Leaders and Leadership Ch.10 Verified Test Bank

Essentials of Contemporary Management, 8e (Jones)

Chapter 10 Leaders and Leadership

1) Choice of job assignment to a subordinate is a part of a tangible reward.

Difficulty: 1 Easy

Topic: Full-Range Leadership

Learning Objective: 10-01 Explain what leadership is, when leaders are effective and ineffective, and the sources of power that enable managers to be effective leaders.

Bloom's: Remember

AACSB: Knowledge Application

Accessibility: Keyboard Navigation

2) The authority that a manager has based on the manager's position in the organization's hierarchy is known as expert power.

Difficulty: 1 Easy

Topic: Expert Power

Learning Objective: 10-01 Explain what leadership is, when leaders are effective and ineffective, and the sources of power that enable managers to be effective leaders.

Bloom's: Remember

AACSB: Knowledge Application

Accessibility: Keyboard Navigation

3) When leaders show their subordinates that they trust and respect them, they are trying to initiate structure.

Difficulty: 1 Easy

Topic: Trait Approaches to Leadership; Behavioral Leadership

Learning Objective: 10-02 Identify the traits that show the strongest relationship to leadership, the behaviors leaders engage in, and the limitations of the trait and behavior models of leadership.

Bloom's: Remember

AACSB: Knowledge Application

Accessibility: Keyboard Navigation

4) Effective leaders and managers perform both initiating structure and consideration leader behaviors.

Difficulty: 2 Medium

Topic: Behavioral Leadership

Learning Objective: 10-02 Identify the traits that show the strongest relationship to leadership, the behaviors leaders engage in, and the limitations of the trait and behavior models of leadership.

Bloom's: Remember

AACSB: Knowledge Application

Accessibility: Keyboard Navigation

5) Contingency models of leadership take into account the context within which the manager acts.

Difficulty: 1 Easy

Topic: Fiedler's Contingency Model of Leadership Effectiveness

Learning Objective: 10-03 Explain how contingency models of leadership enhance our understanding of effective leadership and management in organizations.

Bloom's: Remember

AACSB: Knowledge Application

Accessibility: Keyboard Navigation

6) According to Robert House, the path-goal theory focuses on what a leader can do to motivate subordinates to achieve organizational goals.

Difficulty: 1 Easy

Topic: Fiedler's Contingency Model of Leadership Effectiveness

Learning Objective: 10-03 Explain how contingency models of leadership enhance our understanding of effective leadership and management in organizations.

Bloom's: Remember

AACSB: Knowledge Application

Accessibility: Keyboard Navigation

7) When transformational leadership occurs, subordinates trust the managers, are highly motivated, and help the organization achieve its goals.

Difficulty: 1 Easy

Topic: Transformational Leadership

Learning Objective: 10-04 Describe what transformational leadership is, and explain how managers can engage in it.

Bloom's: Remember

AACSB: Knowledge Application

Accessibility: Keyboard Navigation

8) Transformational leaders do not engage in transactional leadership.

Difficulty: 1 Easy

Topic: Transformational Leadership

Learning Objective: 10-04 Describe what transformational leadership is, and explain how managers can engage in it.

Bloom's: Remember

AACSB: Knowledge Application

Accessibility: Keyboard Navigation

9) Subordinates trying to resist the influence of female managers more than male managers is one of the reasons for female managers being more directive.

Difficulty: 2 Medium

Topic: Behavioral Leadership

Learning Objective: 10-05 Characterize the relationship between gender and leadership, and explain how emotional intelligence may contribute to leadership effectiveness.

Bloom's: Remember

AACSB: Knowledge Application

Accessibility: Keyboard Navigation

10) Emotional intelligence in a leader encourages followers to be creative because the followers are more likely to take risks.

Difficulty: 1 Easy

Topic: Emotional Intelligence

Learning Objective: 10-05 Characterize the relationship between gender and leadership, and explain how emotional intelligence may contribute to leadership effectiveness.

Bloom's: Remember

AACSB: Knowledge Application

Accessibility: Keyboard Navigation

11) The process by which one person exerts influence over others and inspires, motivates, and directs their activities is known as ________.

A) empowerment

B) time management

C) leadership

D) change management

Difficulty: 1 Easy

Topic: Strategic Leadership

Learning Objective: 10-01 Explain what leadership is, when leaders are effective and ineffective, and the sources of power that enable managers to be effective leaders.

Bloom's: Remember

AACSB: Knowledge Application

Accessibility: Keyboard Navigation

12) The person who inspires, motivates, and directs the activities of others so that they work toward organizational goals is known as a

A) follower.

B) leadership substitute.

C) coercive leader.

D) leader.

Difficulty: 1 Easy

Topic: Strategic Leadership

Learning Objective: 10-01 Explain what leadership is, when leaders are effective and ineffective, and the sources of power that enable managers to be effective leaders.

Bloom's: Remember

AACSB: Knowledge Application

Accessibility: Keyboard Navigation

13) The specific ways in which a manager chooses to influence others is known as

A) legitimate power.

B) personal leadership style.

C) reward power.

D) expert power.

Difficulty: 1 Easy

Topic: Trait Approaches to Leadership

Learning Objective: 10-01 Explain what leadership is, when leaders are effective and ineffective, and the sources of power that enable managers to be effective leaders.

Bloom's: Remember

AACSB: Knowledge Application

Accessibility: Keyboard Navigation

14) Alaina is an associate director in a medical research facility. Alaina goes out of her way to help her employees, especially if she knows they are going through a rough time in their personal life. She always shows a strong desire to help and work for the benefit of others. Alaina's style of leading is ________ leadership.

A) personal

B) professional

C) effective

D) servant

Difficulty: 2 Medium

Topic: Servant Leadership

Learning Objective: 10-01 Explain what leadership is, when leaders are effective and ineffective, and the sources of power that enable managers to be effective leaders.

Bloom's: Apply

AACSB: Knowledge Application

Accessibility: Keyboard Navigation

15) George travels to China to learn about plastic injection molding techniques in a factory partnering with his factory in Kentucky. When he gets to the Chinese factory, he is surprised to see workers focusing much more on group goals rather than meeting their individual production rates. What George is witnessing is a(n) ________ culture.

A) collectivistic

B) individualistic

C) nurturing

D) low uncertainty avoidance

Difficulty: 2 Medium

Topic: Culture

Learning Objective: 10-01 Explain what leadership is, when leaders are effective and ineffective, and the sources of power that enable managers to be effective leaders.

Bloom's: Apply

AACSB: Diversity

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16) The ability of a leader to get others to act in certain ways is known as that leader's

A) power.

B) initiating structure.

C) philosophy.

D) task orientation.

Difficulty: 1 Easy

Topic: Empowerment; Personalized Power

Learning Objective: 10-01 Explain what leadership is, when leaders are effective and ineffective, and the sources of power that enable managers to be effective leaders.

Bloom's: Remember

AACSB: Knowledge Application

Accessibility: Keyboard Navigation

17) Omar works for a distribution center. He has been a receiving department shift supervisor for four years. Today, he started a new position as shift supervisor for all departments. Omar is the same person he was yesterday and has the same style and approach to his job, but he now has the ability to make much larger purchases, to hire and fire people, and to move resources among departments. Omar's new powers are examples of ________ power.

A) coercive

B) legitimate

C) reward

D) referent

Difficulty: 2 Medium

Topic: Legitimate Power

Learning Objective: 10-01 Explain what leadership is, when leaders are effective and ineffective, and the sources of power that enable managers to be effective leaders.

Bloom's: Apply

AACSB: Knowledge Application

Accessibility: Keyboard Navigation

18) Mick, the divisional manager at Howard Aeronautics, has to consult with Lucas when it comes to the hiring procedures of the company because Lucas is a senior human resources manager. Lucas enjoys the privileges of ________ power.

A) reward

B) referent

C) legitimate

D) coercive

Difficulty: 2 Medium

Topic: Legitimate Power

Learning Objective: 10-01 Explain what leadership is, when leaders are effective and ineffective, and the sources of power that enable managers to be effective leaders.

Bloom's: Apply

AACSB: Knowledge Application

Accessibility: Keyboard Navigation

19) Because Alyce is a department manager, she has reward power. As a result of this power, she

A) is able to give pay raises.

B) is an expert in the eyes of her subordinates.

C) can give verbal reprimands.

D) provides technical expertise to her subordinates.

Difficulty: 2 Medium

Topic: Reward Power

Learning Objective: 10-01 Explain what leadership is, when leaders are effective and ineffective, and the sources of power that enable managers to be effective leaders.

Bloom's: Apply

AACSB: Knowledge Application

Accessibility: Keyboard Navigation

20) The ability of a manager to give outcomes to or withhold outcomes from subordinates is known as ________ power.

A) legitimate

B) reward

C) expert

D) referent

Difficulty: 1 Easy

Topic: Reward Power

Learning Objective: 10-01 Explain what leadership is, when leaders are effective and ineffective, and the sources of power that enable managers to be effective leaders.

Bloom's: Remember

AACSB: Knowledge Application

Accessibility: Keyboard Navigation

21) Because Marcia is the assistant manager at Wood Hill Liquors, she is able to give or withhold tangible rewards. Therefore, Marcia is able to

A) delegate choice job assignments.

B) give verbal praise.

C) give a pat on the back.

D) grant respect.

Difficulty: 2 Medium

Topic: Reward Power

Learning Objective: 10-01 Explain what leadership is, when leaders are effective and ineffective, and the sources of power that enable managers to be effective leaders.

Bloom's: Apply

AACSB: Knowledge Application

Accessibility: Keyboard Navigation

22) Deanna manages a large department store, and as a result, she has the capacity to give the store's employees written warnings, reduce their work hours, or fire them if they do not perform adequately. This is an example of her ________ power.

A) coercive

B) legitimate

C) referent

D) expert

Difficulty: 1 Easy

Topic: Coercive Power

Learning Objective: 10-01 Explain what leadership is, when leaders are effective and ineffective, and the sources of power that enable managers to be effective leaders.

Bloom's: Remember

AACSB: Knowledge Application

Accessibility: Keyboard Navigation

23) Gretchen, a construction crew supervisor, uses her coercive power effectively to motivate employees. Because of her coercive power, Gretchen would be able to

A) fire a subordinate.

B) monitor her subordinates.

C) show respect for subordinates.

D) hire a subordinate.

Difficulty: 2 Medium

Topic: Coercive Power

Learning Objective: 10-01 Explain what leadership is, when leaders are effective and ineffective, and the sources of power that enable managers to be effective leaders.

Bloom's: Apply

AACSB: Knowledge Application

Accessibility: Keyboard Navigation

24) The type of power that is based on the specialized knowledge and skills of the leader is ________ power.

A) legitimate

B) referent

C) expert

D) coercive

Difficulty: 1 Easy

Topic: Expert Power

Learning Objective: 10-01 Explain what leadership is, when leaders are effective and ineffective, and the sources of power that enable managers to be effective leaders.

Bloom's: Remember

AACSB: Knowledge Application

Accessibility: Keyboard Navigation

25) Debbie has been the marketing head at Perfect Finish Painters for the last seven years. Her marketing plans are well formulated and executed. Based on her knowledgeable and proficient background, many colleges in the region invite Debbie for a paper presentation on marketing. These invites stem from her ________ power.

A) coercive

B) empowerment

C) expert

D) consideration

Difficulty: 2 Medium

Topic: Expert Power

Learning Objective: 10-01 Explain what leadership is, when leaders are effective and ineffective, and the sources of power that enable managers to be effective leaders.

Bloom's: Apply

AACSB: Knowledge Application

Accessibility: Keyboard Navigation

26) Linda is a dentist at a large practice. Unlike some of the other dentists at her practice, she is constantly reading dental journals and actively participating in dental discussion forums. She also attends at least three training events per year. She is better informed than any of the other dentists in her practice, and everyone who works there knows it and seeks her out for advice. Linda has a high level of ________ power.

A) coercive

B) empowerment

C) expert

D) consideration

Difficulty: 2 Medium

Topic: Expert Power

Learning Objective: 10-01 Explain what leadership is, when leaders are effective and ineffective, and the sources of power that enable managers to be effective leaders.

Bloom's: Apply

AACSB: Knowledge Application

Accessibility: Keyboard Navigation

27) Freddy carved his first bow and arrow set when he was five years old. Since then, he has handcrafted bows that he has used to win world archery championships, and it is generally accepted that his bows perform better than any other bows on the market. Recently, he was hired as a production supervisor to help a small archery company design equipment. Given Freddy's background, what would be the best way for him to execute his leadership role?

A) punish workers who do not follow his instructions on carving

B) remind employees that he is one of the best, so he knows what he is saying

C) explain how different carving techniques work to help his workers create better products

D) ask employees how they would structure the bow-making process and strive to serve them

Difficulty: 3 Hard

Topic: Expert Power

Learning Objective: 10-01 Explain what leadership is, when leaders are effective and ineffective, and the sources of power that enable managers to be effective leaders.

Bloom's: Apply

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

28) Aklilu oversees the contract department at a major university. He has noticed that he spends much of his time checking over his subordinates' work and authorizing them to submit contracts. Oftentimes, since the contracts are specialized by academic department and external agency, his employees have to explain to him what he is signing or authorizing. What should Aklilu do to improve efficiency and reduce the time he and his employees spend on these tasks? The process of giving all employees the authority to make decisions and be responsible for their outcomes is known as ________.

A) hire another manager to help him watch his team more closely

B) implement harsher punishments whenever a typo or other mistake occurs in a contract

C) give his employees the authority to make more contract-related decisions themselves

D) restrict his employees' ability to make wording decisions so he can reduce errors

Difficulty: 3 Hard

Topic: Expert Power

Learning Objective: 10-01 Explain what leadership is, when leaders are effective and ineffective, and the sources of power that enable managers to be effective leaders.

Bloom's: Apply

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

29) The power of a leader that comes from the respect and loyalty of subordinates is known as ________ power.

A) reward

B) legitimate

C) coercive

D) referent

Difficulty: 1 Easy

Topic: Referent Power

Learning Objective: 10-01 Explain what leadership is, when leaders are effective and ineffective, and the sources of power that enable managers to be effective leaders.

Bloom's: Remember

AACSB: Knowledge Application

Accessibility: Keyboard Navigation

30) The process of giving all employees the authority to make decisions and be responsible for their outcomes is known as

A) coercion.

B) leadership.

C) empowerment.

D) delegation.

Difficulty: 1 Easy

Topic: Empowerment

Learning Objective: 10-01 Explain what leadership is, when leaders are effective and ineffective, and the sources of power that enable managers to be effective leaders.

Bloom's: Remember

AACSB: Knowledge Application

Accessibility: Keyboard Navigation

31) Tilford Tractors gives assembly-line workers the authority to shut down the production line whenever they believe that there is a quality defect in the production process. In granting this authority to their workers, Tilford has implemented

A) empowerment.

B) relationship-oriented power.

C) consideration power.

D) referent power.

Difficulty: 2 Medium

Topic: Empowerment

Learning Objective: 10-01 Explain what leadership is, when leaders are effective and ineffective, and the sources of power that enable managers to be effective leaders.

Bloom's: Apply

AACSB: Knowledge Application

Accessibility: Keyboard Navigation

32) Action Arena gives its booth supervisors the authority to decide when to give a free ticket for a future event to a customer who has been to a performance that ended early or that experienced technical difficulties at some point. This is an example of

A) facilitation.

B) empowerment.

C) bureaucracy.

D) charisma.

Difficulty: 2 Medium

Topic: Empowerment

Learning Objective: 10-01 Explain what leadership is, when leaders are effective and ineffective, and the sources of power that enable managers to be effective leaders.

Bloom's: Apply

AACSB: Knowledge Application

Accessibility: Keyboard Navigation

33) A factory supervisor gives the responsibility to a production worker to reject any parts that that worker feels do not measure up to the required quality standards. This is an example of

A) transformation.

B) transaction.

C) empowerment.

D) directive leadership.

Difficulty: 2 Medium

Topic: Empowerment

Learning Objective: 10-01 Explain what leadership is, when leaders are effective and ineffective, and the sources of power that enable managers to be effective leaders.

Bloom's: Apply

AACSB: Knowledge Application

Accessibility: Keyboard Navigation

34) A production supervisor delegates to production workers the responsibility to schedule their own work activities depending on the job requirements on the daily schedule. This situation is an example of

A) initiating structure.

B) empowerment.

C) an unfavorable leadership situation.

D) participation.

Difficulty: 2 Medium

Topic: Empowerment

Learning Objective: 10-01 Explain what leadership is, when leaders are effective and ineffective, and the sources of power that enable managers to be effective leaders.

Bloom's: Apply

AACSB: Knowledge Application

Accessibility: Keyboard Navigation

35) Fiona scored extremely well on a variety of standardized tests, and her college grades were perfect. Ed, the human resources director for M-Solutions Group, said she aced all of his screening tests and was perhaps the most intelligent applicant he had ever encountered. Given what he currently knows about Fiona, Ed feels she would probably be most useful to M-Solutions in a position

A) that requires her to closely control the behavior of subordinates.

B) in a department that is going through a period of uncertainty.

C) developing solutions to complex problems.

D) that requires meeting many demand simultaneously.

Difficulty: 3 Hard

Topic: Expert Power

Learning Objective: 10-02 Identify the traits that show the strongest relationship to leadership, the behaviors leaders engage in, and the limitations of the trait and behavior models of leadership.

Bloom's: Analyze

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

36) Juan just hired his friend, Warren, to manage a team of union welders in an automotive factory. Juan worked with Warren before in a small, privately-owned welding shop. In the welding shop, Warren was the first shift superintendent, where he modestly demonstrated that he knew more about welding than anyone in the region, and he always came up with brilliant solutions. Warren knew his ideas were good, he owned up to his mistakes when he made them, and his workers successfully followed his lead, making him the most productive leader the welding shop had ever employed. However, only a month after hiring his friend, Juan is disappointed to learn that Warren is failing as a manager in the automotive factory. Warren does his job the same way he always has, but he keeps failing to follow the complex bureaucratic procedures in the factory, he repeatedly breaks the agreement between management and the union, and his workers do not listen to him. Which of the following is most likely causing these issues?

A) Warren does not possess the traits of a good leader.

B) Warren's ability to lead depends upon the situation.

C) Warren does not know how to behave like a leader.

D) Warren's employees know more about welding than Warren does.

Difficulty: 3 Hard

Topic: Expert Power

Learning Objective: 10-02 Identify the traits that show the strongest relationship to leadership, the behaviors leaders engage in, and the limitations of the trait and behavior models of leadership.

Bloom's: Apply

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

37) The premise that effective leaders possess personal qualities that set them apart from ineffective leaders is based on the ________ model.

A) task-oriented

B) path-goal

C) contingency

D) trait

Difficulty: 1 Easy

Topic: Trait Approaches to Leadership

Learning Objective: 10-02 Identify the traits that show the strongest relationship to leadership, the behaviors leaders engage in, and the limitations of the trait and behavior models of leadership.

Bloom's: Remember

AACSB: Knowledge Application

Accessibility: Keyboard Navigation

38) Integrity and honesty help managers become effective leaders by helping them

A) understand complex issues and solve problems.

B) make good decisions and discover ways to increase efficiency and effectiveness.

C) deal with uncertainty and make difficult decisions.

D) behave ethically and earn their subordinates' trust and confidence.

Difficulty: 2 Medium

Topic: Trait Approaches to Leadership

Learning Objective: 10-02 Identify the traits that show the strongest relationship to leadership, the behaviors leaders engage in, and the limitations of the trait and behavior models of leadership.

Bloom's: Remember

AACSB: Ethics

Accessibility: Keyboard Navigation

39) Art has the leadership attribute of dominance, Barney has the attribute of honesty, Carlos has the attribute of maturity, and Devin has the attribute of stress tolerance. Erma is going to have to either restructure her coal gasification facility or close it down due to uncertainty in the energy market. According to the trait model, which of the four leaders mentioned above should she hire to lead her facility through the upcoming transition?

A) Art

B) Barney

C) Carlos

D) Devin

Difficulty: 2 Medium

Topic: Trait Approaches to Leadership

Learning Objective: 10-02 Identify the traits that show the strongest relationship to leadership, the behaviors leaders engage in, and the limitations of the trait and behavior models of leadership.

Bloom's: Apply

AACSB: Knowledge Application

Accessibility: Keyboard Navigation

40) Which attribute of leadership helps managers effectively influence subordinates and persist when faced with obstacles or difficulties?

A) dominance

B) honesty

C) maturity

D) self-confidence

Difficulty: 2 Medium

Topic: Trait Approaches to Leadership

Learning Objective: 10-02 Identify the traits that show the strongest relationship to leadership, the behaviors leaders engage in, and the limitations of the trait and behavior models of leadership.

Bloom's: Remember

AACSB: Knowledge Application

Accessibility: Keyboard Navigation

41) Steve manages a non-profit that provides housing assistance for low-income families. Whenever things do not go as he had planned, he calls employees into this office, curses at them, beats on his table, and says they are making him look bad. The leadership trait Steve is lacking is

A) dominance.

B) honesty.

C) maturity.

D) tolerance for stress.

Difficulty: 2 Medium

Topic: Trait Approaches to Leadership

Learning Objective: 10-02 Identify the traits that show the strongest relationship to leadership, the behaviors leaders engage in, and the limitations of the trait and behavior models of leadership.

Bloom's: Apply

AACSB: Knowledge Application

Accessibility: Keyboard Navigation

42) What leadership attribute helps managers deal with the many demands they face?

A) dominance

B) self-confidence

C) maturity

D) high energy

Difficulty: 2 Medium

Topic: Trait Approaches to Leadership

Learning Objective: 10-02 Identify the traits that show the strongest relationship to leadership, the behaviors leaders engage in, and the limitations of the trait and behavior models of leadership.

Bloom's: Understand

AACSB: Knowledge Application

Accessibility: Keyboard Navigation

43) Emmanuel is the owner and manager of a tutoring company. He often lets his employees open the business when he has a busy morning, and he lets them record their own tutoring hours without verifying them because he trusts them fully. Emmanuel is practicing

A) initiating structure.

B) consideration.

C) coercion.

D) escalation of commitment.

Difficulty: 2 Medium

Topic: Trait Approaches to Leadership

Learning Objective: 10-02 Identify the traits that show the strongest relationship to leadership, the behaviors leaders engage in, and the limitations of the trait and behavior models of leadership.

Bloom's: Apply

AACSB: Knowledge Application

Accessibility: Keyboard Navigation

44) Which of the following is displayed by managers who look out for their subordinates' well-being and see to it that they enjoy their work?

A) initiating structure

B) consideration behavior

C) empowerment

D) escalation of commitment

Difficulty: 2 Medium

Topic: Trait Approaches to Leadership

Learning Objective: 10-02 Identify the traits that show the strongest relationship to leadership, the behaviors leaders engage in, and the limitations of the trait and behavior models of leadership.

Bloom's: Remember

AACSB: Knowledge Application

Accessibility: Keyboard Navigation

45) Caring Touch, an assisted-living facility, conducts friendly competitions between teams and rewards them with bagels every Friday morning. The main purpose of these games is to promote togetherness in the organization. This effort by the management of Caring Touch best describes

A) initiating structure.

B) consideration.

C) empowerment.

D) task-structure.

Difficulty: 3 Hard

Topic: Trait Approaches to Leadership

Learning Objective: 10-02 Identify the traits that show the strongest relationship to leadership, the behaviors leaders engage in, and the limitations of the trait and behavior models of leadership.

Bloom's: Apply

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

46) When a leader assigns work to a subordinate and makes sure that the work gets done acceptably, the leader is engaging in

A) empowerment.

B) initiating structure.

C) consideration.

D) relationship-oriented behavior.

Difficulty: 1 Easy

Topic: Trait Approaches to Leadership

Learning Objective: 10-02 Identify the traits that show the strongest relationship to leadership, the behaviors leaders engage in, and the limitations of the trait and behavior models of leadership.

Bloom's: Remember

AACSB: Knowledge Application

Accessibility: Keyboard Navigation

47) When a leader motivates subordinates to do a good job, the leader is engaging in

A) initiating structure.

B) expert power.

C) coercive power.

D) empowerment.

Difficulty: 2 Medium

Topic: Trait Approaches to Leadership

Learning Objective: 10-02 Identify the traits that show the strongest relationship to leadership, the behaviors leaders engage in, and the limitations of the trait and behavior models of leadership.

Bloom's: Remember

AACSB: Knowledge Application

Accessibility: Keyboard Navigation

48) Ginger is the hiring manager for Grounded Lines, an electrical wiring service. When she looks at the current state of the company, she sees that the employees and management do not have much mutual trust or respect, guidelines for performing jobs are very inconsistent and ambiguous, and the supervisors have little authority to make changes or take action. She feels that the situation is a mess, but she needs to hire a manager to oversee several teams of electricians. Which person should she hire to most effectively lead in this situation?

A) Abby, who is very charismatic, loves people, and wants to be liked

B) Bailey, who is very relaxed and is a "hands off" leader, letting workers do whatever they want

C) Amanda, who is very focused and concerns herself with completing each individual job properly

D) Lana, who is very quiet, likes group harmony, and strives to serve her subordinates

Difficulty: 3 Hard

Topic: Fiedler's Contingency Model of Leadership Effectiveness

Learning Objective: 10-03 Explain how contingency models of leadership enhance our understanding of effective leadership and management in organizations.

Bloom's: Apply

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

49) Morgan manages a consumer loan center. Corporate has recently instituted new rules that have unintentionally doubled the workload on Morgan's employees. Morgan sees many of his people crying, sighing, and putting their heads down in frustration. Morgan knows he needs to help by using the most effective leadership style he can. In this situation, how should Morgan lead his employees?

A) He should assign tasks, set goals, and demonstrate how to do the tasks required for each job.

B) He should let the employees brainstorm to decide just how much work they should do.

C) He should set even more challenging goals and tell employees he is confident that they can do it.

D) He should let them know he understands their frustration, making sure they get help if they need it.

Difficulty: 3 Hard

Topic: Fiedler's Contingency Model of Leadership Effectiveness

Learning Objective: 10-03 Explain how contingency models of leadership enhance our understanding of effective leadership and management in organizations.

Bloom's: Apply

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

50) The concept that the effectiveness of a leader depends on the situation that the leader faces is proposed by the ________ model of leadership theory.

A) trait

B) contingency

C) empowerment

D) path-goal

Difficulty: 2 Medium

Topic: Fiedler's Contingency Model of Leadership Effectiveness

Learning Objective: 10-03 Explain how contingency models of leadership enhance our understanding of effective leadership and management in organizations.

Bloom's: Remember

AACSB: Knowledge Application

Accessibility: Keyboard Navigation

51) Which of the following takes into account the situation or context within which leadership occurs?

A) traits

B) contingency

C) empowerment

D) path-goal

Difficulty: 2 Medium

Topic: Fiedler's Contingency Model of Leadership Effectiveness

Learning Objective: 10-03 Explain how contingency models of leadership enhance our understanding of effective leadership and management in organizations.

Bloom's: Remember

AACSB: Knowledge Application

Accessibility: Keyboard Navigation

52) Daniel is a line foreman in a metal fabricating plant. He often measures and inspects project as they are being built, and requires the workers to make changes or do things differently. Some employees like him, and some do not, but they all agree he makes sure every job gets done and gets done properly. Daniel is a ________ type of leader.

A) considerate

B) task-oriented

C) charismatic

D) relationship-oriented

Difficulty: 2 Medium

Topic: Fiedler's Contingency Model of Leadership Effectiveness

Learning Objective: 10-03 Explain how contingency models of leadership enhance our understanding of effective leadership and management in organizations.

Bloom's: Apply

AACSB: Knowledge Application

Accessibility: Keyboard Navigation

53) Pierre tries to get along with his subordinates and genuinely likes them and wants them to like him. Which type of leader is Pierre?

A) considerate

B) task-oriented

C) transformational

D) relationship-oriented

Difficulty: 1 Easy

Topic: Relationship Motivated Leadership

Learning Objective: 10-03 Explain how contingency models of leadership enhance our understanding of effective leadership and management in organizations.

Bloom's: Apply

AACSB: Knowledge Application

Accessibility: Keyboard Navigation

54) Which of the following, according to Fiedler, is a characteristic that managers cannot change based on the situation?

A) knowledge

B) motivation

C) consideration

D) leadership

Difficulty: 1 Easy

Topic: Fiedler's Contingency Model of Leadership Effectiveness

Learning Objective: 10-03 Explain how contingency models of leadership enhance our understanding of effective leadership and management in organizations.

Bloom's: Remember

AACSB: Knowledge Application

Accessibility: Keyboard Navigation

55) According to Fiedler, the extent to which subordinates trust and are loyal to their superior is known as ________ relations.

A) empowerment

B) task-oriented

C) leader-member

D) initiating structure

Difficulty: 1 Easy

Topic: Fiedler's Contingency Model of Leadership Effectiveness

Learning Objective: 10-03 Explain how contingency models of leadership enhance our understanding of effective leadership and management in organizations.

Bloom's: Remember

AACSB: Knowledge Application

Accessibility: Keyboard Navigation

56) Which of the following refers to the amount of legitimate, reward, and coercive power that a leader has by virtue of his or her position in an organization?

A) leader style

B) task structure

C) position power

D) leader relations

Difficulty: 1 Easy

Topic: Fiedler's Contingency Model of Leadership Effectiveness

Learning Objective: 10-03 Explain how contingency models of leadership enhance our understanding of effective leadership and management in organizations.

Bloom's: Remember

AACSB: Knowledge Application

Accessibility: Keyboard Navigation

57) Fiedler used the term "leader style" to refer to

A) the manager's characteristic approach to leadership.

B) how clearly subordinates understand the task to be done.

C) the authority a leader has due to his or her position in the organization.

D) how well people like and trust their leader.

Difficulty: 1 Easy

Topic: Fiedler's Contingency Model of Leadership Effectiveness

Learning Objective: 10-03 Explain how contingency models of leadership enhance our understanding of effective leadership and management in organizations.

Bloom's: Remember

AACSB: Knowledge Application

Accessibility: Keyboard Navigation

58) Which of the following best describes relationship-oriented leaders?

A) Leaders whose primary concern is to develop good relationships with their subordinates and to be liked by them

B) leaders whose primary concerns are to ensure that subordinates perform at a high level and that tasks are completed fully

C) leaders whose primary concern is to develop a team that is better than the rest

D) leaders whose primary concerns are to ensure that teams work independently and constructively

Difficulty: 2 Medium

Topic: Relationship Motivated Leadership

Learning Objective: 10-03 Explain how contingency models of leadership enhance our understanding of effective leadership and management in organizations.

Bloom's: Remember

AACSB: Knowledge Application

Accessibility: Keyboard Navigation

59) Fiedler uses the term "task structure" to refer to the

A) behavior indicating that a manager trusts, respects, and cares about subordinates.

B) extent to which the work of subordinates is clear so that they know what to do and how to do it.

C) amount of legitimate, reward, and coercive power that a leader has by virtue of his or her position.

D) extent to which followers like, trust, and are loyal to their leader.

Difficulty: 1 Easy

Topic: Fiedler's Contingency Model of Leadership Effectiveness

Learning Objective: 10-03 Explain how contingency models of leadership enhance our understanding of effective leadership and management in organizations.

Bloom's: Remember

AACSB: Knowledge Application

Accessibility: Keyboard Navigation

60) Avril is a middle manager in a business office. Avril was put into the leadership role with little guidance and no clear expectations, and she now leads a team that is notoriously difficult. Her employees have never liked any supervisor, and do not like her. Given her situation, Avril will likely be most successful if she is

A) task-oriented.

B) relationship-oriented.

C) participative.

D) autocratic.

Difficulty: 2 Medium

Topic: Fiedler's Contingency Model of Leadership Effectiveness

Learning Objective: 10-03 Explain how contingency models of leadership enhance our understanding of effective leadership and management in organizations.

Bloom's: Apply

AACSB: Knowledge Application

Accessibility: Keyboard Navigation

61) The contingency model that focuses on how managers motivate subordinates by identifying their desired outcomes, rewarding them for high performance, and the attainment of work goals with these desired outcomes is

A) the transformational leadership theory.

B) House's path-goal theory.

C) the leader substitutes model.

D) Fiedler's model.

Difficulty: 1 Easy

Topic: Contingency Theory

Learning Objective: 10-03 Explain how contingency models of leadership enhance our understanding of effective leadership and management in organizations.

Bloom's: Remember

AACSB: Knowledge Application

Accessibility: Keyboard Navigation

62) Path-goal theory is a contingency model because it proposes that the steps managers should take to motivate subordinates depend on

A) the nature of the subordinates and the type of work they do.

B) market and individual customer demands.

C) the supply costs and quality possible, based on the budget.

D) the task difficulty and expected task length.

Difficulty: 2 Medium

Topic: Fiedler's Contingency Model of Leadership Effectiveness; Contingency Theory

Learning Objective: 10-03 Explain how contingency models of leadership enhance our understanding of effective leadership and management in organizations.

Bloom's: Remember

AACSB: Knowledge Application

Accessibility: Keyboard Navigation

63) The type of leadership behavior that is similar to "initiating structure" of the behavior model is

A) consideration.

B) directive behavior.

C) supportive behavior.

D) participation.

Difficulty: 2 Medium

Topic: Fiedler's Contingency Model of Leadership Effectiveness; Behaviors; Behavioral Management

Learning Objective: 10-03 Explain how contingency models of leadership enhance our understanding of effective leadership and management in organizations.

Bloom's: Remember

AACSB: Knowledge Application

Accessibility: Keyboard Navigation

64) Madison's subordinates cannot seem to get their work done on time. Madison has spoken with them, and they say it is just impossible to complete everything that is asked of them. Madison knows they can do it, because she used to do the same job and once felt the same way before she figured it out. Madison should deal with the situation by using ________ behavior.

A) supportive

B) directive

C) participative

D) achievement-oriented

Difficulty: 2 Medium

Topic: Fiedler's Contingency Model of Leadership Effectiveness; Behaviors; Behavioral Management

Learning Objective: 10-03 Explain how contingency models of leadership enhance our understanding of effective leadership and management in organizations.

Bloom's: Apply

AACSB: Knowledge Application

Accessibility: Keyboard Navigation

65) The type of behavior that is similar to "consideration" of the behavior model is ________ behavior.

A) initiating

B) directive

C) supportive

D) participative

Difficulty: 2 Medium

Topic: Fiedler's Contingency Model of Leadership Effectiveness; Behaviors; Behavioral Management

Learning Objective: 10-03 Explain how contingency models of leadership enhance our understanding of effective leadership and management in organizations.

Bloom's: Remember

AACSB: Knowledge Application

Accessibility: Keyboard Navigation

66) Participative behavior is used to

A) allow subordinates to have a say in matters that concern them.

B) show subordinates how to complete tasks and take concrete steps to improve performance.

C) express concern for subordinates and look out for their best interests.

D) motivate subordinates to perform at the highest level possible.

Difficulty: 1 Easy

Topic: Fiedler's Contingency Model of Leadership Effectiveness; Behaviors; Behavioral Management

Learning Objective: 10-03 Explain how contingency models of leadership enhance our understanding of effective leadership and management in organizations.

Bloom's: Remember

AACSB: Knowledge Application

Accessibility: Keyboard Navigation

67) Bart, a construction crew leader, hires only carpenters that have the knowledge and skill to do all of his company's jobs with little or no instruction or direct supervision. Bart's hiring method serves as a type of

A) empowerment.

B) initiating structure.

C) consideration.

D) leadership substitute.

Difficulty: 1 Easy

Topic: Fiedler's Contingency Model of Leadership Effectiveness; Behaviors; Behavioral Management

Learning Objective: 10-03 Explain how contingency models of leadership enhance our understanding of effective leadership and management in organizations.

Bloom's: Apply

AACSB: Knowledge Application

Accessibility: Keyboard Navigation

68) Which of the following alerts managers that sometimes they do not need to exert influence over subordinates and thus can free up their time for other important activities?

A) Fiedler's contingency model

B) House's path-goal theory

C) the leader substitutes model

D) the leadership effectiveness theory

Difficulty: 2 Medium

Topic: Fiedler's Contingency Model of Leadership Effectiveness; Behaviors; Behavioral Management

Learning Objective: 10-03 Explain how contingency models of leadership enhance our understanding of effective leadership and management in organizations.

Bloom's: Remember

AACSB: Knowledge Application

Accessibility: Keyboard Navigation

69) The leadership substitutes model suggests that under certain conditions managers do not have to play a leadership role

A) when employees may not be able to accept the company's management's philosophy.

B) when the company is facing large changes in personnel, and there is no way of determining which employees will remain.

C) because members of an organization sometimes can perform at a high level without a manager exerting influence over them.

D) because employees are not willing to accept changes and will continue to perform the same tasks regardless of management oversight.

Difficulty: 2 Medium

Topic: Fiedler's Contingency Model of Leadership Effectiveness; Behaviors; Behavioral Management

Learning Objective: 10-03 Explain how contingency models of leadership enhance our understanding of effective leadership and management in organizations.

Bloom's: Understand

AACSB: Knowledge Application

Accessibility: Keyboard Navigation

70) Reece walks around to each office in his complex and explains to all of his employees how they are a crucial part of the company's overall success. Reece demonstrates ________ leadership.

A) consideration

B) empowerment

C) transformational

D) transactional

Difficulty: 1 Easy

Topic: Transformational Leadership

Learning Objective: 10-04 Describe what transformational leadership is, and explain how managers can engage in it.

Bloom's: Apply

AACSB: Knowledge Application

Accessibility: Keyboard Navigation

71) Helena, the new CEO for SpiderCast, a manufacturer of netting and rope, anonymously walked through her main facility and heard some workers complaining about having to do a meaningless job. What is the best way for Helena to respond to what she heard?

A) punish the workers for not being team players

B) put the workers into more important positions

C) explain to the workers how their jobs are critical to the company's success

D) ignore the comments, realizing that most workers complain as a way to relieve stress

Difficulty: 2 Medium

Topic: Transformational Leadership

Learning Objective: 10-04 Describe what transformational leadership is, and explain how managers can engage in it.

Bloom's: Apply

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

72) Skip heads an insurance company that he would like to move to a higher level of performance. Lately, his managers have been telling him that there are some issues with how policies are being marketed, mainly due to the way management has structured its procedures for creating policies. One of the managers asks Skip how they should deal with the employees in case they become aware of the problem. What should Skip tell him?

A) that this is a management problem and it does not concern the employees

B) to inform the workers of the situation and challenge them to help solve it

C) to acknowledge the problem exists, but withhold the details from employees

D) that the employees should be told they are at fault and need to fix it

Difficulty: 3 Hard

Topic: Transformational Leadership

Learning Objective: 10-04 Describe what transformational leadership is, and explain how managers can engage in it.

Bloom's: Apply

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

73) Which of the following is a characteristic of a transformational manager?

A) holding subordinates to a structured methodology for task completion

B) engaging in developmental consideration of others

C) completing tasks without making major changes to organizational procedures

D) relying on reward and punishment as the primary means of motivation

Difficulty: 1 Easy

Topic: Transformational Leadership

Learning Objective: 10-04 Describe what transformational leadership is, and explain how managers can engage in it.

Bloom's: Remember

AACSB: Knowledge Application

Accessibility: Keyboard Navigation

74) Renzo is an enthusiastic leader who believes in his ideas. Renzo stops to explain to other workers how badly he wants the company to succeed and how great life will be for all of them when they carry out his ideas. Renzo is best described as a ________ leader.

A) transformational

B) charismatic

C) transactional

D) path-goal

Difficulty: 1 Easy

Topic: Transformational Leadership; Charismatic Leadership

Learning Objective: 10-04 Describe what transformational leadership is, and explain how managers can engage in it.

Bloom's: Apply

AACSB: Knowledge Application

Accessibility: Keyboard Navigation

75) Arlene is the CEO of a dental products supplier. Each week she holds pep rallies where she runs into the room and cheers, telling the employees how their company will revolutionize dental care around the world and how great their mission is. What type of leader is Arlene?

A) transformational

B) charismatic

C) transactional

D) considerate

Difficulty: 2 Medium

Topic: Transformational Leadership; Charismatic Leadership

Learning Objective: 10-04 Describe what transformational leadership is, and explain how managers can engage in it.

Bloom's: Apply

AACSB: Knowledge Application

Accessibility: Keyboard Navigation

76) When a manager shares information with subordinates in such a way that they become aware of problems and the need for change, and in turn, they take ownership and view problems as challenges, the manager has engaged in

A) initiating structure.

B) developmental consideration.

C) charisma.

D) intellectual stimulation.

Difficulty: 1 Easy

Topic: Transformational Leadership

Learning Objective: 10-04 Describe what transformational leadership is, and explain how managers can engage in it.

Bloom's: Understand

AACSB: Knowledge Application

Accessibility: Keyboard Navigation

77) Antwon manages a sheet metal shop, and he constantly looks for classes for his employees to take, searches for online videos describing better fabricating methods he can share with his employees, and tries to promote from within the shop. Antwon is engaging in

A) initiating structure.

B) developmental consideration.

C) charisma.

D) intellectual stimulation.

Difficulty: 2 Medium

Topic: Transformational Leadership

Learning Objective: 10-04 Describe what transformational leadership is, and explain how managers can engage in it.

Bloom's: Apply

AACSB: Knowledge Application

Accessibility: Keyboard Navigation

78) Curt lets his employees know when there is a problem so they can all work to fix it. Curt even discusses problems that are the company's fault and are typically withheld from employees. What type of manager is Curt?

A) transformational

B) charismatic

C) transactional

D) relationship-oriented

Difficulty: 2 Medium

Topic: Transformational Leadership

Learning Objective: 10-04 Describe what transformational leadership is, and explain how managers can engage in it.

Bloom's: Apply

AACSB: Knowledge Application

Accessibility: Keyboard Navigation

79) Angie oversees a sales call center for a mattress distributor. She motivates her subordinates primarily by giving them pay bonuses and longer breaks if they achieve high sales numbers, and by scheduling them for shifts they do not want to work and shortening their breaks if they achieve low sales. Angie is a ________ leader.

A) transformational

B) transactional

C) structured

D) considerate

Difficulty: 1 Easy

Topic: Transactional Leadership

Learning Objective: 10-04 Describe what transformational leadership is, and explain how managers can engage in it.

Bloom's: Apply

AACSB: Knowledge Application

Accessibility: Keyboard Navigation

80) What type of leadership promotes trust in their leaders and the organizations?

A) transformational

B) charismatic

C) transactional

D) servant

Difficulty: 2 Medium

Topic: Transformational Leadership

Learning Objective: 10-04 Describe what transformational leadership is, and explain how managers can engage in it.

Bloom's: Remember

AACSB: Knowledge Application

Accessibility: Keyboard Navigation

81) A manager who is a transactional leader

A) uses reward and coercive powers.

B) communicates vision to subordinates.

C) intellectually stimulates subordinates.

D) encourages subordinates to grow.

Difficulty: 2 Medium

Topic: Transformational Leadership

Learning Objective: 10-04 Describe what transformational leadership is, and explain how managers can engage in it.

Bloom's: Remember

AACSB: Knowledge Application

Accessibility: Keyboard Navigation

82) Marissa heads Destination Quick, a delivery company that has posted negative earnings for several quarters. It is clear the company is having difficulties, and needs a new approach. Which leadership approach is most likely to help Marissa lead Destination Quick to long-term effectiveness?

A) transformational

B) charismatic

C) transactional

D) contingency

Difficulty: 2 Medium

Topic: Transformational Leadership

Learning Objective: 10-04 Describe what transformational leadership is, and explain how managers can engage in it.

Bloom's: Apply

AACSB: Knowledge Application

Accessibility: Keyboard Navigation

83) April has been hired as a manager at Hop Shop, a trampoline manufacturer. At Hop Shop, several departments have never been led by a female, and some of the workers are resistant to following April. April can deal with this by

A) asking workers what they think about the newest trampoline designs.

B) punishing the biased workers more harshly when they make errors.

C) avoiding interacting with employees who hold these negative, biased views.

D) making it a point to make the final decisions about design and packaging herself.

Difficulty: 3 Hard

Topic: Behavioral Leadership

Learning Objective: 10-05 Characterize the relationship between gender and leadership, and explain how emotional intelligence may contribute to leadership effectiveness.

Bloom's: Apply

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

84) Pedro has been promoted to a position where he will be responsible for hiring employees for leadership roles in his firm. In which situation would Pedro most likely benefit most from hiring a man rather than a woman?

A) when he needs an effective leader

B) if he needs a manager with great interpersonal skills

C) when some workers need to be harshly reprimanded

D) if he wants tasks to be clearly organized

Difficulty: 2 Medium

Topic: Behavioral Leadership

Learning Objective: 10-05 Characterize the relationship between gender and leadership, and explain how emotional intelligence may contribute to leadership effectiveness.

Bloom's: Apply

AACSB: Knowledge Application

Accessibility: Keyboard Navigation

85) Bobbi hires a lot of people in leadership roles at her cosmetics company. She knows that if she hires female candidate instead of a male, the candidate is likely to

A) be less considerate.

B) show less engagement in initiating structure.

C) be more participative.

D) make more decisions on their own.

Difficulty: 2 Medium

Topic: Behavioral Leadership

Learning Objective: 10-05 Characterize the relationship between gender and leadership, and explain how emotional intelligence may contribute to leadership effectiveness.

Bloom's: Apply

AACSB: Knowledge Application

Accessibility: Keyboard Navigation

86) Compared to women, men as leaders tend to

A) be more participative.

B) initiate structure more.

C) be harsher when punishing workers.

D) be more effective leaders.

Difficulty: 2 Medium

Topic: Gender and Leadership

Learning Objective: 10-05 Characterize the relationship between gender and leadership, and explain how emotional intelligence may contribute to leadership effectiveness.

Bloom's: Remember

AACSB: Knowledge Application

Accessibility: Keyboard Navigation

87) Gender-based research on leader behaviors has found that

A) male and female managers tend to differ significantly in their effectiveness as leaders.

B) female managers engage in more consideration and initiating structure behaviors than male managers.

C) male and female managers do not differ significantly in their tendencies to perform different leader behaviors.

D) women engage in more consideration than men, while men engage in more participative behaviors.

Difficulty: 2 Medium

Topic: Behavioral Leadership

Learning Objective: 10-05 Characterize the relationship between gender and leadership, and explain how emotional intelligence may contribute to leadership effectiveness.

Bloom's: Understand

AACSB: Knowledge Application

Accessibility: Keyboard Navigation

88) A leader's level of emotional intelligence may play a particularly important role in leadership

A) creativity.

B) moods.

C) pay.

D) effectiveness.

Difficulty: 1 Easy

Topic: Behavioral Leadership; Emotional Intelligence

Learning Objective: 10-05 Characterize the relationship between gender and leadership, and explain how emotional intelligence may contribute to leadership effectiveness.

Bloom's: Remember

AACSB: Knowledge Application

Accessibility: Keyboard Navigation

89) Todd directs a team of creative writers for an advertising firm. He tells Sabrina, another team director, that she needs to be aware that creative writing creates a lot of strong feelings because motivation and inspiration can be very inconsistent. Todd has always done a fabulous job leading creative teams because he recognizes the thoughts and feelings involved in the process. Todd has a high degree of

A) creative thinking.

B) consideration.

C) emotional intelligence.

D) transactional thinking.

Difficulty: 2 Medium

Topic: Emotional Intelligence

Learning Objective: 10-05 Characterize the relationship between gender and leadership, and explain how emotional intelligence may contribute to leadership effectiveness.

Bloom's: Apply

AACSB: Knowledge Application

Accessibility: Keyboard Navigation

90) In many ways, a major part of leadership effectiveness, including encouraging and supporting creativity among subordinates and helping leaders develop a vision for their organizations, is

A) creative thinking.

B) consideration.

C) emotional intelligence.

D) transactional thinking.

Difficulty: 2 Medium

Topic: Emotional Intelligence

Learning Objective: 10-05 Characterize the relationship between gender and leadership, and explain how emotional intelligence may contribute to leadership effectiveness.

Bloom's: Remember

AACSB: Knowledge Application

Accessibility: Keyboard Navigation

91) List any three types of power that are available to a manager and explain what they mean.

• Legitimate power is the authority a manager has by virtue of his or her position in an organization's hierarchy.
• Reward power is the ability of a manager to give or withhold tangible rewards (pay raises, bonuses, and choice job assignments) and intangible rewards (verbal praise, a pat on the back, respect).
• Coercive power is the ability of a manager to punish others.
• Expert power is based on the special knowledge, skills, and expertise that a leader possesses.
• Referent power is the power that comes from subordinates' and coworkers' respect, admiration, and loyalty.

Difficulty: 2 Medium

Topic: Expert Power; Coercive Power; Referent Power; Legitimate Power; Reward Power

Learning Objective: 10-01 Explain what leadership is, when leaders are effective and ineffective, and the sources of power that enable managers to be effective leaders.

Bloom's: Understand

AACSB: Knowledge Application

Accessibility: Keyboard Navigation

92) Leah is a manager in an IT firm. When she was hired, she was up-to-date on all of the latest technology. Now, five years later, some of her new hires seem to know more than she does, and she is beginning to feel that they do not value her input because they know more about the job than she does. She wants to stay ahead of her employees on the latest trends and be a source of knowledge for them. Discuss the various ways Leah can take steps to ensure that she has an adequate amount of expert power to perform her leadership roles.

Expert power is based on the special knowledge, skills, and expertise that a leader possesses. The nature of expert power varies, depending on the leader's level in the hierarchy. First-level and middle managers often have technical expertise relevant to the tasks their subordinates perform. Their expert power gives them considerable influence over subordinates. Managers can increase their expert power by additional training or education in order to keep up-to-date with the latest ideas in their field, by attending meetings of professional associations, and by reading widely in their field. Leah can increase her expert power by joining a professional organization for IT managers and attending their conferences. She can also participate in online forums and subscribe to newsletters, correspond frequently with others in her field, and read journal articles.

Difficulty: 2 Medium

Topic: Expert Power

Learning Objective: 10-01 Explain what leadership is, when leaders are effective and ineffective, and the sources of power that enable managers to be effective leaders.

Bloom's: Apply

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

93) Explain how the concept of "empowerment" can make a leader even more effective in dealing with subordinates.

• Empowerment increases a manager's ability to get things done because the manager has the support and help of subordinates who may have special knowledge of work tasks.
• Empowerment often increases workers' involvement, motivation, and commitment, and this helps ensure that they are working toward organizational goals.
• Empowerment gives managers more time to concentrate on their pressing concerns because they spend less time on day-to-day supervision.

Difficulty: 2 Medium

Topic: Empowerment

Learning Objective: 10-01 Explain what leadership is, when leaders are effective and ineffective, and the sources of power that enable managers to be effective leaders.

Bloom's: Understand

AACSB: Knowledge Application

Accessibility: Keyboard Navigation

94) Explain what a "trait model" of leadership is. Name at least four traits related to effective leadership, and briefly explain how each could help a leader perform his or her job better.

• Intelligence, which helps managers understand complex issues and solve problems
• Knowledge and expertise, which help managers make good decisions and discover ways to increase efficiency and effectiveness
• Dominance, which helps managers influence their subordinates to achieve organizational goals
• Self-confidence, which contributes to managers' effectively influencing subordinates and persisting when faced with obstacles or difficulties
• High energy, which helps managers deal with the many demands they face
• Tolerance for stress, which helps managers deal with uncertainty and make difficult decisions
• Integrity and honesty, which help managers behave ethically and earn their subordinates' trust and confidence
• Maturity, which helps managers avoid acting selfishly, control their feelings, and admit when they have made a mistake

Difficulty: 2 Medium

Topic: Trait Approaches to Leadership

Learning Objective: 10-02 Identify the traits that show the strongest relationship to leadership, the behaviors leaders engage in, and the limitations of the trait and behavior models of leadership.

Bloom's: Understand

AACSB: Knowledge Application

Accessibility: Keyboard Navigation

95) Explain with examples what the "behavior model" of leadership is.

Leaders engage in consideration when they show their subordinates that they trust, respect, and care about them. Managers who truly look out for the well-being of their subordinates, and do what they can to help subordinates feel good and enjoy their work, perform consideration behaviors.

Leaders engage in initiating structure when they take steps to make sure that work gets done, subordinates perform their jobs acceptably, and the organization is efficient and effective. Assigning tasks to individuals or work groups, letting subordinates know what is expected of them, deciding how work should be done, making schedules, encouraging adherence to rules and regulations, and motivating subordinates to do a good job are all examples of initiating structure.

Difficulty: 2 Medium

Topic: Behavioral Leadership; Behaviors

Learning Objective: 10-02 Identify the traits that show the strongest relationship to leadership, the behaviors leaders engage in, and the limitations of the trait and behavior models of leadership.

Bloom's: Analyze

AACSB: Knowledge Application

Accessibility: Keyboard Navigation

96) Talon has just been promoted to a leadership position in a pharmaceutical sales force. Talon worked hard before he was a supervisor and is respected by most of the people he has ever dealt with professionally. Talon's boss has not really told Talon what he will be doing or what he is responsible for in this position, but tells him he will have to "figure it out once he gets in there." He also tells Talon to hold off on making any major decisions or reprimanding anyone without referring the situation to higher management. Discuss the three situational determinants in Fiedler's leadership theory that allow a leader to determine the favorableness or unfavorableness of a situation for leading, and discuss how they apply to Talon's situation.

Fiedler postulated that leader-member relations, task structure, and the leader's position power all contribute to determining how favorable a situation was for leadership. The first situational characteristic that Fiedler described, leader-member relations, is the extent to which followers like, trust, and are loyal to their leader. Situations are more favorable for leading when leader-member relations are good. The second situational characteristic that Fiedler described, task structure, is the extent to which the work to be performed is clear-cut so that a leader's subordinates know what needs to be accomplished and how to go about doing it. When task structure is high, the situation is favorable for leading. The third situational characteristic that Fiedler described, position power, is the amount of legitimate, reward, and coercive power a leader has by virtue of his or her position in an organization. Leadership situations are more favorable for leading when position power is strong.

Talon is well-liked and highly respected, which meets Fiedler's criteria for good leader-member relations. However, management has not clearly defined any expectations for Talon, and they have not given him much power. According to Fiedler, these are bad traits for a leadership situation and may cause Talon to fail. His boss should tell him exactly what is expected of him and his subordinates, and he should give Talon some authority to make decisions and take actions, or he will lose the respect of his subordinates.

Difficulty: 2 Medium

Topic: Fiedler's Contingency Model of Leadership Effectiveness

Learning Objective: 10-03 Explain how contingency models of leadership enhance our understanding of effective leadership and management in organizations.

Bloom's: Apply

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

97) Explain Fiedler's Theory of Leadership and the eight leadership situations identified with varying favorability of leading.

Difficulty: 2 Medium

Topic: Fiedler's Contingency Model of Leadership Effectiveness

Learning Objective: 10-03 Explain how contingency models of leadership enhance our understanding of effective leadership and management in organizations.

Bloom's: Understand

AACSB: Knowledge Application

Accessibility: Keyboard Navigation

98) Andi has just attended a theories of leadership conference. Now that she is back at work, she wants her managers to follow path-goal theory guidelines for becoming effective leaders. Explain how they should go about this.

Path-goal theory suggests that managers attempt to determine the specific outcomes subordinates are trying to obtain from their jobs and from the organization. Then, the model proposes that subordinates be rewarded with the outcomes that they desire for high performance and goal attainment. Further, the model advises managers to clarify the paths to goal attainment for subordinates so that any obstacles can be removed and the goals achieved. Andi's managers could survey the workers about their career goals and desires. They could then use these outcomes as rewards for high performance to motivate the workers. They should also look at situations where the workers fall short of their goals, analyze why this happened, and help the workers find ways to make sure it does not happen again so they can reach their goals if at all possible.

Difficulty: 2 Medium

Topic: Contingency Theory

Learning Objective: 10-03 Explain how contingency models of leadership enhance our understanding of effective leadership and management in organizations.

Bloom's: Apply

AACSB: Knowledge Application

Accessibility: Keyboard Navigation

99) Path-goal theory identifies four types of behaviors in which leaders can engage in order to motivate their subordinates. Discuss these types of behaviors and give one specific management example of how a manager could act according to each of these.

• Directive behaviors are similar to initiating structure and include setting goals, assigning tasks, showing subordinates how to complete tasks, and taking concrete steps to improve performance. Directive behaviors may be beneficial when subordinates are having difficulty completing assigned tasks, but they might be detrimental when subordinates are independent thinkers who work best when left alone.
• Supportive behaviors are similar to consideration and include expressing concern for subordinates and looking out for their best interests. Supportive behaviors are often advisable when subordinates are experiencing high levels of stress.
• Participative behaviors give subordinates a say in matters and decisions that affect them. Participative behaviors can be particularly effective when subordinates' support of a decision is required.
• Achievement-oriented behaviors motivate subordinates to perform at the highest level possible by, for example, setting very challenging goals, expecting that they be met, and believing in subordinates' capabilities. Achievement-oriented behaviors may increase motivation levels of highly capable subordinates who are bored from having too few challenges, but they might backfire if used with subordinates who are already pushed to their limit.

Difficulty: 3 Hard

Topic: Contingency Theory

Learning Objective: 10-03 Explain how contingency models of leadership enhance our understanding of effective leadership and management in organizations.

Bloom's: Analyze

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

100) Kimo, a plant superintendent, watches his production manager waste a lot of managerial resources. There are supervisors watching over employees who are experts at their jobs and enjoy doing them. These supervisors do little to help the workers, other than shouting out reminders about things the workers already know. Kimo remembers the concept behind the leader substitute model and realizes it directly applies to this situation. Explain the leader substitutes model and how Kimo can use it to advise his managers.

The leader substitutes model proposes that leadership is sometimes unnecessary because other factors may act to motivate subordinates, thus making leadership redundant. Factors include subordinates' and situational characteristics. Managers are advised to be aware of the existence of these other factors and adapt their behavior accordingly.

Kimo's workers already know their job procedures, are proficient at them, and enjoy them. The presence of the supervisors is unnecessary and redundant because the workers are already trained, skilled, and motivated. The managerial presence might actually be detrimental and cause resentment. The mangers would be much better off focusing on other tasks and providing leadership when it is actually needed, such as to train a new employee or implement a new technology or procedure.

Difficulty: 2 Medium

Topic: Contingency Theory

Learning Objective: 10-03 Explain how contingency models of leadership enhance our understanding of effective leadership and management in organizations.

Bloom's: Apply

AACSB: Knowledge Application

Accessibility: Keyboard Navigation

101) Explain what is meant by the concept of "transformational leadership." Explain the three ways in which transformational leadership occurs.

• Transformational managers make subordinates aware of how important their jobs are for the organization and how necessary it is for them to perform those jobs as best they can so the organization can attain its goals.
• Transformational managers make their subordinates aware of the subordinates' own needs for personal growth, development, and accomplishment.
• Transformational managers motivate their subordinates to work for the good of the organization as a whole, not just for their own personal gain or benefit.

Difficulty: 2 Medium

Topic: Transformational Leadership

Learning Objective: 10-04 Describe what transformational leadership is, and explain how managers can engage in it.

Bloom's: Understand

AACSB: Knowledge Application

Accessibility: Keyboard Navigation

102) Ellie and Marla are both distribution managers at food processing facilities. Ellie's facility is outperforming Marla's, and Ellie's employees have higher retention and satisfaction levels than Marla's employees. A closer examination reveals that Ellie is a transformational leader, and Marla is a transactional leader. Compare and contrast the leadership styles of Ellie and Marla, and give examples of different actions each might undertake in her leadership role.

Difficulty: 3 Hard

Topic: Transformational Leadership

Learning Objective: 10-04 Describe what transformational leadership is, and explain how managers can engage in it.

Bloom's: Analyze

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

103) Differentiate between intellectual stimulation and developmental consideration.

When managers engage in developmental consideration, they not only perform the consideration behaviors described earlier, such as demonstrating true concern for the well-being of subordinates, but go one step further. The manager goes out of his or her way to support and encourage subordinates, giving them opportunities to enhance their skills and capabilities and to grow and excel on the job. The manager engages and empowers subordinates to take personal responsibility for helping to solve problems.

Difficulty: 2 Medium

Topic: Transformational Leadership

Learning Objective: 10-04 Describe what transformational leadership is, and explain how managers can engage in it.

Bloom's: Understand

AACSB: Knowledge Application

Accessibility: Keyboard Navigation

104) Roland and Sheena are floor supervisors in a sporting goods store. Roland has a reputation for being impersonal and yelling at his workers for minor mistakes. Sheena has a reputation for being compassionate, listening to employee concerns, and helping employees avoid repeating mistakes by talking to them rather than punishing them. Herb explains this to a co-worker by saying "What do you expect, Roland is a man and Sheena is a woman. Everything about how men and women approach management is completely opposite." Is Herb correct? Explain.

Difficulty: 2 Medium

Topic: Behavioral Leadership; Behaviors; Behavioral Management

Learning Objective: 10-05 Characterize the relationship between gender and leadership, and explain how emotional intelligence may contribute to leadership effectiveness.

Bloom's: Apply

AACSB: Diversity

Accessibility: Keyboard Navigation

105) Name and explain at least three ways that emotional intelligence can increase leader effectiveness.

• Develop a vision
• Motivate subordinates to commit to the vision
• Energize subordinates to work hard to achieve the vision
• Encourage followers to be creative
• Develop an identity for the organization
• Instill high levels of trust and cooperation.

Emotional intelligence also plays a crucial role in how leaders relate to and deal with their followers, particularly when it comes to encouraging followers to be creative. Creativity in organizations is an emotion-laden process; it often entails challenging the status quo, being willing to take risks and accept and learn from failures, and doing much hard work to bring creative ideas to fruition in terms of new products, services, or procedures and processes when uncertainty is bound to be high.

Difficulty: 2 Medium

Topic: Emotional Intelligence

Learning Objective: 10-05 Characterize the relationship between gender and leadership, and explain how emotional intelligence may contribute to leadership effectiveness.

Bloom's: Understand

AACSB: Knowledge Application

Accessibility: Keyboard Navigation