Exam Questions Chapter.9 Leading Others

Package Title: Neubert 1e Testbank

Course Title: Organizational Behaviour

Chapter Number: 9

Shuffle: No

Multiple Choice

1. Which of the following is true of Level 5 leaders as described by Jim Collins?

a) They have confidence in the capability of the members of their organization.

b) They attribute their success and failures to their own decisions rather than others’.

c) They draw confidence from the power of working individually to solve problems.

d) They prefer directive styles and therefore shun the potential for collaboration.

Difficulty: Easy

Learning Objective: Describe the personal characteristics of leaders.

Section Reference: 9.1 Leadership Traits

AACSB: Analytic skills

Bloom’s: Comprehension

2. Which of the following is true of emotional intelligence?

a) It is a weak factor in determining leadership success in foreign cultures.

b) It is inherent and cannot be improved with coaching and feedback.

c) It is more effective in motivating change in comparison to the rational approach.

d) It is related to increased occurrences of aggressive behaviour.

Difficulty: Medium

Learning Objective: Describe the personal characteristics of leaders.

Section Reference: 9.1 Leadership Traits

AACSB: Analytic skills

Bloom’s: Comprehension

3. Which of the following leadership behaviours refers to a category of leadership behaviours that are supportive, relationship oriented, and employee centered?

a) Instructive

b) Consideration

c) Directive

d) Orientation

Difficulty: Easy

Learning Objective: Identify the ways or manners in which leaders act.

Section Reference: 9.2 Leadership Behaviours

AACSB: Analytic skills

Bloom’s: Knowledge

4. Which of the following is a consideration behaviour?

a) Being directive

b) Being task oriented

c) Being relationship oriented

d) Being production centered

Difficulty: Easy

Learning Objective: Identify the ways or manners in which leaders act.

Section Reference: 9.2 Leadership Behaviours

AACSB: Analytic skills

Bloom’s: Knowledge

5. Which of the following is true of the two basic kinds of leadership behaviours—initiating structure and consideration behaviour?

a) An initiating structure is directly related to employee welfare.

b) A consideration behaviour is more strongly related to high productivity.

c) An initiating structure comprises relationship-oriented behaviours.

d) A consideration behaviour is characterized by listening and asking for input.

Difficulty: Medium

Learning Objective: Identify the ways or manners in which leaders act.

Section Reference: 9.2 Leadership Behaviours

AACSB: Analytic skills

Bloom’s: Comprehension

6. Jason, a team lead provides strict process instructions to his followers to ensure that the work is done in a specific manner. He ensures that all his team members are aware of their role in the process and the process is followed meticulously. Which of the following kinds of behaviours does Jason exhibit?

a) Relationship-oriented behaviour

b) Consideration behaviour

c) Production-disoriented behaviour

d) Initiating structure behaviour

Difficulty: Medium

Learning Objective: Identify the ways or manners in which leaders act.

Section Reference: 9.2 Leadership Behaviours

AACSB: Reflective thinking skills

Bloom’s: Application

7. A(n) _____ is a leadership behavioural style that is characterized by low concern for both people and production.

a) Impoverished style

b) Country club style

c) Task management style

d) Directive style

Difficulty: Easy

Learning Objective: Identify the ways or manners in which leaders act.

Section Reference: 9.2 Leadership Behaviours

AACSB: Analytic skills

Bloom’s: Knowledge

8. Margaret, a manager, is extremely aloof with her peers and subordinates. She does this to avoid potential conflicts. This has led to a distrustful work environment as well as low productivity. By which of the following behaviour styles is Margaret characterized?

a) An initiating structure style

b) A country club style

c) A task management style

d) An impoverished style

Difficulty: Hard

Learning Objective: Identify the ways or manners in which leaders act.

Section Reference: 9.2 Leadership Behaviours

AACSB: Reflective thinking skills

Bloom’s: Application

9. According to the leadership grid developed by Robert Blake and Jane Mouton, which of the following is true of an impoverished style of leadership behaviour?

a) It is characterized by a high concern for initiating structure.

b) It is characterized by a lack of engagement leading to low productivity.

c) It is evident in leaders who use a directive approach toward their followers.

d) It is useful in creating a trusting work environment.

Difficulty: Easy

Learning Objective: Identify the ways or manners in which leaders act.

Section Reference: 9.2 Leadership Behaviours

AACSB: Analytic skills

Bloom’s: Knowledge

10. A leadership behavioural style that exhibits high concern for people and a low concern for production is known as a _____.

a) Task management style

b) Directive style

c) Team style

d) Country club style

Difficulty: Easy

Learning Objective: Identify the ways or manners in which leaders act.

Section Reference: 9.2 Leadership Behaviours

AACSB: Analytic skills

Bloom’s: Knowledge

11. Helen works closely and interacts often with her subordinates. She is extremely considerate toward all of them and she typically does not insist on high levels of production, as long as her employees are comfortable. Based on the leadership grid, which of the following behavioural styles does Helen exhibit?

a) An impoverished style

b) A country club style

c) A team style

d) A directive style

Difficulty: Medium

Learning Objective: Identify the ways or manners in which leaders act.

Section Reference: 9.2 Leadership Behaviours

AACSB: Reflective thinking skills

Bloom’s: Application

12. Nora puts productivity of her team above everything else. In fact, she places very little significance on her team members’ personal needs creating a work environment that promotes performance over trust. Which of the following leadership behavioural styles is exhibited by Nora?

a) An impoverished style

b) A team style

c) A task management style

d) A consideration style

Difficulty: Hard

Learning Objective: Identify the ways or manners in which leaders act.

Section Reference: 9.2 Leadership Behaviours

AACSB: Reflective thinking skills

Bloom’s: Application

13. A(n) _____ style of leadership exhibits both relational and task behaviours in either an insufficient or an underdeveloped manner.

a) Directive

b) Consideration

c) Initiating structure

d) Middle-of-the-road-management

Difficulty: Easy

Learning Objective: Identify the ways or manners in which leaders act.

Section Reference: 9.2 Leadership Behaviours

AACSB: Analytic skills

Bloom’s: Knowledge

14. Which of the following leadership styles tends to result in adequate organizational performance but falls short of producing high levels of commitment or achievement?

a) An impoverished style

b) A team style

c) A middle-of-the-road-management style

d) A consideration style

Difficulty: Easy

Learning Objective: Identify the ways or manners in which leaders act.

Section Reference: 9.2 Leadership Behaviours

AACSB: Analytic skills

Bloom’s: Knowledge

15. Which of the following styles of leadership behaviour tends to yield both high levels of productivity and feelings of commitment and trust?

a) An impoverished style

b) A team style

c) An initiating structure style

d) A directive style

Level of Difficulty: Easy

Learning Objective: Identify the ways or manners in which leaders act.

Section Reference: 9.2 Leadership Behaviours

AACSB: Analytic skills

Bloom’s: Knowledge

16. Which of the following is a difference between conventional and sustainable approaches to explaining leadership behaviour?

a) A conventional approach tends to focus on behaviours that are visible to followers, while a sustainable approach includes behaviours that are invisible to followers.

b) A conventional approach emphasizes socioemotional factors, while a sustainable approach ignores socioemotional factor.

c) A conventional approach consists of an independent aspect of infrastructural behaviour, while a sustainable approach comprises initiating structure behaviours exclusively.

d) A conventional approach shuns the idea of consideration behaviours in leadership, while a sustainable approach embraces it.

Difficulty: Medium

Learning Objective: Identify the ways or manners in which leaders act.

Section Reference: 9.2 Leadership Behaviours

AACSB: Analytic skills

Bloom’s: Analysis

17. Which of the following aspects of the sustainable approach is akin to the conventional idea of consideration?

a) Servant leadership

b) Infrastructural performance

c) Information exchange

d) Socioemotional behaviour

Difficulty: Easy

Learning Objective: Identify the ways or manners in which leaders act.

Section Reference: 9.2 Leadership Behaviours

AACSB: Analytic skills

Bloom’s: Analysis

18. Which of the following aspects of the sustainable approach is akin to the conventional idea of initiating structure?

a) Infrastructural behaviour

b) Information exchange

c) Socioemotional behaviour

d) Servant leadership

Difficulty: Easy

Learning Objective: Identify the ways or manners in which leaders act.

Section Reference: 9.2 Leadership Behaviours

AACSB: Analytic skills

Bloom’s: Comprehension

19. Which of the following examples typically illustrates the visible aspect of socioemotional behaviour?

a) A leader organizing a training session

b) A leader empathizing with his follower

c) A leader assigning tasks to his followers

d) A leader clarifying the roles of his follower

Difficulty: Medium

Learning Objective: Identify the ways or manners in which leaders act.

Section Reference: 9.2 Leadership Behaviours

AACSB: Analytic skills

Bloom’s: Comprehension

20. Infrastructural behaviour that is akin to initiating structure is visible when:

a) A follower experiments with new ideas that are appreciated by a leader.

b) A leader organizes and leads a training session for followers.

c) A follower works behind the scenes to provide additional resources to leaders.

d) A leader offers words of encouragement to a follower.

Difficulty: Medium

Learning Objective: Identify the ways or manners in which leaders act.

Section Reference: 9.2 Leadership Behaviours

AACSB: Analytic skills

Bloom’s: Comprehension

21. Usage of which of the following approaches distinguishes the behaviours of sustainable leaders from those of their conventional counterparts?

a) Initiating structure leadership

b) Bureaucratic leadership

c) Servant leadership

d) Task based leadership

Difficulty: Easy

Learning Objective: Identify the ways or manners in which leaders act.

Section Reference: 9.2 Leadership Behaviours

AACSB: Analytic skills

Bloom’s: Analysis

22. Which of the following best defines servant leadership?

a) It refers to a behavioural style that is characterized by oppressive policies.

b) It refers to a leadership approach where leaders work based on a rulebook.

c) It is an alternative approach to laissez-faire leadership without a controlling body.

d) It is an active approach to leadership that promotes the interests of others.

Difficulty: Easy

Learning Objective: Identify the ways or manners in which leaders act.

Section Reference: 9.2 Leadership Behaviours

AACSB: Analytic skills

Bloom’s: Knowledge

23. Which of the following is true of servant leadership?

a) It is advantageous for leaders who seek to maintain a status quo.

b) It is essentially invisible to followers.

c) It has a negative effect on the least privileged in the society.

d) It lacks focus on personal development of others.

Difficulty: Medium

Learning Objective: Identify the ways or manners in which leaders act.

Section Reference: 9.2 Leadership Behaviours

AACSB: Analytic skills

Bloom’s: Comprehension

24. Wendy, a project lead, arranges training sessions for her team members to make them independent knowledgeable leaders. She encourages collaborative actions and goes out of her way to ensure that none of her employees is negatively impacted by company policies. Which of the following styles of leaderships does Wendy’s approach exemplify?

a) Infrastructural leadership

b) Bureaucratic leadership

c) Servant leadership

d) Subjective leadership

Difficulty: Hard

Learning Objective: Identify the ways or manners in which leaders act.

Section Reference: 9.2 Leadership Behaviours

AACSB: Reflective thinking skills

Bloom’s: Application

25. Which of the following streams of leadership research examined the impact of different leadership styles based on the situations?

a) Contingency theories

b) Integrative models

c) Directive theories

d) Associated models

Difficulty: Easy

Learning Objective: Analyze the contingency theories of leadership and their importance in explaining and guiding leadership behaviour.

Section Reference: 9.3 Contingency Theories

AACSB: Analytic skills

Bloom’s: Knowledge

26. The goal of contingency theories is to:

a) Identify factors that increase bureaucratization in order to ensure that a leader follows a rulebook and exercises authority.

b) Identify key situational factors that help best determine which leader behaviours best meet organizational goals under different conditions.

c) Introduce systematic processes and methodological hierarchies to maintain order and maximize productivity.

d) Introduce synthesized workflows to enable labor distribution and ensure increased efficiency.

Difficulty: Medium

Learning Objective: Analyze the contingency theories of leadership and their importance in explaining and guiding leadership behaviour.

Section Reference: 9.3 Contingency Theories

AACSB: Analytic skills

Bloom’s: Comprehension

27. _____ is based on the premise that effective leadership depends on a match between leadership style and situational demands.

a) Max Weber’s bureaucratic theory

b) Robert House’s path–goal theory of leadership

c) Frederick Taylor’s scientific management theory

d) Fiedler’s contingency theory of leadership

Difficulty: Easy

Learning Objective: Analyze the contingency theories of leadership and their importance in explaining and guiding leadership behaviour.

Section Reference: 9.3 Contingency Theories

AACSB: Analytic skills

Bloom’s: Comprehension

28. According to Fiedler’s contingency theory of leadership, which of the following contingencies looks at whether the followers know what needs to be accomplished and how to go about doing it?

a) Leader-member relations

b) Position power

c) Task structure

d) Initiation power

Difficulty: Easy

Learning Objective: Analyze the contingency theories of leadership and their importance in explaining and guiding leadership behaviour.

Section Reference: 9.3 Contingency Theories

AACSB: Analytic skills

Bloom’s: Comprehension

29. Which of the following does the position power contingency of Fiedler’s contingency theory of leadership explore?

a) It explores whether or not followers have trust or respect for their leader.

b) It identifies the dynamics of leader-member relationship and the status quo that exists.

c) It explores whether or not followers are talented enough to match with a leader’s traits.

d) It looks at whether a leader has the power to reward and punish employees.

Difficulty: Medium

Learning Objective: Analyze the contingency theories of leadership and their importance in explaining and guiding leadership behaviour.

Section Reference: 9.3 Contingency Theories

AACSB: Analytic skills

Bloom’s: Comprehension

30. Greg is the project lead of a team of ten IT professionals at Thompson & Marsh (T&M) Inc. Due to the recent recession, T&M wants Greg to cut costs, and this involves several changes in his team as well as processes. According to Fiedler’s contingency theory of leadership, which of the following kinds of leadership styles will best suit Greg’s objective?

a) A consideration-centered leadership style

b) A task-oriented leadership style

c) A relationship-oriented leadership style

d) An impoverished leadership style

Difficulty: Medium

Learning Objective: Analyze the contingency theories of leadership and their importance in explaining and guiding leadership behaviour.

Section Reference: 9.3 Contingency Theories

AACSB: Reflective thinking skills

Bloom’s: Application

31. Which of the following is true of Robert House’s path–goal theory?

a) It states that a leader’s behaviour is considered acceptable to a follower to the degree that it satisfies a follower’s needs.

b) It is based on the assumption that a leader’s style is predominantly fixed and not subject to change.

c) It highlights the impact of how situational factors cannot alter leadership effectiveness.

d) It suggests that a leader will need to seek out or be assigned to positions that fit his or her inherent style.

Difficulty: Medium

Learning Objective: Analyze the contingency theories of leadership and their importance in explaining and guiding leadership behaviour.

Section Reference: 9.3 Contingency Theories

AACSB: Analytic skills

Bloom’s: Comprehension

32. Based on Robert House’s leadership styles, _____ occurs when a leader tells employees exactly what is expected of them by giving guidance, setting goals, and scheduling work.

a) Supportive leadership

b) Participative leadership

c) Directive leadership

d) Suggestive leadership

Difficulty: Easy

Learning Objective: Analyze the contingency theories of leadership and their importance in explaining and guiding leadership behaviour.

Section Reference: 9.3 Contingency Theories

AACSB: Analytic skills

Bloom’s: Comprehension

33. According to Robert House’s leadership styles, which of the following is similar to the initiating structure leadership style?

a) Supportive leadership

b) Directive leadership

c) Participative leadership

d) Relationship-oriented leadership

Difficulty: Easy

Learning Objective: Analyze the contingency theories of leadership and their importance in explaining and guiding leadership behaviour.

Section Reference: 9.3 Contingency Theories

AACSB: Analytic skills

Bloom’s: Comprehension

34. According to Robert House’s leadership styles, which of the following styles of leadership is advisable when job assignments are unclear and followers need to know how the reward structures work?

a) Relationship-oriented leadership

b) Supportive leadership

c) Employee-centered leadership

d) Directive leadership

Difficulty: Easy

Learning Objective: Analyze the contingency theories of leadership and their importance in explaining and guiding leadership behaviour.

Section Reference: 9.3 Contingency Theories

AACSB: Analytic skills

Bloom’s: Comprehension

35. According to the path–goal theory, which of the following styles of leadership is similar to consideration leadership behaviour?

a) Impoverished leadership

b) Supportive leadership

c) Task-oriented leadership

d) Directive leadership

Difficulty: Easy

Learning Objective: Analyze the contingency theories of leadership and their importance in explaining and guiding leadership behaviour.

Section Reference: 9.3 Contingency Theories

AACSB: Analytic skills

Bloom’s: Comprehension

36. _____ is evident when leaders consult with employees about decisions and engage them in a workplace setting to encourage group discussion and hear suggestions.

a) Participative leadership

b) Bureaucratic leadership

c) Task-oriented leadership

d) Directive leadership

Difficulty: Easy

Learning Objective: Analyze the contingency theories of leadership and their importance in explaining and guiding leadership behaviour.

Section Reference: 9.3 Contingency Theories

AACSB: Analytic skills

Bloom’s: Comprehension

37. Which of the following is a difference between Fiedler’s contingency theory of leadership and Robert House’s path–goal theory?

a) Fred Fiedler’s contingency theory states that leadership style should fit the needs of a situation, while Robert House’s path–goal theory assumes that a leader’s style is predominantly task oriented.

b) Fred Fiedler’s contingency theory asserts that leaders cannot change their behaviour, while Robert House’s path–goal theory assumes that leaders are flexible.

c) Fred Fiedler’s contingency theory states that leadership styles are altered based on situations, while Robert House’s path–goal theory reiterates that one leadership style suits all situations.

d) Fred Fiedler’s contingency theory focuses on situational demands, while Robert House’s path–goal theory identifies power structures that exist within an organization.

Difficulty: Medium

Learning Objective: Analyze the contingency theories of leadership and their importance in explaining and guiding leadership behaviour.

Section Reference: 9.3 Contingency Theories

AACSB: Analytic skills

Bloom’s: Analysis

38. _____ typically occurs when leaders set clear and challenging goals for employees, showing confidence in their abilities and the expectation that they can perform at high levels.

a) Participative leadership

b) Production-centered leadership

c) Anchoring leadership

d) Achievement-oriented leadership

Difficulty: Easy

Learning Objective: Analyze the contingency theories of leadership and their importance in explaining and guiding leadership behaviour.

Section Reference: 9.3 Contingency Theories

AACSB: Analytic skills

Bloom’s: Comprehension

39. Which of the following is true of the Leader-Member exchange theory?

a) It is a typical example of a contingency theory.

b) It emphasizes that leadership styles should fit the needs of a situation.

c) Leader-member measure is equivalent to the quantity of exchanges between a leader and follower.

d) Leader-member relationships can eventually evolve into in groups and out groups.

Difficulty: Medium

Learning Objective: Analyze the contingency theories of leadership and their importance in explaining and guiding leadership behaviour.

Section Reference: 9.3 Contingency Theories

AACSB: Analytic skills

Bloom’s: Knowledge

40. According to the leader-member exchange theory, which of the following is an indicator of low-quality relationships?

a) Inclusion

b) Infrequent interactions

c) Mutual trust

d) Shared interests

Difficulty: Easy

Learning Objective: Analyze the contingency theories of leadership and their importance in explaining and guiding leadership behaviour.

Section Reference: 9.3 Contingency Theories

AACSB: Analytic skills

Bloom’s: Knowledge

41. Which of the following factors in Blanchard’s Situational Leadership II model differentiates it from the original situational leadership model?

a) It focuses on the ability of followers to perform required tasks.

b) It stresses the importance of the degree of willingness of employees.

c) It speaks about the developmental level of employees.

d) It stresses about the readiness of employees to take up required tasks.

Difficulty: Medium

Learning Objective: Discuss the value of integrative leadership models.

Section Reference: 9.4 Integrated Models

AACSB: Analytic skills

Bloom’s: Knowledge

42. The situational leadership II model suggests that:

a) Leaders need to change their style over time according to how their followers develop.

b) Leaders need to orient themselves toward task-oriented style irrespective of the situation.

c) Leaders are expected to acquire expertise in relation to specific tasks that they undertake.

d) Leaders are expected to have a fixed leadership style so that followers can emulate them.

Difficulty: Medium

Learning Objective: Discuss the value of integrative leadership models.

Section Reference: 9.4 Integrated Models

AACSB: Analytic skills

Bloom’s: Knowledge

43. Becky, a new graduate, is joining a media management firm. She lacks the requisite technical competence to perform her role but she exhibits high levels of commitment. In this scenario, which of the following Situational Leadership II leadership styles is most appropriate to be adopted by Becky’s manager?

a) A coaching style

b) A directing style

c) A supporting style

d) A delegating style

Difficulty: Medium

Learning Objective: Discuss the value of integrative leadership models.

Section Reference: 9.4 Integrated Models

AACSB: Reflective thinking skills

Bloom’s: Application

44. Which of the following Situational Leadership II leadership styles is appropriate to employ when organizational members lack technical knowledge yet are enthusiastically committed to learning?

a) A directing style

b) A coaching style

c) A supporting style

d) A delegating style

Level of Difficulty: Easy

Learning Objective: Discuss the value of integrative leadership models.

Section Reference: 9.4 Integrated Models

AACSB: Analytic skills

Bloom’s: Comprehension

45. In which of the following situations is a coaching style of leadership most appropriate?

a) When a new employee endures a long training period and begins to lose interest in a job

b) When an existing employee has acquired a lot of experience and loyalty

c) When an employee has the technical skills but does not have the confidence needed to take on responsibilities

d) When a new employee with high levels of commitment has joined the organization

Difficulty: Medium

Learning Objective: Discuss the value of integrative leadership models.

Section Reference: 9.4 Integrated Models

AACSB: Analytic skills

Bloom’s: Comprehension

46. A _____ leadership style is appropriate when organizational members have the competence but not the confidence necessary to perform a task.

a) Delegating

b) Directing

c) Coaching

d) Supporting

Difficulty: Easy

Learning Objective: Discuss the value of integrative leadership models.

Section Reference: 9.4 Integrated Models

AACSB: Analytic skills

Bloom’s: Comprehension

47. Which of the following styles of leaderships affirms an employee’s confidence and encourages more independence?

a) A coaching style

b) A supporting style

c) A directing style

d) A delegating style

Difficulty: Medium

Learning Objective: Discuss the value of integrative leadership models.

Section Reference: 9.4 Integrated Models

AACSB: Analytic skills

Bloom’s: Comprehension

48. A _____ leadership style is appropriate when organizational members have the appropriate job-related competence and are highly committed to perform independently.

a) Delegating

b) Supporting

c) Coaching

d) Directing

Difficulty: Easy

Learning Objective: Discuss the value of integrative leadership models.

Section Reference: 9.4 Integrated Models

AACSB: Analytic skills

Bloom’s: Comprehension

49. Which of the following is true of a delegating style of leadership?

a) It is appropriate when organizational members have the competence but not the confidence necessary to perform a job.

b) It is a low-direction style of leadership.

c) It is appropriate when organizational members lack technical knowledge, and their motivation or commitment is waning.

d) It is a high-support style of leadership.

Difficulty: Easy

Learning Objective: Discuss the value of integrative leadership models.

Section Reference: 9.4 Integrated Models

AACSB: Analytic skills

Bloom’s: Comprehension

50. Simone is a skilled advertising professional with several years of experience. She has been a loyal employee of Adiverse Inc. for the past seven years. Her team lead gives her complete autonomy to perform her role and does not interfere even in major responsibilities. In this scenario, which of the following styles of leadership is evident?

a) A coaching style

b) A supporting style

c) A directing style

d) A delegating style

Difficulty: Medium

Learning Objective: Discuss the value of integrative leadership models.

Section Reference: 9.4 Integrated Models

AACSB: Reflective thinking skills

Bloom’s: Application

51. Which of the following is a limitation of situational leadership models?

a) They lack an intuitive appeal in comparison to cognitive theories.

b) They fail to focus on characteristics of followers in determining leadership behaviour.

c) They are less popular and therefore less commonly used.

d) They fail to account for factors that affect a situation other than competence and commitment.

Difficulty: Easy

Learning Objective: Discuss the value of integrative leadership models.

Section Reference: 9.4 Integrated Models

AACSB: Analytic skills

Bloom’s: Comprehension

52. Based on the integrated conventional leadership model, which of the following is appropriate when a leader wants to improve his follower’s capability?

a) Following a delegating style

b) Following a task-oriented behaviour

c) Following a relationship-oriented behaviour

d) Following a coaching style

Difficulty: Easy

Learning Objective: Analyze the contingency theories of leadership and their importance in explaining and guiding leadership behaviour.

Section Reference: 9.3 Contingency Theories

AACSB: Analytic skills

Bloom’s: Comprehension

53. _____ says that characteristics of a task and work environment may substitute for, neutralize, or enhance leadership behaviour.

a) Neutralization theory of delinquency

b) Laissez-faire theory of leadership

c) The Great Man theory of leadership

d) Substitutes-for-leadership theory

Difficulty: Easy

Learning Objective: Discuss the value of integrative leadership models.

Section Reference: 9.4 Integrated Models

AACSB: Analytic skills

Bloom’s: Comprehension

54. Which of the following is an example of a neutralizer with regard to substitutes-for-leadership theory?

a) A high position power for a leader

b) A geographically homogenous work environment

c) A chronic indifference on the part of a follower

d) A blind persistence by a leader about a follower

Difficulty: Medium

Learning Objective: Discuss the value of integrative leadership models.

Section Reference: 9.4 Integrated Models

AACSB: Analytic skills

Bloom’s: Comprehension

55. The integrated model of conventional leadership is useful because:

a) It deals with contingencies exclusively, thus excluding behaviours.

b) It helps to meet short-term organizational goals in extreme pressure situations.

c) It explains which leadership behaviour might work best given certain assumptions and conditions.

d) It helps to identify the right contingency when there is inadequate time and resources to provide special attention to followers.

Difficulty: Medium

Learning Objective: Discuss the value of integrative leadership models.

Section Reference: 9.4 Integrated Models

AACSB: Analytic skills

Bloom’s: Comprehension

56. Which of the following is true of an integrated sustainable leadership model?

a) It fosters dependence and discourages autonomy.

b) It is based on the principles of servant leadership.

c) It stresses that the level of leadership behaviours varies according to contingencies and not its visibility.

d) It is similar to the conventional styles of directing, coaching, supporting, and delegating in purpose and practice.

Difficulty: Medium

Learning Objective: Discuss the value of integrative leadership models.

Section Reference: 9.4 Integrated Models

AACSB: Analytic skills

Bloom’s: Comprehension

57. The sustainable style of enabling is different from conventional directing in that the sustainable style is:

a) Predominantly involved in making immediate improvements in productivity.

b) Mainly used when the need for direction is low.

c) Primarily concerned with having others learn the necessary skills for long-term performance.

d) Primarily used when the need for support is high.

Difficulty: Medium

Learning Objective: Discuss the value of integrative leadership models.

Section Reference: 9.4 Integrated Models

AACSB: Analytic skills

Bloom’s: Analysis

58. Which of the following styles of sustainable leadership is appropriate to use when the need for support and direction is high?

a) An equipping style

b) An engaging style

c) A supporting style

d) An empowering style

Difficulty: Medium

Learning Objective: Discuss the value of integrative leadership models.

Section Reference: 9.4 Integrated Models

AACSB: Analytic skills

Bloom’s: Comprehension

59. Which of the following styles of sustainable leadership is appropriate to use when the need for support and direction is low?

a) An equipping style

b) An engaging style

c) A supporting style

d) An empowering style

Difficulty: Medium

Learning Objective: Discuss the value of integrative leadership models.

Section Reference: 9.4 Integrated Models

AACSB: Analytic skills

Bloom’s: Comprehension

60. Which of the following is a goal of the sustainable leadership style of empowering?

a) To enhance productivity

b) To develop group capability

c) To facilitate responsiveness

d) To enhance meaning

Difficulty: Medium

Learning Objective: Discuss the value of integrative leadership models.

Section Reference: 9.4 Integrated Models

AACSB: Analytic skills

Bloom’s: Comprehension

61. Which of the following styles of sustainable leadership corresponds to the conventional leading style of delegating?

a) Directing

b) Coaching

c) Engaging

d) Empowering

Level of Difficulty: Easy

Learning Objective: Discuss the value of integrative leadership models.

Section Reference: 9.4 Integrated Models

AACSB: Analytic skills

Bloom’s: Comprehension

62. Which of the following applies to transformational leaders?

a) The focus is on inspiring change in members and the organization.

b) The focus is on fair exchanges with organizational members to motivate them to achieve established goals.

c) The purposeful and relational process is in influencing others.

d) The primary purpose is influencing members to achieve organizational goals.

Difficulty: Medium

Learning Objective: Describe the personal characteristics of leaders.

Section Reference: 9.1 Leadership Traits

AACSB: Reflective thinking skills

Bloom’s: Analysis

63. Which of the following applies to the personal trait or “gift” of attracting and inspiring followers?

a) Charisma

b) Personal skills

c) Interpersonal impact

d) Psychological affect

Difficulty: Medium

Learning Objective: Describe the personal characteristics of leaders.

Section Reference: 9.1 Leadership Traits

AACSB: Analytic skills

Bloom’s: Analysis

64. Which of the following applies to a category of leadership behaviours, visible to followers that are supportive, relationship oriented, and employee centered?

a) Consideration behaviours

b) Initiating structure behaviours

c) Influence behaviours

d) Coalition behaviours

Difficulty: Medium

Learning Objective: Identify the ways or manners in which leaders act.

Section Reference: 9.2 Leadership Behaviours

AACSB: Analytic skills

Bloom’s: Analysis

65. Which of the following applies to an active approach to leadership that promotes the interests of others over the leader’s own interests?

a) Servant leadership

b) Sustainable leadership

c) Conventional leadership

d) Notable leadership

Level of Difficulty: Medium

Learning Objective: Identify the ways or manners in which leaders act.

Section Reference: 9.2 Leadership Behaviours

AACSB: Analytic skills

Bloom’s: Analysis

66. “As a leader, I like to focus on measuring the quality of exchanges between my leadership approach and my followers, including all the staff.” Which of the leadership theories applies to this statement?

a) Leader-Member Exchange theory

b) Contingency theory

c) House’s Path-Goal theory

d) Sustaincentrism theory

Difficulty: Medium

Learning Objective: Analyze the contingency theories of leadership and their importance in explaining and guiding leadership behaviour.

Section Reference: 9.3 Contingency Theories

AACSB: Analytic skills

Bloom’s: Analysis

67. Conventional and sustainable perspectives both recognize the importance of contingencies in explaining and guiding leadership behaviour—with one difference. Which of the following explains one of the differences between the two perspectives?

a) From a conventional perspective, factors that do not contribute to immediate productivity are not likely to merit much attention.

b) From a sustainable perspective, factors that do not contribute to immediate productivity are not likely to merit much attention.

c) From a conventional perspective, factors that are community focused and long-term oriented are likely to merit some attention.

d) From a sustainable perspective, factors that are community focused and long-term oriented are not likely to merit some attention.

Level of Difficulty: Medium

Learning Objective: Analyze the contingency theories of leadership and their importance in explaining and guiding leadership behaviour.

Section Reference: 9.3 Contingency Theories

AACSB: Analytic skills

Bloom’s: Analysis

68. Which leadership models describe the four leadership circumstances or situations and the appropriate leadership style for each based on the “developmental level” of employees or followers?

a) Situational Leadership II

b) Situational Leadership

c) Supporting Leadership

d) Delegating Leadership

Level of Difficulty: Medium

Learning Objective: Discuss the value of integrative leadership models.

Section Reference: 9.4 Integrated Models

AACSB: Analytic skills

Bloom’s: Analysis

69. Which of the following leadership models (combining behaviour and contingencies) has value in explaining which leadership behaviour might work best, given certain assumptions and conditions?

a) Integrated conventional leadership model

b) Integrated sustainable leadership model

c) Integrated equipping leadership model

d) Integrated enabling leadership model

Difficulty: Medium

Learning Objective: Discuss the value of integrative leadership models.

Section Reference: 9.4 Integrated Models

AACSB: Analytic skills

Bloom’s: Analysis

70. Which of the following models is based on the principles of servant leadership that foster growth, autonomy, and concern for others in the community?

a) Integrated sustainable leadership model

b) Integrated coaching leadership model

c) Integrated directing leadership model

d) Integrated conventional leadership model

Difficulty: Medium

Learning Objective: Discuss the value of integrative leadership models.

Section Reference: 9.4 Integrated Models

AACSB: Analytic skills

Bloom’s: Analysis

71. Which of the following applies to the conventional style of leadership with respect to engaging?

a) Leaders respond to their followers’ need for support by offering praise for extrinsic motivators to improve their commitment.

b) Leaders focus on intrinsic motivators that increase employees’ self-respect and joy in coming to work.

c) Leaders focus on creating a fulfilling experience for their followers and a meaningful role as part of a team or group.

d) Leaders focus on creating a dialogue to pursue mutual gain and ensure the development of long-term followers and organizational capabilities.

Difficulty: Medium

Learning Objective: Discuss the value of integrative leadership models.

Section Reference: 9.4 Integrated Models

AACSB: Reflective thinking skills

Bloom’s: Analysis

Fill In The Blanks

72. _____ is a leadership trait that refers to a special ability or ‘gift’ to attract and inspire others.

Difficulty: Easy

Learning Objective: Describe the personal characteristics of leaders.

Section Reference: 9.1 Leadership Traits

AACSB: Analytic skills

Bloom’s: Knowledge

73. _____ refers to an individual’s capability to recognize, manage, and exercise emotions in relationships.

Difficulty: Easy

Learning Objective: Describe the personal characteristics of leaders.

Section Reference: 9.1 Leadership Traits

AACSB: Analytic skills

Bloomcode: Knowledge

74. Employee-centered behaviour is a typical example of _____ behaviour.

Difficulty: Easy

Learning Objective: Identify the ways or manners in which leaders act.

Section Reference: 9.2 Leadership Behaviours

AACSB: Analytic skills

Bloom’s: Knowledge

75. The contingency of Fiedler’s contingency theory of leadership that looks at whether or not followers have trust or respect for their leader is known as _____.

Difficulty: Easy

Learning Objective: Analyze the contingency theories of leadership and their importance in explaining and guiding leadership behaviour.

Section Reference: 9.3 Contingency Theories

AACSB: Analytic skills

Bloom’s: Comprehension

76. _____ is a measure of the quality of exchanges between a leader and follower.

Difficulty: Easy

Learning Objective: Analyze the contingency theories of leadership and their importance in explaining and guiding leadership behaviour.

Section Reference: 9.3 Contingency Theories

AACSB: Analytic skills

Bloom’s: Knowledge

77. According to the Situational Leadership II model, a _____ style is a low-direction, high-support leadership style.

Difficulty: Easy

Learning Objective: Discuss the value of integrative leadership models.

Section Reference: 9.4 Integrated Models

AACSB: Analytic skills

Bloom’s: Knowledge

78. According to the Situational Leadership II model, a _____ style is a low-direction, low-support leadership style.

Difficulty: Easy

Learning Objective: Discuss the value of integrative leadership models.

Section Reference: 9.4 Integrated Models

AACSB: Analytic skills

Bloom’s: Knowledge

79. With regard to integrated conventional models of leadership, a(n) _____ approach is useful when information about a follower is limited and no clear leadership style seems initially appropriate.

Difficulty: Easy

Learning Objective: Discuss the value of integrative leadership models.

Section Reference: 9.4 Integrated Models

AACSB: Analytic skills

Bloom’s: Knowledge

80. The sustainable leadership style of _____ refers to the process of encouraging affiliation and enhancing the intrinsic meaningfulness of work.

Difficulty: Easy

Learning Objective: Discuss the value of integrative leadership models.

Section Reference: 9.4 Integrated Models

AACSB: Analytic skills

Bloom’s: Knowledge

81. The conventional delegating style is similar to the sustainable _____ style in that it acknowledges that followers’ needs for support and direction are low.

Difficulty: Easy

Learning Objective: Discuss the value of integrative leadership models.

Section Reference: 9.4 Integrated Models

AACSB: Analytic skills

Bloom’s: Knowledge

82. Despite the popularity of the idea of ______________ leadership, it sometimes raises ethical issues

Difficulty: Easy

Learning Objective: Describe the personal characteristics of leaders.

Section Reference: 9.1 Leadership Traits

AACSB: Analytic skills

Bloom’s: Knowledge

83. _______________________ allows a leader to harness emotion in order to tackle challenging tasks or push through difficulties.

Difficulty: Easy

Learning Objective: Describe the personal characteristics of leaders.

Section Reference: 9.1 Leadership Traits

AACSB: Analytic skills

Bloom’s Knowledge

84. ______________________ identifies different leadership styles based on combinations of concern for production and concern for people.

Difficulty: Easy

Learning Objective: Identify the ways or manners in which leaders act.

Section Reference: 9.2 Leadership Behaviours

AACSB: Analytic skills

Bloom’s: Knowledge

85. _____________ leaders seek to have a positive effect on the stakeholders who are “the least privileged in society” never a negative one.

Difficulty: Easy

Learning Objective: Identify the ways or manners in which leaders act.

Section Reference: 9.2 Leadership Behaviours

AACSB: Analytic skills

Bloom’s: Knowledge

86. In ______________ , a leader’s behaviour is considered acceptable to a follower to the degree that it satisfies a follower’s needs.

Difficulty: Easy

Learning Objective: Analyze the contingency theories of leadership and their importance in explaining and guiding leadership behaviour.

Section Reference: 9.3 Contingency Theories

AACSB: Analytic skills

Bloom’s: Knowledge

87. ___________________________ are characterized by mutual trust, inclusion, and frequent interactions, whereas low-quality relationships are characterized by distrust, exclusion, and infrequent interactions.

Difficulty: Easy

Learning Objective: Analyze the contingency theories of leadership and their importance in explaining and guiding leadership behaviour.

Section Reference: 9.3 Contingency Theories

AACSB: Analytic skills

Bloom’s: Knowledge

88. Leaders using a __________________ model must be able to implement the alternative leadership styles as needed on a case-by-case basis.

Difficulty: Easy

Learning Objective: Discuss the value of integrative leadership models.

Section Reference: 9.4 Integrated Models

AACSB: Analytic skills

Bloom’s: Knowledge

89. _______________________ says that characteristics of the task and work environment may substitute for, neutralize, or enhance leadership behaviour.

Difficulty: Easy

Learning Objective: Discuss the value of integrative leadership models.

Section Reference: 9.4 Integrated Models

AACSB: Analytic skills

Bloom’s: Knowledge

90. The integrated model of _______________________ leadership (combining behaviour and contingencies) has value in explaining which leadership behaviour might work best given certain assumptions and conditions.

Difficulty: Easy

Learning Objective: Discuss the value of integrative leadership models.

Section Reference: 9.4 Integrated Models

AACSB: Analytic skills

Bloom’s: Knowledge

91. __________________ is the process of sharing or explaining information related to a job and its context

Difficulty: Easy

Learning Objective: Discuss the value of integrative leadership models.

Section Reference: 9.4 Integrated Models

AACSB: Analytic skills

Bloom’s: Knowledge

Short Answer Questions

92. Explain the importance of emotional intelligence as a leadership trait.

Difficulty: Medium

Learning Objective: Describe the personal characteristics of leaders.

Section Reference: 9.1 Leadership Traits

AACSB: Ethical understanding and reasoning abilities

Bloom’s: Comprehension

93. Describe consideration behaviours as identified by the Ohio State studies.

Difficulty: Medium

Learning Objective: Identify the ways or manners in which leaders act.

Section Reference: 9.2 Leadership Behaviours

AACSB: Communication skills

Bloom’s: Comprehension

94. Explain the sustainable approach to leadership behaviour in comparison to the conventional approach.

Difficulty: Medium

Learning Objective: Identify the ways or manners in which leaders act.

Section Reference: 9.2 Leadership Behaviours

AACSB: Communication skills

Bloom’s: Comprehension

95. Describe the importance of contingency theories while comparing conventional and sustainable approaches to contingencies.

Difficulty: Medium

Learning Objective: Analyze the contingency theories of leadership and their importance in explaining and guiding leadership behaviour.

Section Reference: 9.3 Contingency Theories

AACSB: Communication skills

Bloom’s: Comprehension

96. Compare the conventional style of coaching to the sustainable style of equipping.

Difficulty: Medium

Learning Objective: Discuss the value of integrative leadership models.

Section Reference: 9.4 Integrated Models

AACSB: Communication skills

Bloom’s: Comprehension