Test Bank The Style Approach To Leadership Chapter 4 - Test Bank | Leadership Perspectives 3e Roe by Kevin Roe. DOCX document preview.
Chapter4
Type:true-false | |||
Title:TheStyleApproach toLeadership | |||
1) | The style approach to leadershipset of models largely focusupon the decision-making process that surrounds the leader. | ||
a.# | True | This is stated in the introduction to the leadership approach and reflects thecrux orcritical nature of style theories. Page reference:67-68 | |
In | b.# | False | Style theories of leadership vary from other ideas such as Trait theories based upon the decisions that leaders make in terms of their style of leadership or their approach to making decisions. As aresult,the statement differentiates the approach despite that other theoriesas are also person-centric andincorporate decision making by leaders but the essence of other approaches lies with other featurese.g.trait, environment or situation. Therefore,the abovestatement is . Page reference:67-68 |
END OF QUESTION | |||
Type:Multiple Choice | ||
Title:TheStyleApproach toLeadership | ||
2) | Stogdill and the Ohio team used a two-dimensional modelof leadership behaviourwhereas Likert and Michigan placed their dimensions at either end of a continuum. Thismeant thatitcould demonstratethat: | |
In | a.# | ‘making decisions is one of the most important functions performed by employees’ |
The response refers to decisions made by employees rather than leaders and therefore is not relevant to the measurement of leadership style Page reference:67-68 | ||
In | b.# | both employee andcolleagues(or no) could be human-oriented or task-oriented but not both |
This response refers to the employee and their colleaguesrather than the leader. It is the measurement of the leadership style that the 2-dimensional model was constructed to review. Page reference:67-68 | ||
c.# | aleader could be either human-oriented or task-oriented but not both. | |
This response is drawn from the chapterguidancein terms of the development of a continuum against which Style approaches of leaders could be measured to indicatewhichleadership style the leader inhabits. Page reference:69 | ||
In | d.# | actions such as planning the workload, of hiring and firing team members, choosing different strategies, and resource allocation could be measured |
This option refers to Yukl (2006) where there is reference to the decision making of leaders as opposed to a model of the differences of leaders’human or task orientation. This provides some recognition of the significance of the environment occupied by the leader and the underpinning ideology being linked—not to behaviourism—but much more about focusing on leadership actions. This option is since the 2-dimensional model deals solely with human or task orientation. Page reference:67-68 | ||
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Type:Multiple Choice | ||
Title:Organizational Culture | ||
3) | Likert developed a ‘Management System’ where the resulting relationships between the various stakeholders and the leadership generate very different experiences for those stakeholders. Which best fits Likert’sBenevolent Authoritative system? | |
a.# | Leaders will be seen to be asking, listening, and using some of the ideas proposed by subordinates | |
Page reference:70-72 | ||
Correct | b.# | Incentives and rewards are offered to employees for their compliance and effort. There may also be a ‘flow’ of information from the bottom to the top of the organization |
Page reference:70-72 | ||
Incorrect | c.# | Decisions are made exclusively by the management. The role of the subordinate or follower is simply to obey those instructions and there is no consultation by the management |
Page reference:70-72 | ||
d.# | The leadership of the organization have complete confidence in their subordinates. There is a clear and plentiful flow of communication | |
Page reference:70-72 | ||
END OF QUESTION | ||
Type:true-false | |||
Title:Widening theChoice | |||
4) | Tannenbaum and Schmidt said that the purpose of the team is to increase ‘the team’s repertory of possible solutions to any problem’ (1958:97) so although each worker has a role to play in the formulation of the decision. | ||
Incorrect | a.# | True | The approach of Tannenbaum and Schmidt was to observe leadership approaches rather than the nature of teams in terms of individual worker’s roles. Page reference:72-75 |
Correct | b.# | False | Tannenbaum and Schmidt stated the purpose of the team is to increase ‘the manager’s repertory of possible solutions to the problem’ (1958:97) so although the team has a role to play in the formulation of the decision, Page reference:72-75 |
END OF QUESTION | |||
Type:Multiple Choice | ||
Title:Forces in theManager | ||
5) | Personality influences decisions and that life experiences will affect the decision of the manager. Which of the options best reflectspersonality influences and life experiencesthat affect managers: | |
a.# | Need for Responsibility -The manager will need to make a judgement on the amount of responsibility individuals within his team are able and willing to accept. | |
Thisis an response as itreflects Forces in the subordinate. Some individuals are more confident in their abilities and readily accept the responsibility for their actions. Others may, because of individual beliefs or organizational pressures, not accept such demands. This is not based upon any aspect of the manager’s personality and although their life experience might help them make decisions about subordinates, the need for responsibility of individuals will be based upon each individual. Page reference:77-78 | ||
b.# | Value system - the manager will be assessing his own perspective on the role of leaders and followers. He will consider the ‘right’ he has to make decisions and his own perceptions of the expectations of the organization for him to exert legitimate authority. | |
This is the response as it reflects the Forces in the Manager, such as, perception which is key here for the managers making a judgement call as he will decide on how much he can trust subordinates to deliver the task. Equally the manager’s attitude towards risk relative to the issue of control—in that by releasing the decision-making process, he will be losing control over both the process and the outcome. Page reference:77 | ||
c.# | Time pressure. A manager may feel this pressure most keenly and it is likely to result in a different approach as a deadline approaches. | |
This reflects ‘Forces in the situation’ affecting decisions since there will be pressures that affect the manager’s decision that arise from the situation. These are not personality influences or life experiences of the manager and although the manager will have influence from their experience in how to deal with a situation, time pressure relates to the situation rather than the manager. Page reference:78-79 | ||
d.# | Need for independence. Highly specialized, highly skilled workers may feel they ‘know best’ when asked a technical question and may resent a generalist making decisions about their specialism. | |
This reflects ‘Forces in the subordinate’ rather than manager since some professions, for example, display a need for freedom in terms of their approach to a problem. This response relates to the subordinate rather than the personality, values, perception or attitude to risk by the manager. Page reference:77-78 | ||
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Type:true-false | |||
Title:Vroom and Jago’s Normative Model | |||
6) | Vroom and Yetton developed a ‘normative’ model trying to use rational logic rather than a more subjective approach based on human intuition to reach a decision on leadership style | ||
a.# | True | This is Vroom and Yetton developed a quasi-mathematical approach using a decision tree type modelto use rational logic as opposed to Tannenbaum and Schmidt’s continuum of leadership styles. Page reference:80-81 | |
In | b.# | False | Vroom and Yetton (1973:13) defined five different decision procedures or styles whereas Vroom and Jago’s normative model is depicted in Figure 4.4 Page reference:80-81 |
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Type:Multiple Choice | ||
Title:ForcesAffectingStyle | ||
2) | Tannenbaum and Schmidt believed that the manager has a choice. Managers who understand forces affecting decisions may determine the style they will employ. The manager who is sensitive can better assess the problems faced. Which forces in the subordinate should the manager be sensitive to? | |
a.# | When there is less time pressure in terms of decision, a delegative process may allow for gathering of ideas to reach a solution. | |
Page reference:75-76 | ||
b.# | Certain managerial ‘traits’ may enable a leader to be more direct in their decision making. | |
Page reference:75-76 | ||
c.# | leader may feel the power of multiple minds make it necessary to involve other individuals in a quest for a solution to a complex task. | |
Page reference:75-76 | ||
d.# | individual traits that drive some individuals to require a degree of clarity to any instruction in their need for boundaries | |
Page reference:75-76 | ||
END OF QUESTION | ||
Type:Multiple Choice | ||
Title:Style approach -Chapter4Question8 | ||
8) | The Style Approach provides a number of strengths and weaknesses for understanding leadership. Which statement best provides a strength of the Style Approach? | |
a.# | The style of the leader should match the situation. Theapproach considers a limited number of factors. | |
—e.g.there is no mention of the role of technology,thisis a weakness of the Style Approach. Page reference:83-84 | ||
Correct | b.# | The focus is not upon the attributes of the leadernor their behaviour in a two-dimensional sense. |
The approach attempts to consider wider aspects to the situation to which the approach attempts to incorporate.This complexity has evolved and is very much a ‘modern’ live leadership approach. Page reference:83-84 | ||
c.# | It simplifies the answer to a complex and dynamic situation. | |
Page reference:83-84 | ||
d.# | It is unclear how the leader’s style influences the outcomes. | |
Page reference:83-84 | ||
END OF QUESTION | ||
Type:true-false | |||
Title:Force intheSituation | |||
9) | Deal and Kennedy (1982) paraphrased Organizational culture by noting that organizations are, to a degree, like people—in that they have ‘personalities’ and a ‘way of doing things’. | ||
a.# | True | Whilst culture will manifest itself in many different form these characteristics are usually labelled as organizational culture. This reference to Deal and Kennedy’s well known comment reflects some of the pressures that affect the manager’s decision that arise from the situation—and the recognition of this marks the real difference between these particular models and the two-dimensional behavioural models. Page reference:78-79 | |
In | b.# | False | References to organisational culture are observed by a number of writers relating to organisations. Within the Forces in Situation, Organisational Type and Culture reflects how, when, and to what degree decision making is to be devolved to different layers within the organization’s hierarchy. Some organizations will view the role of the executive very differently from others and Deal and Kennedy’s comments illustrate this. Page reference:78-79 |
END OF QUESTION | |||
Type:true-false | |||
Title:How to Choose a Leadership Pattern | |||
10) | Tannenbaum and Schmidt, wrote an influential article called ‘How to Choose a Leadership Pattern’ (1958). They identifiedonlytwo different styles. | ||
a.# | True | Tannenbaum and Schmidt identifiedsevendifferent alternativesrather than two possible styles.These styles arise as a function of the degree of legitimate authority wielded by the leader in pursuit of the organizational goal and the amount of freedom accorded to followers. Page reference:72 | |
b.# | False | TheStyleApproach to Leadership was transformed by the possibilitythat subtle differences can be explored through seven alternatives which show how the leader can change styles as he moves along acontinuum Page reference:72 | |
END OF QUESTION | |||