Test Bank Chapter 10 Leadership

M: Management, 6e (Bateman)

Chapter 10 Leadership

1) Leaders serve people best by helping them develop their own initiative and good judgment, enabling them to grow, and helping them become better contributors.

2) Effective managers are necessarily true leaders.

3) According to the trait approach to leadership, need for achievement predicts success for division heads in larger and more bureaucratic firms.

4) Advanced degrees are more important for leaders than acquired expertise in matters relevant to an organization.

5) Charisma can contribute to transformational leadership.

6) For the person who wants to both lead and serve others, servant-leadership is a way to serve their needs and enhance their personal growth while strengthening the organization.

7) Using the findings of Kouzes and Posner, select the action taken by the best leaders.

A) They use various approaches to motivate people.

B) They follow conventional beliefs and practices as the law.

C) They withhold important information from people.

D) They only tell people what to do.

E) They hesitate to share power with people.

8) ________ is best described as a mental image of a possible and desirable future state of an organization.

A) Power

B) Vision

C) Leadership

D) Management

E) Foresight

9) In leadership, vision

A) refers to the ability to influence others.

B) reflects only a leader's personal needs.

C) expresses a leader's ambitions for an organization.

D) exists only at the higher levels of an organization.

E) focuses on performing or surviving day by day.

10) Select the accurate statement regarding leadership vision.

A) A strong leader succeeds without developing a clear vision.

B) A vision focuses only on performance and day-to-day survival.

C) A person or team can develop a vision for any organization.

D) A vision helps an organization maintain the status quo.

E) A vision exists only at the higher levels of an organization.

11) Academic research shows that ________ lead to higher growth in entrepreneurial firms.

A) a good product and marketing of that product

B) a clear vision and communication of that vision

C) strong employees and good customer service

D) a matrix organization and career ladder

E) a consumer focus and a hierarchy

12) Mason, a front-line manager, confided in his peer, "The marketplace has been a disaster for the past two years. And our numbers reflect that. Employee morale is horrible, and I feel as if the company is surviving day to day. ________ is lacking, and our executive management really needs to step up and develop one."

A) A power perspective

B) A desirable product

C) A clear vision

D) An adequate compensation structure

E) A mission statement

13) Marian Fleming, new CEO of Xenon Products, worked diligently with her board to develop a vision for the firm. She tells her chairman, "With this vision, I know where I want us to go. And I must articulate this vision, clearly and often, so that ________ can understand the vision and can state it clearly themselves."

A) other people in the organization

B) other people outside the organization

C) the media

D) customers

E) stakeholders

14) Supervisory leadership is behavior that provides

A) guidance, support, and corrective feedback for day-to-day activities.

B) purpose and meaning to an organization.

C) a means to anticipate changes in the future.

D) projections for the viable future of an organization.

E) a way to collaborate with others to initiate changes.

15) ________ leadership gives purpose and meaning to organizations by anticipating and envisioning a viable future for the organization and working with others to initiate changes that create such a future.

A) Shared

B) Strategic

C) Lateral

D) Bridge

E) Supervisory

16) The ability to lead effectively sets the ________ managers apart from the rest.

A) poor performing

B) excellent

C) mediocre

D) lower-level

E) fair

17) Managing requires ________, while leading includes setting the direction.

A) creating a vision

B) inspiring people

C) orchestrating change

D) planning and budgeting routines

E) creating followers

18) Julius told his co-worker, "I really admire Jean's leadership, and I'm glad that she is our boss. She has articulated her vision and worked with us to ________ that have brought meaningful results."

A) score collective quick wins

B) push her personal pet projects

C) acquire her personal praise and rewards

D) develop budgets

E) write mission statements

19) In organizations, ________ often means the ability to get things done or accomplish one's goals despite resistance from others.

A) cohesion

B) laissez-faire

C) democracy

D) contingency

E) power

20) A leader with ________ power has the right, or the authority, to tell others what to do.

A) legitimate

B) coercive

C) reward

D) expert

E) referent

21) A leader who has ________ power influences others because he or she controls valued benefits; people comply with the leader's wishes so as to receive those benefits.

A) legitimate

B) reward

C) referent

D) expert

E) coercive

22) A leader with ________ power has control over punishments; people comply to avoid those punishments.

A) expert

B) reward

C) referent

D) coercive

E) legitimate

23) A leader with ________ power has personal characteristics that appeal to others.

A) referent

B) coercive

C) legitimate

D) expert

E) reward

24) The top management of a company determined that their end-of-year bonuses would not be given due to low sales. Suzanne, a department manager, informed her staff that even high-performing employees should not expect a bonus. Suzanne's ________ power was limited by the decision of the top management.

A) legitimate

B) reward

C) expert

D) referent

E) coercive

25) At a restaurant, employees who perform poorly during a particular shift are scheduled for the unpopular weekend shifts by the manager. In this case, the manager exercises his ________ power.

A) legitimate

B) negative

C) expert

D) coercive

E) referent

26) A leader who has ________ power has certain knowledge; people comply because they believe in, can learn from, or can otherwise gain from that knowledge.

A) expert

B) coercive

C) reward

D) referent

E) legitimate

27) Lucy, a manager at an organization, has a lot of influence over her employees. She is a popular manager. Her subordinates like working with her and want to emulate her. In this scenario, Lucy has ________ power.

A) legitimate

B) reward

C) coercive

D) referent

E) expert

28) The ________ is a leadership perspective that focuses on individual leaders and attempts to determine the personal characteristics that great leaders share.

A) situational model

B) relationship-motivated leadership

C) leadership grid

D) leader-member exchange theory

E) trait approach

29) In the trait approach to leadership, ________ refers to a set of characteristics that reflect a high level of effort, including high need for achievement, constant striving for improvement, ambition, energy, tenacity, and initiative.

A) drive

B) integrity

C) self-confidence

D) leadership motivation

E) knowledge of the business

30) In the trait approach to leadership, ________ distinguishes effective leaders from other people.

A) material possessions

B) education

C) self-confidence

D) command-and-control attitude

E) high emotional quotient

31) ________, in the trait approach to leadership, is the correspondence between actions and words.

A) Positive reinforcement

B) Initiative

C) Punishment

D) Extinction

E) Integrity

32) Select the statement that describes a characteristic of effective leaders.

A) They prefer to be followers.

B) They are rarely extraverted.

C) They make decisions only in times of certainty.

D) They are self-confident to the point of arrogance.

E) They have a high need for power.

33) Buddy, an employee at a company, is extremely eager to take up higher positions in the organization. He is an extravert and tries to influence the decisions made by his boss. He prefers to lead his colleagues rather than follow them. According to the trait approach to leadership, Buddy displays

A) supervision.

B) motivation.

C) expert leadership.

D) knowledge of the business.

E) integrity.

34) According to the trait approach to leadership, a(n) ________ leader overcomes obstacles, makes decisions despite uncertainty, and instills assurance in others.

A) self-confident

B) legitimate

C) autocratic

D) coercive

E) referent

35) ________ is a leadership perspective that attempts to identify what good leaders do—that is, what behaviors they exhibit.

A) Behavioral approach

B) Trait approach

C) Transformational leadership

D) Strategic approach

E) Situational approach

36) The ________ approach downplays personal characteristics in favor of the actual conduct that leaders exhibit.

A) trait

B) behavioral

C) strategic

D) situational

E) shared

37) ________ are actions taken to ensure that a work group or organization reaches its goals.

A) Task performance behaviors

B) Organizational structures

C) Group maintenance behaviors

D) Situational approaches

E) Decision styles

38) In the behavioral approach to leadership, ________ behavior is variously referred to as concern for production, directive leadership, initiating structure, or closeness of supervision.

A) group maintenance

B) shared

C) task performance

D) bridge

E) lateral

39) Select the question that can be used to identify a manager's level of task performance leadership.

A) Can you talk freely with your superior about your work?

B) Do you think your superior trusts you?

C) Does your superior treat you fairly?

D) To what extent does your superior give you instructions and orders?

E) Is your superior concerned about your future benefits, such as promotions and pay raises?

40) ________ behavior is sometimes referred to as concern for people, supportive leadership, or consideration.

A) Task performance

B) Servant-leader

C) Autocratic

D) Leader-member exchange

E) Group maintenance

41) ________ behavior includes a focus on people's feelings and comfort, appreciation of them, and stress reduction.

A) Participative

B) Directive

C) Trait

D) Group maintenance

E) Task performance

42) Select the question that can be used to identify a manager's level of group maintenance leadership.

A) Does your superior urge you to complete your work by a specified time?

B) When you do an adequate job, does your superior focus on the inadequate way the job is done?

C) Does your supervisor generally support you?

D) To what extent does your superior give you instructions and orders?

E) Does your superior try to make you work to your maximum capacity?

43) The ________ highlights the importance of leader behaviors not just toward the group as a whole but toward individuals on a personal basis.

A) behavioral approach

B) Vroom model of decision-making

C) LMX (leader-member exchange) theory

D) trait approach to leadership

E) Blake & Mouton's Leadership Grid

44) According to the ________, maintenance behaviors such as trust, open communication, mutual respect, mutual obligation, and mutual loyalty form the cornerstone of relationships that are satisfying and perhaps more productive.

A) Vroom model

B) situational approach

C) task-motivated leadership

D) leader-member exchange theory

E) contingency model of leadership effectiveness

45) ________ leadership seeks information, opinions, and preferences, sometimes to the point of meeting with the group, leading discussions, and using consensus or majority vote to make the final choice.

A) Democratic

B) Directive

C) Lateral

D) Shared

E) Autocratic

46) Samuel's boss makes no managerial decisions but asks his employees to take the necessary steps in all aspects of work. Samuel's boss follows a(n) ________ decision-making style.

A) democratic

B) autocratic

C) directive

D) participative

E) laissez-faire

47) Select the true statement regarding various decision styles.

A) A laissez-faire style results in employees' positive attitudes.

B) A democratic style results in employees' positive attitudes.

C) An autocratic style results in employees' lower performances.

D) A laissez-faire style results in employees' higher performances.

E) A democratic style is the fastest way to make decisions.

48) In a research program that was conducted at the University of Michigan, planning, scheduling, coordinating, providing resources, and setting performance goals were all elements of what they called ________ behavior.

A) supervisory

B) task-oriented

C) directive

D) participative

E) relationship-oriented

49) In a research program that was conducted at the University of Michigan, it was found that ________ behavior also made for effective managers. This behaviour is characterized by trust and confidence, being friendly and considerate, showing appreciation, and keeping people informed.

A) relationship-oriented

B) participative

C) directive

D) strategic

E) task-oriented

50) A ________ approach is a leadership perspective that proposes universally important traits and behaviors do not exist and that effective leadership behavior varies.

A) situational

B) behavioral

C) trait

D) directive

E) charismatic

51) The ________ model of leadership uses the basic situational approach of assessing the situation before determining the best leadership style.

A) laissez-faire

B) traits

C) contingency

D) task-motivated

E) Vroom

52) According to ________, effectiveness depends on two factors: the personal style of the leader and the degree to which a situation gives the leader power, control, and influence over the situation.

A) the Vroom model

B) the path-goal theory

C) Fiedler's contingency model

D) the laissez-faire leadership style

E) Hersey and Blanchard's theory

53) In Fiedler's contingency model of leadership effectiveness, leadership styles were measured with an instrument assessing the leader's

A) drive.

B) psychological maturity.

C) self-confidence.

D) task orientation.

E) least preferred coworker.

54) In Fiedler's contingency model, ________ leadership is more likely exhibited by leaders with low least preferred coworker (LPC) scores.

A) relationship-motivated

B) participatory

C) directive

D) charismatic

E) task-motivated

55) In Fiedler's contingency model, ________ leadership is more likely from high least preferred coworker (LPC) leaders.

A) task-motivated

B) autocratic

C) relationship-motivated

D) coercive

E) laissez-faire

56) In ________, the key situational factor is the maturity of the followers.

A) the Vroom model

B) Hersey and Blanchard's situational theory

C) Tannenbaum and Schmidt's theory

D) Fiedler's contingency model

E) the path-goal theory

57) According to Hersey and Blanchard's situational theory, ________ is the level of the followers' skills and technical knowledge relative to the task being performed.

A) job maturity

B) charisma

C) laissez-faire

D) empathy

E) psychological maturity

58) In Hersey and Blanchard's situational theory, ________ refer(s) to an employee's self-confidence and self-respect.

A) substitutes for leadership

B) psychological maturity

C) laissez-faire

D) servant-leadership

E) job maturity

59) ________ is concerned with how leaders influence followers' perceptions of their work aims and the courses they follow toward attaining that end.

A) The Vroom model

B) Fiedler's contingency model

C) The path-goal theory

D) The task performance behaviors approach

E) The group maintenance behaviors approach

60) In the path-goal theory, ________ leadership refers to behaviors geared toward motivating people, such as setting challenging goals and rewarding good performance.

A) directive

B) supportive

C) participative

D) charismatic

E) achievement-oriented

61) In the path-goal theory, ________ is the degree to which individuals respect, admire, and defer to power.

A) drive

B) ability

C) authoritarianism

D) locus of control

E) self-confidence

62) In the path-goal theory, ________ is the extent to which individuals see events as being under their influence.

A) drive

B) ability

C) participation

D) task orientation

E) locus of control

63) In the ________ model, after answering a series of questions, several leader decisions styles may be appropriate, but the model recommends using the one that takes the least amount of time.

A) Fiedler

B) Vroom

C) Hersey-Blanchard

D) path-goal

E) situational approach

64) The ________ approach is a traditional method to studying leadership.

A) shared

B) lateral

C) behavioral

D) servant-leader

E) bridge

65) According to the trait approach to studying leadership, ________ relates to leadership emergence and leadership effectiveness.

A) extraversion

B) coercion

C) arrogance

D) closeness of supervision

E) confrontation

66) According to the behavioral approach to studying leadership, the ________ behavior includes a focus on work speed, quality and accuracy, quantity of output, and following the rules.

A) group maintenance

B) laissez-faire

C) supportive

D) task performance

E) competent

67) ________ is a form of leadership in which the leader makes decisions on his or her own and then announces those decisions to the group.

A) Laissez-faire

B) Democratic leadership

C) The situational approach

D) The Vroom model

E) Autocratic leadership

68) ________ is a situational approach to leadership that emphasizes the participative dimension of leadership: how leaders go about making decisions.

A) The Vroom model

B) The leadership substitution theory

C) Fiedler's contingency model of leadership effectiveness

D) Hersey and Blanchard's model

E) The path-goal theory

69) Select the question that can be used to identify a manager's level of group maintenance leadership.

A) Does your superior ask you for reports about the progress of your work?

B) How precisely does your superior work out plans for goal achievement each month?

C) When you do an adequate job, does your superior focus on the inadequate way the job is done?

D) To what extent does your superior give you instructions and orders?

E) Does your superior give credit to team members for helping with projects and problem solving?

70) Substitutes for leadership are

A) factors in the workplace that can exert the same influence on people as leaders otherwise would provide.

B) the process of delegating challenging work to deserving people.

C) a combination of strong professional will and personal humility that builds enduring greatness.

D) a style in which the leader is true to himself or herself while leading.

E) methods used by leaders who bridge conflicting value systems or different cultures.

71) Neal told his subordinate, David, "Let me give you some advice. I know that you take pride in your delegating leadership style, and indeed you're good at it. But, always remember that effective leaders rely on ________ style(s) of leadership, depending on the situation."

A) a single

B) different

C) democratic

D) autocratic

E) a consistent

72) Tomas, manager of a 50-person engineering department, exhibits group maintenance behaviors; that is he ensures employee satisfaction, harmonious work relationships, and the department's social stability. However, his division manager, Stan, notes that Tomas' department rarely achieves its yearly goals, in terms of work speed, quality and accuracy, output, and compliance with company policies and requirements. How would you advise Stan to coach Tomas to perform his job at a higher level and to increase the performance of Tomas' organization?

A) Tell Tomas to focus more on group maintenance behaviors.

B) Tell Tomas to focus more on participative leadership.

C) Tell Tomas to focus more on task performance behaviors.

D) Tell Tomas to focus more on democratic leadership.

E) Tell Tomas to focus more on social factors.

73) ________ has a strong positive impact on follower satisfaction and motivation and also on leader effectiveness.

A) Group maintenance behavior

B) Task performance behavior

C) Autocratic leadership

D) Democratic leadership

E) Authoritarian leadership

74) Mike told his protégé, Kris, "You are particularly effective in exhibiting ________ behaviors, an important part of the LMX Theory. It's obvious that you are respected for your trust, open communication, and mutual respect towards your staff. But remember that, in your relocation to Tokyo to our new office, these behaviors will need to change due to cross-cultural differences."

A) task performance

B) directive

C) results-driven

D) group maintenance

E) autocratic leadership

75) "William, you have a strong management team supporting you, and I applaud your efforts to solicit information, opinions, and preferences from your team, and in seeking consensus in reaching decisions," said Scott. "But sometimes decisions need to be made more quickly, and sometimes your team simply wants you to step up and make certain tough decisions. In other words, a(n) ________ style of leadership is not always appropriate."

A) autocratic

B) democratic

C) laissez-faire

D) performance

E) authoritarian

76) The performance and maintenance dimensions of leadership are

A) mutually dependent on each other.

B) independent of each other.

C) neither dependent nor independent on each other.

D) both dependent and independent of each other.

E) somewhat dependent on each other.

77) "Dr. White, welcome to Doctors Without Borders," said Roscoe Blaine, Program Administrator. "I will serve as your organizational manager ‘in name only,' as we both know that I will not be providing much management, much less leadership, to your team in a foreign country. I'm confident, however, that you will not lack for leadership. After all, you will be working closely with several of your very experienced professional colleagues in an environment that demands the close cooperation of a tight-knit group. Furthermore, by policy, the rules and procedures that will govern your work are rigid, so your operating flexibility will be limited." In this case, Roscoe is counting upon ________ to provide a positive influence on Dr. White.

A) directive leadership

B) substitutes for leadership

C) task-oriented behavior

D) day-to-day supervision

E) autocratic leadership

78) According to the proponents of the ________ approach to leadership, universally important traits and behaviors do not exist.

A) task performance

B) group maintenance

C) situational

D) laissez-faire

E) path-goal

79) A ________ leader has a special ability to generate excitement and revitalize organizations.

A) transactional

B) situational

C) transformational

D) lateral

E) bridge

80) Not every managerial decision warrants an analysis using the ________ model.

A) Vroom

B) Fiedler

C) path-goal

D) Hersey-Blanchard

E) situational approach

81) Sue, a supervisor new to her job, knows that, in leading a team that is new to her, she must adapt her leadership style to suit the circumstances. She knows that she should first analyze each situation and then decide what to do. Sue is adopting the ________ leadership approach.

A) transactional

B) lateral

C) situational

D) trait

E) behavioral

82) "I'm not sure that I'm going to like our new boss," said Terry to his co-worker, Frieda. "I've noticed that when a decision needs to be made – Boom! – she makes it, announces it, and moves on without consulting any of us." Terry's new boss is using a(n) ________ leadership approach to decision making.

A) laissez-faire

B) democratic

C) situational

D) participative

E) autocratic

83) Jack oversees two very different workers. Kenny wants to be told exactly what to do because he is hesitant to make decisions, and Laila wants to be told exactly what to do because she wants to get on with it. So, even though they are very different people, they both respect decisiveness. According to the path-goal theory of leadership, Jack should use the ________ leadership style with Kenny and Laila.

A) directive

B) supportive

C) participative

D) achievement-oriented

E) relationship

84) Grier has decided to start using the situational leadership approach he learned about last month. He likes the idea of a leader adapting his or her leadership style depending upon the ________ and ________ of the follower in a specific situation. The former refers to the follower's skills and technical knowledge relative to the task being performed. The latter refers to the follower's self-confidence and self-respect.

A) job maturity; participative maturity

B) leadership maturity; mental maturity

C) job maturity; psychological maturity

D) emotional maturity; self-maturity

E) psychological maturity; technical maturity

85) A ________ leader is a person who gets others to transcend their personal interests for the good of the group.

A) transactional

B) lateral

C) situational

D) transformational

E) pseudotransformational

86) A ________ leader manages through activities, using his or her legitimate, reward, and coercive powers to give commands and exchange rewards for services rendered.

A) transformational

B) situational

C) transactional

D) charismatic

E) natural

87) ________ leadership is a combination of strong professional will (determination) and personal humility that builds enduring greatness.

A) Lateral

B) Level 5

C) Shared

D) Bridge

E) Authentic

88) ________ leadership refers to a style in which the leader is true to himself or herself while leading.

A) Transactional

B) Lateral

C) Shared

D) Transformational

E) Authentic

89) A(n) ________ leader gets people to transcend their personal interests for the sake of the larger community.

A) transformational

B) transactional

C) authentic

D) pseudotransformational

E) charismatic

90) Transformational leaders do NOT ________ to generate excitement.

A) employ charisma

B) use individual attention

C) treat everyone alike

D) utilize intellectual stimulation

E) delegate challenging work

91) At the annual shareholders' meeting of Garfield, Inc., one shareholder turned to the other and whispered, "Our CEO, Mike Perez, has done an outstanding job of leading his division presidents to set aside their personal interests for the betterment of Garfield. And Mike is just such an exciting and passionate man. He has done wonders in turning around this organization." The other shareholder replied, "Indeed, Mike truly stands out as a ________. I'm so glad that I've invested heavily in Garfield!"

A) transactional leader

B) transformational leader

C) pseudotransformational leader

D) frontline leader

E) cheerleader

92) ________ serve others' needs while strengthening the organization.

A) Lateral leaders

B) Authentic leaders

C) Shared leaders

D) Bridge leaders

E) Servant-leaders

93) Phil, Horace, and Janice were three qualified engineers working in a team at a firm. Though Phil had the most experience, he did not always lead the group. Some projects required specialized knowledge that the other two members had, so the leadership role was passed around the group as appropriate. They were using the ________ style of leadership.

A) lateral

B) authentic

C) shared

D) bridge

E) servant-leader.

94) "Did you hear that Glenn is returning back to the States, to work in corporate headquarters as vice president of environmental services in the international division?" asked Tony. His co-worker, Jaime, replied, "Yes. Obviously those four years that Glenn has spent abroad, in our Paris and Tokyo offices, have served him well." Tony countered, "Well, he deserves the recognition and, frankly, our international division will benefit from Glenn's leadership. No doubt he has learned a great deal about living and doing business in other cultures." In leaving his culture and working in other cultures for a significant period of time, Glenn will bring ________ leadership to his organization.

A) bridge

B) authentic

C) lateral

D) servant

E) Level 5

95) Neal noted to one of his managers, "Sheila, you and the other senior managers have done an outstanding job of developing leadership in your divisions, especially at the very top of your organizations. But we need more than just one or two superstars at the top of your organizations. You need to spread out the responsibilities so that

A) leadership permeates your organizations."

B) your staff are no longer responsible for their own performance."

C) your superstars perform the majority of the work."

D) senior managers can take credit."

E) senior managers can tell subordinates what needs to be done."

96) A ________ leader lives, goes to school, travels, or works in other cultures, then returns home to lead.

A) servant

B) bridge

C) shared

D) lateral

E) liberal

97) Katie's spouse asked her, "What is the key to your success? After all, you have been promoted twice in the past three years." Katie replied, "It's simple. When I tell my employees to do something, they do it. I'm the boss; they know it; and they behave accordingly." From this dialogue, it is clear that Katie has ________ power.

A) referent

B) expert

C) legitimate

D) reward

E) coercive

98) Jennifer, shift manager at Budget Furniture, told her roommate, "Work isn't much fun right now. I acknowledge that I have very little experience in the retail industry, but I just can't get my floor staff to perform their duties unless I use coercive power. Over and over, I'm threatening to cut a non-performer's hours unless he or she improves performance. That seems to be the only way that I can exert influence over them to make them perform their duties, but even then they don't respect my position as their manager." Based upon this discussion, why are Jennifer's floor staff willing to comply with her direction?

A) They respect her position and responsibility as their supervisor.

B) They want to emulate her leadership characteristics.

C) They respect her judgment.

D) They respect her experience and technical abilities.

E) They want to avoid punishment.

99) Vic said, "I've never had a client leader like Kristin before. She has what is called referent power. As a result, the work that I do for Kristin is my very best because

A) I hope to win additional project work from her."

B) I respect her contractual authority over me."

C) I fear that she will cancel our contract if I don't."

D) I admire her and desire her approval."

E) I really respect her expertise."

100) Karen asked her co-worker, "Why does Larry always consult with David before making any major business decisions? David is 65 years old. He's very quiet and unassuming. He's been working here for over 40 years and isn't even in a management position." Ben replied, "David voluntarily stepped down from management roles 15 years ago. He decided that management was not his strength nor his passion, but rather technical work was. He is an incredibly important person, and leader, within our organization." Karen asked, "But why?" Ben responded,

A) "David has referent power, with personal characteristics that appeal to others."

B) "David has legitimate authority via chain of command."

C) "David is a charismatic leader, having a dominant personality."

D) "David has expertise and knowledge that others believe in, can learn from, and can gain from."

E) "David has supervisory leadership abilities that he exercises on a regular basis."

101) Ralph candidly thinks to himself, "I just don't know if I have the leadership skills to progress in my career. I've made it to the second level of management, but I want to contribute at a greater level. I have always held the view that ‘leaders are born, not made,' and I have considered myself fortunate to be one of these born leaders. I have the necessary leadership traits. However, as my responsibilities have increased, I have become less and less effective in leading larger and more diverse organizations. The negative performance of my business unit is reflecting this, as is my ability to develop my staff." How would you advise Ralph?

A) View each leadership situation to be unique, and adapt your leadership style to the situation.

B) Hire only those staff whose personalities and backgrounds are well suited to your leadership style.

C) Consistently use your trait approach to leadership, and you'll find that your staff will eventually adapt.

D) Employ coercive power on those staff members who do not respond to your leadership.

E) Exclusively use a transactional approach to excite, transform, and empower your staff.

102) Bob, a division manager, talks about positive change for his staff and business, but he allows self-interest to take precedence over the needs of the division. Bob is a ________ leader.

A) monolithic

B) Level 5

C) laissez-faire

D) pseudotransformational

E) Theory X

103) "Depending upon your political persuasion, Dot is either the second coming of Ronald Reagan, or the second coming of Barack Obama!" said Ricky. "She is such a ________ leader. She is dominant, self-confident, convinced of the moral righteousness of her beliefs, and able to rally her followers with excitement."

A) trait

B) behavioral

C) situational

D) charismatic

E) transactional

104) Bernadette uses task performance behaviors to ensure that the work of her business unit gets done. Therefore, she

A) makes every decision.

B) uses a consensus decision-making approach.

C) shares leadership responsibilities with her peers and subordinates.

D) focuses on maintaining good relationships with each employee, praising them and reducing their stress.

E) focuses on work speed, quality and accuracy, quantity of output, and compliance with the rules.

105) Daniel uses group maintenance behaviors as a major part of his leadership activities. Therefore, he

A) makes every decision.

B) focuses on the results, striving to reduce harmonious work relationships.

C) leads aggressively, thereby increasing stress and increasing productivity.

D) ensures the satisfaction of all employees, focusing on their feelings and comfort.

E) focuses on work speed, quality and accuracy, quantity of output, and compliance with the rules.

106) Danielle, Malik, and Ricardo were discussing their managers' decision-making styles. Danielle said, "My boss is very autocratic. She makes all the decisions, and I'm a bit scared of her. Our financial performance is fine but could be better." Malik stated, "My boss is the opposite; she is always democratic. She always involves all of us in discussion and decision making, and morale is good. But I think our financial performance should be better." Ricardo concluded, "My boss takes a very laissez-faire approach. He makes no decisions. In our business unit,

A) morale and attitudes are good, but financial performance is poor ."

B) behaviors are not appropriate, but financial performance is good."

C) morale and attitudes are poor, but financial performance is good."

D) morale and attitudes are poor, and financial performance is poor."

E) behaviors are appropriate, and financial performance is good."

107) According to Kouzes and Posner, what are the five things that the best leaders do?

108) What are some of the reasons for the failure of a vision?

109) What are the characteristics of effective followers?

110) Describe the five potential sources of power as suggested by French and Raven.

111) Based on the trait approach to leadership, briefly describe the traits that distinguish effective leaders from others.

112) Contrast the autocratic, democratic, and laissez-faire styles of decision making.

113) Describe the situational factors used to analyze problems in the Vroom model of leadership.

114) For the path-goal theory, describe the three important environmental factors that determine appropriate leadership style.

115) What are the ways in which transformational leaders generate excitement?

116) Describe the skills and strategies that contribute to transformational leadership.

117) Write a vision for your future company. Then evaluate that vision against what you have learned about a good vision statement.

118) Analyze how a vision can fail.

119) Compare and contrast the different types of leaders.

120) Why do good leaders need courage?

121) Describe how you know you can lead. Include the type of leader you want to be and how you will lead those in your unit.