Analytic Skills; Multicultural and DiversityQuest. Category: Application

LO: 9

Your company's HR director is a believer in trait theories of leadership. He believes that he candifferentiate 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 ofambition and energy. 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 applytrait theory to leadership selection within your company.

58) 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 leadershipC) shown that conscientiousness does not help much in predicting leadershipD) identified emotional stability as the most strongly related trait to leader emergence

E) been more focused on developing contingency theories and replacing trait theoriesAnswer: B

Explanation: For managers who must fill key positions in their organization with effectiveleaders, there are several tests and interviews that help identify people with leadership qualities.Recent efforts using the Big Five personality framework have generated encouraging results.

Extraversion, conscientiousness, and openness to experience show strong and consistentrelationships to leadership.

Diff: 1 Page Ref: 405Topic: Application of Trait TheoriesSkill: AACSB: Analytic Skills

Objective: Big Five and Trait TheoriesQuest. Category: Application

LO: 9


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Leo supervises a global team of project members based in multiple countries. Marta is Brazilian;Jean-Paul is French, Amit is Egyptian, and Xiang is Chinese. Leo is American and is based in the

United States.

59) In carrying out a transformational approach to overseeing the project, Leo strives to

implement the universal elements of transformational leadership. He most likely implements allof the following except ________.

A) visionB) providing encouragement

C) positivenessD) proactivenessE) silent leadership

Answer: EExplanation: The silence of a leader is very powerful in Japan, but not necessarily in other

countries. S ilent leadership is, therefore, not considered one of the university elements oftransformational leadership. The elements are: vision, foresight, providing encouragement,

trustworthiness, dynamism, positiveness, and proactiveness.Diff:1 Page Ref: 405Topic: Global Implications

Skill: AACSB: Communication; Analytic Skills; Multicultural and DiversityQuest. Category: ApplicationLO: 9

60) Leadership and management are two terms that are often confused.Answer: TRUE

Explanation: Although often used interchangeably, the terms leadershipand managementhavetwo different meanings. John Kotter of the Harvard Business School argues that management isthe ability to cope with complexity. Leadership, by contrast, is defined as the ability to cope

with change.Diff: 1 Page Ref: 376

Topic: What Is Leadership?Skill: AACSB: Analytic SkillsObjective: Management and Leadership



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61) According to Kotter, management focuses on coping with change; leadership focuses oncoping with complexity.

Answer: FALSEExplanation: John Kotter of the Harvard Business School defines managementas the ability to

cope with complexity and leadershipas the ability to cope with change. Effective managers, he

argues, bring about order and consistency by drawing up formal plans, designing rigidorganization structures, and monitoring results against the plans. Alternatively, strong leaders

establish direction by developing a vision of the future. They align people by communicating thisvision and inspiring them to overcome hurdles.

Diff: 2 Page Ref: 376Topic: What Is Leadership?Skill: AACSB: Communication; Analytic Skills

Objective: Management and LeadershipQuest. Category: Concept/Definitional

LO: 1

62) Leadership can be defined as the ability to influence a group toward the achievement of orderand consistency.Answer: FALSE

Explanation: Strong leaders, according to John Kotter, possess the ability to dea l effectivelywith change. Great leaders establish new direction for their followers by developing a vision ofthe future. They excel at aligning people by communicating this vision and inspiring them to

overcome hurdles.Diff: 2 Page Ref: 376

Topic: What Is Leadership?Skill: AACSB: Analytic SkillsObjective: Leadership


63) Holding a management position is an important step toward becoming a leader in anorganization.Answer: FALSE

Explanation: Even if an organization provides its managers with certain formal rights, there isno guarantee that they will become effective leaders. Nonsanctioned leadershipthe ability to

influence that arises outside the formal structure of the organizationis often as important ormore important than formal influence. In many cases, leaders emerge from within a group andnot necessarily by formal appointment.

Diff: 2 Page Ref: 376Topic: What Is Leadership?

Skill: AACSB: Analytic SkillsObjective: Management and LeadershipQuest. Category: Concept/Definitional

LO: 1


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64) Research efforts at isolating leadership traits achieved a breakthrough, of sorts, whenresearchers began organizing traits around the Big Five personality framework.

Answer: TRUEExplanation: By the 1990s, after numerous studies and analyses, researchers had determined that

most leaders differed from non-leaders, but the particular traits that characterized them varied a

great deal from review to review. When researchers began organizing traits around the Big Fivepersonality framework, they gained some new insights. Most of the dozens of traits identified in

various leadership reviews fit under one of the Big Five (ambition and energy are part ofextraversion, for instance), giving strong support to traits as predictors of leadership.

Diff: 2 Page Ref: 377Topic: Trait TheoriesSkill: AACSB: Communication; Analytic Skills

Objective: Big Five and Trait TheoriesQuest. Category: Concept/Definitional

LO: 2

65) One assumption of the trait view of leadership is that leaders cannot be trained.Answer: TRUEExplanation: Trait theories of leadership focus on personal, social, physical, or intellectual

attributes possessed by great leaders. These attributes, or traits, are innate and present at birth.Proponents of trait theories of leadership argue that possession of these particular traits willdetermine who will become a strong leader, implying that great leaders are born and not trained.



LO: 2

66) The Big Five personality framework revealed that traits are most useful as predictors of

leadership emergence.Answer: TRUEExplanation: Current leadership research, when organized around the Big Five, suggests that

certain traits are common to strong leaders. These traits, however, are more strongly related toleader emergence than to leader effectiveness. Sociable and dominant people, for example, are

more likely to assert themselves in group situations and emerge as potential leaders.Diff: 2 Page Ref: 378Topic: Trait Theories

Skill: AACSB: Analytic SkillsObjective: Big Five and Trait Theories



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67) Trait research would provide a basis for selecting the "right" persons to assume formalpositions requiring leadership.

Answer: TRUEExplanation: Current leadership studies suggest that traits can predict effective leaders. Leaders

who are extroverted, conscientious, creative, and flexible do have an apparent advantage when it

comes to leadership. Possession of certain key traits, therefore, could be a valid criteria to selectthe "right" person for a formal leadership position.



LO: 2

68) If behavioral theories of leadership are valid, selection of leaders should focus on length ofexperience an individual has obtained in the right situations.

Answer: FALSEExplanation: Behavioral theories of leadership have indicated that great leaders may be trainedto exhibit successful leadership behaviors. Therefore, the length of a potential leader's related

experience would not be important since great leaders may be taught successful behaviors,including consideration and initiating structure. Leaders who display consideration andstructuring behaviors appear to be most effective.


Skill: AACSB: Analytic SkillsObjective: Behavioral TheoriesQuest. Category: Application

LO: 3

69) If behavioral theories of leadership are valid, we could have an infinite supply of effective

leaders.Answer: TRUEExplanation: Behavioral studies of leadership investigate how great leaders act or behave.

Strong leaders seem to exhibit structuring behaviors (defining roles in the search for goalattainment) or considering behaviors (forming relationships which center on mutual trust and

respect). If these successful leadership behaviors can be learned, then behavioral theory suggeststhat people may be taught to be great leaders.Diff: 3 Page Ref: 380

Topic: Behavioral TheoriesSkill: AACSB: Reflective Thinking

Objective: Behavioral TheoriesQuest. Category: ApplicationLO: 3


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70) The most comprehensive and replicated of the behavioral theories resulted from researchbegun by Fred Fiedler.

Answer: FALSEExplanation: The most comprehensive and replicated behavioral theories resulted from the Ohio

State Studies in the late 1940s. This research sought to identify independent dimensions of

leader behavior. From a list of over 1,000 dimensions, researchers narrowed the list to two thataccounted for most of the leadership behavior described by employees. These dimensions were

identified as consideration and initiating structure.Diff: 2 Page Ref: 380

Topic: Behavioral TheoriesSkill: AACSB: Communication; Analytic SkillsObjective: Ohio State Studies


71) The Ohio State Studies involved research on only two dimensions - initiat ing structure and

consideration.Answer: TRUEExplanation: The Ohio State Studies focused on two dimensions of leader behavior: initiating

structure and consideration. Initiating structure is the extent to which a leader is likely to defineand structure his or her role and those of employees in the search for goal attainment.Consideration is the extent to which a leaders job relationships are characterized by mutual

trust, respect for employees ideas, and regard for their feelings.Diff: 2 Page Ref: 380

Topic: Behavioral TheoriesSkill: AACSB: CommunicationObjective: Ohio State Studies


72) A leader designated as high on initiating structure would be likely to clearly define the rolesof his or her subordinates.Answer: TRUE

Explanation: According to the Ohio State Studies, initiating structure indicates the degree towhich a leader is likely to define and structure his or her role and those of employees in the

search for goal attainment. Initiat ing structure includes behavior that attempts to organize work,foster work relationships, and achieve goals. A leader high in initiating structure is someone whoassigns group members to particular tasks, expects workers to maintain definite standards of

performance, and emphasizes the meeting of deadlines.Diff: 1 Page Ref: 380

Topic: Behavioral TheoriesSkill: AACSB: CommunicationObjective: Initiating Structure



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73) According to the University of Michigan studies, production-oriented leadership is definedas the extent to which a leader tends to emphasize the technical or task aspects of the job.

Answer: TRUEExplanation: Leadership studies at the University of Michigans Survey Research Center

identified two behavioral characteristics of leaders that appeared related to performance

effectiveness. Employee-oriented leaders emphasized interpersonal relationships by taking apersonal interest in the needs of their employees and accepting individual differences among

them. Production-oriented leaders emphasized the technical or task aspects of the jobtheirconcern was in accomplishing their groups tasks.

Diff: 2 Page Ref: 380Topic: Behavioral TheoriesSkill: AACSB: Communication

Objective: University of Michigan StudiesQuest. Category: Concept/Definitional

LO: 3

74) The Fiedler contingency model proposes that effective group performance depends upon theproper match between a leader's style and the degree to which a situation gives control to theleader.

Answer: TRUEExplanation: Fiedler's contingency model proposes that effective group performance depends onthe proper match between the leaders style and the degree to which the situation gives the leader

control. A key factor in leadership success, Fiedler argued, is the individuals basic leadershipstyle. To identify a person's leadership style, Fiedler developed the least preferred coworker

(LPC) questionnaire which measures whether a person is task- or relationship-oriented.Diff: 2 Page Ref: 381-382Topic: Contingency Theories: Fiedler Model and Situational Leadership Theory

Skill: AACSB: CommunicationObjective: Fiedler Contingency Model


75) Fiedler's contingency model is considered to be the first comprehensive contingency model

for leadership.Answer: TRUE

Explanation: The first comprehensive contingency model for leadership was developed by FredFiedler. The Fiedler contingency model proposes that effective group performance depends onthe proper match between the leaders style and the degree to which the situation gives the leader

control.Diff: 2 Page Ref: 381

Topic: Contingency Theories: Fiedler Model and Situational Leadership TheorySkill: AACSB: Analytic SkillsObjective: Fiedler Contingency Model



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76) In Fiedler's approach, if a respondent uses unfavorable terms to describe the co-worker inquestion, the respondent can be said to be primarily task-oriented.

Answer: TRUEExplanation: According to Fiedler's least preferred co-worker (LPC) questionnaire, if you see

your least preferred co-worker in relatively unfavorable terms (a low LPC score), you are

primarily interested in productivity and are task oriented.Diff: 2 Page Ref: 382


Objective: Least Preferred CoworkerQuest. Category: Concept/DefinitionalLO: 4

77) According to Fiedler, task structure is the degree to which the job assignments are

procedurized.Answer: TRUE

Explanation: According to Fiedler, task structure is the degree to which the job assignments areprocedurized (that is, structured or unstructured).Diff: 2 Page Ref: 382

Topic: Contingency Theories: Fiedler Model and Situational Leadership TheorySkill: AACSB: Analytic SkillsObjective: Task Structures


78) According to Fiedler, leader- member relations concerns the degree to which a leader takes apersonal interest in the needs of his or her employees and accepts individual differences among

them.Answer: FALSE

Explanation: According to Fiedler, leader-member relations concerns the degree of confidence,trust, and respect members have in their leader.Diff: 3 Page Ref: 382


Objective: Position PowerQuest. Category: Concept/DefinitionalLO: 4


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79) According to Fiedler's contingency model, task-oriented leaders are most effective insituations of high or low control.

Answer: TRUEExplanation: According to Fiedler's contingency model, task-oriented leaders perform best in

situations of high and low control, whereas relationship-oriented leaders perform best in

moderate control situations.Diff: 2 Page Ref: 383


Objective: Matching Leaders and SituationsQuest. Category: Concept/DefinitionalLO: 4

80) Taken as a whole, tests of the overall validity of the Fiedler model tend to support substantial

parts of the model.Answer: TRUE

Explanation: Studies testing the overall validity of the Fiedler model find considerable evidenceto support substantial parts of it. If we use only three categories rather than the original eight,there is ample evidence to support Fiedler's conclusions. But the logic underlying the LPC

questionnaire is not well understood, and respondents' scores are not stable. The contingencyvariables are also complex and difficult for practitioners to assess.Diff: 2 Page Ref: 384


Objective: Fiedler Contingency ModelQuest. Category: Concept/DefinitionalLO: 4

81) One criticism of the Fiedler model concerns the fact that the logic underlying the model's

questionnaire is not well understood.Answer: TRUEExplanation: The logic underlying the LPC questionnaire is not well understood, and

respondents' scores are not stable. The contingency variables are also complex and difficult forpractitioners to assess.


Objective: Problems with Fiedler Contingency ModelQuest. Category: Concept/Definitional

LO: 4


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82) Studies regarding the Fiedler model have shown that respondents' questionnaire scores tendto be relatively stable.

Answer: FALSEExplanation: The logic underlying the LPC questionnaire is not well understood, and

respondents' scores are not stable. The contingency variables are also complex and difficult for

practitioners to assess.Diff: 2 Page Ref: 384


Objective: Problems with Fiedler Contingency ModelQuest. Category: Concept/DefinitionalLO: 4

83) One advantage of the Fiedler model is that its contingency variables are simple and easy toassess.

Answer: FALSEExplanation: The logic underlying the LPC questionnaire is not well understood, andrespondents' scores are not stable. The contingency variables are also complex and difficult for

practitioners to assess.Diff: 2 Page Ref: 384

Topic: Contingency Theories: Fiedler Model and Situational Leadership TheorySkill: AACSB: Analytic SkillsObjective: Problems with Fiedler Contingency Model


84) Hersey and Blanchard argue that the correct leadership style is contingent on the level of thefollower's readiness.

Answer: TRUEExplanation: Situational leadership theory says that successful leadership is achieved by

selecting the right leadership style contingent on the followers' readiness, or the extent to whichthey are willing and able to accomplish a specific task.Diff: 1 Page Ref: 384




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85) Situational leadership theory has been well validated by research but not well received bypractitioners because there are so many factors to examine.

Answer: FALSEExplanation: Situational leadership theory has intuitive appeal. It acknowledges the importance

of followers and builds on the logic that leaders can compensate for their limited ability and

motivation. Yet research efforts to test and support the theory have generally been disappointing.Possible explanations include internal ambiguities and inconsistencies in the model itself as well

as problems with research methodology in tests.Diff: 2 Page Ref: 384

Topic: Contingency Theories: Fiedler Model and Situational Leadership TheorySkill: AACSB: Analytic SkillsObjective: Situational Leadership Theory


86) SLT is an example of a trait theory.

Answer: FALSEExplanation: Situational leadership theory (SLT) is a contingency theory that focuses onfollowers' readiness.

Diff: 1 Page Ref: 384Topic: Contingency Theories : Fiedler Model and Situational Leadership TheorySkill: AACSB: Analytic Skills

Objective: Situational Leadership TheoryQuest. Category: Concept/Definitional

LO: 4

87) Path-goal theory assumes leaders are flexible and can display different leadership behaviordepending on the situation.

Answer: TRUEExplanation: Path-goal theory states that it is the leader's job to assist followers in attaining their

goals and to provide the necessary direction and/or support to ensure that followers' goals arecompatible with the overall objectives of the group or organization.Diff: 2 Page Ref: 385


Objective: Path-Goal TheoryQuest. Category: Concept/DefinitionalLO: 4


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88) A hypothesis that has evolved out of path-goal theory is that directive leadership leads togreater satisfaction when tasks are ambiguous or stressful.

Answer: TRUEExplanation: According to path-goal theory, whether a leader should be directive or supportive

or should demonstrate some other behavior depends on a complex analysis of the situation.

Among other things, this theory predicts that directive leadership yields greater satisfaction whentasks are ambiguous or stressful than when they are highly structured and well laid out.


Skill: AACSB: Analytic SkillsObjective: Path-Goal Theory PredictionsQuest. Category: Concept/Definitional

LO: 4

89) The leader-participation model provides a set of rules that leaders can use to determine theappropriate leadership behavior for a given task structure.

Answer: TRUEExplanation: The leader-participation model is a leadership theory that provides a set of rules todetermine the form and amount of participative decision making in different situations.

Diff: 2 Page Ref: 385Topic: Decision Theory; Vroom and Yetton's Leader-Participation ModelSkill: AACSB: Analytic Skills

Objective: Leadership-Participation ModelQuest. Category: Concept/Definitional

LO: 4

90) The complexity of the leadership-participation model enables leaders to apply it realisticallywhen they are assessing decision-making situations.

Answer: FALSEExplanation: Research testing both the original and revised leader-participation models has not

been encouraging, although the revised model rates higher in effectiveness. Criticism focuses onthe model's complexity and the variables it omits. Although Vroom and Jago have developed acomputer program to guide managers through all the decision branches in the revised model, it's

not very realistic to expect practicing managers to consider 12 contingency variables, eightproblem types, and five leadership styles to select the decision process for a problem.

Diff: 3 Page Ref: 385Topic: Decision Theory; Vroom and Yetton's Leader-Participation ModelSkill: AACSB: Analytic Skills

Objective: Criticism of Leadership-Participation ModelQuest. Category: Concept/Definitional

LO: 4


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91) In the leader-member exchange theory, leaders don't treat all of their subordinates alike.Answer: TRUE

Explanation: Leadermember exchange theory argues that, because of time pressures, leadersestablish 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 leader's attention, and are

more likely to receive special privileges. Other followers fall into the out-group.Diff: 2 Page Ref: 386

Topic: Leader-Member Exchange (LMX) TheorySkill: AACSB: Analytic Skills

Objective: Leader-Member Exchange TheoryQuest. Category: Concept/DefinitionalLO: 4

92) According to LMX theory, out-group members get more of the leader's time, but in a

negative manner.Answer: FALSE

Explanation: Leadermember exchange (LMX) theory argues that, because of time pressures,leaders establish a special relationship with a small group of their followers. These individualsmake up the in-groupthey are trusted, get a d isproport ionate amount of the leader's attention,

and are more likely to receive special privileges. Other followers fall into the out-group.Diff: 2 Page Ref: 386Topic: Leader-Member Exchange (LMX) Theory

Skill: AACSB: Analytic SkillsObjective: Leader-Member Exchange Theory


93) Research testing of LMX theory has been generally supportive.

Answer: TRUEExplanation: Research to test LMX theory has been generally supportive, with substantive

evidence that leaders do differentiate among followers; that these disparities

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CH 12 Leadership