Ch11 Contingency Theories And Situational Test Bank Docx

Chapter 11: Contingency Theories and Situational Models of Leadership

True/False

1. Fiedler’s research was based upon a questionnaire known as the Least Preferred Co-worker (LPC) scale.

<Complexity: Easy>

<Subject: Fiedler’s Contingency Theory, Chapter 11>

1. The core of House’s path-goal leadership theory is based on the belief that organizational goals are rarely attained by managerial influence.

<Complexity: Easy>

<Subject: House’s Path-Goal Leadership Theory, Chapter 11>

1. According to the path-goal theory, a manager’s leadership style is dependent upon two contingency factors—environmental and subordinate.

<Complexity: Easy>

<Subject: House’s Path-Goal Leadership Theory, Chapter 11>

1. Unlike leadership theory conducted in the past, where style was rated as either good or bad, Fiedler’s LPC-rated dominant leadership style was thought to be more or less effective depending on the situation.

<Complexity: Moderate>

<Subject: Fiedler’s Contingency Theory, Chapter 11>

1. To effectively address the variety of situations a manager faces in today’s emergent environment, it is not important that a manager function effectively at each placement on the Tannenbaum and Schmidt’s leadership continuum, but only at a few placements.

<Complexity: Moderate>

<Subject: Tannenbaum and Schmidt’s Continuum of Leadership Behavior, Chapter 11>

1. The leader who is able to respond to ever-increasing levels of environmental uncertainty through the utilization of more than one style of leadership will be most likely to increase motivation, satisfaction, and productivity of employees.

<Complexity: Easy>

<Subject: Summary, Chapter 11>

Multiple Choice

1. The degree of certainty, trust, and deference between the subordinate and the leader is called:

[1] task structure.

[2] position of power.

[3] leader-member relations.

<Complexity: Easy>

<Subject: Fiedler’s Contingency Theory, Chapter 11>

1. The extent to which job assignments are clear through the implementation of formalization and policy is called:

[1] task structure.

[2] position of power.

[3] leader-member relations.

<Complexity: Easy>

<Subject: Fiedler’s Contingency Theory, Chapter 11>

1. According to Tannenbaum and Schmidt, managers should determine where on the continuum of leadership behavior they should position themselves, depending on:

[1] position in the hierarchy.

[2] environmental uncertainty.

[3] administrative support.

[4] situational factors.

<Complexity: Moderate>

<Subject: Tannenbaum and Schmidt’s Continuum of Leadership Behavior, Chapter 11>

Multiple Response

1. The level of maturity of a follower in Hersey and Blanchard's Situational Leadership Model is comprised of which of the following components?

[1] The level of motivation exhibited by the subordinate

[2] The willingness of the subordinate to assume responsibility

[3] The leader-member relationship

[4] The experience and educational level of the subordinate

<Complexity: Easy>

<Subject: Hersey and Blanchard's Situational Leadership Model, Chapter 11>