Chapter 7
Leadership
1. The primary role of a leader is to influence others to voluntarily seek defined objectives.
2. A person can be a weak leader and still be an effective manager, especially if she or he
happens to be managing people who have a clear understanding of their jobs and a strong
internal drive to work.
3. As employees are promoted to leadership responsibilities, their technical skills become more
important.
4. Conceptual skill deals with behavior of people.
5. Negative followership behaviors involve rebellion and competition.
6. If the approach emphasizes rewards―economic or otherwise―and a supportive approach, the
leader uses positive leadership.
7. To get work done, negative leaders hold over their personnel such penalties as loss of job,
reprimand in the presence of others, and a few days off without pay.
8. Positive leadership generally results in higher job satisfaction and performance.
9. Consultative leaders ask one or more employees for their input, but then may choose to ignore
the information and advice received.
10. Using participative leadership, employees are informed about conditions affecting their jobs
and are encouraged to express their ideas, make suggestions, and take action.
11. The most successful managers are those who combine relatively high consideration and
structure, giving somewhat more emphasis to consideration.
12. The most appropriate style of leadership depends on which style the leader is most
comfortable using.
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written consent of McGraw-Hill Education.
Difficulty: Medium
13. According to Fiedler’s contingency model, leader-member relations are determined by the
manner in which the leader is accepted by the group.
14. According to Fiedler’s contingency model, task structure reflects the degree to which one
specific way is required to do the job.
15. Leaders provide psychological support when they help assemble the resources, budgets,
power, and other elements that are essential to get the job done.
16. According to the path-goal model, achievement-oriented leadership requires the leader to set
high expectations for employees and communicate confidence in their ability to achieve
challenging goals.
17. In the context of the path-goal model, the self-perceived task ability variable illustrates that
employees who have high confidence in their potential will react more favorably to an
achievement-oriented leader than to a supportive leader.
18. When a manager uses a consultative I approach, he meets with a group of subordinates to
share the problem and obtain inputs, and then makes a decision.
19. Substitutes for leadership are factors that make leadership roles unnecessary through
replacing them with other sources.
20. Presence of substitutes such as strong subordinate experience, clear rules, or a cohesive work
group increases the need for a leader’s traditional task orientation.
1. The primary role of a leaders is to _____.
A) exaggerate their own achievements
B) influence others to voluntarily seek defined objectives
C) observe subordinates’ behavior and report to management
D) focus on centralization of power and authority
2. One common negative trait of leaders is _____, in which leaders become filled with their own
importance, exaggerate their own achievements, seek out special favors, and exploit others for
their personal gain.
A) solipsism
B) megalomania
C) narcissism
D) groupthink
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written consent of McGraw-Hill Education.
Difficulty: Easy
3. Which of the following is a primary trait of leadership?
A) Charisma
B) Creativity and originality
C) Knowledge of business
D) Self-confidence
4. Which of the following is a secondary trait of leadership?
A) Honesty and integrity
B) Desire to lead
C) Cognitive ability
D) Personal drive and energy
5. _____ refers to a person’s knowledge of, and ability in, any type of process or method.
A) Conceptual skill
B) Personal integrity
C) Technical skill
D) Narcissism
6. _____ is the ability to work effectively with people and to build teamwork.
A) Conceptual skill
B) Cognitive factor
C) Ethical motive
D) Human skill
7. _____ is the ability to think in terms of models, frameworks, and broad relationships, such as
long-range plans.
A) Conceptual skill
B) Groupthink
C) Followership
D) Technical skill
8. Which of the following statements is true of leadership?
A) Aggressiveness and constant interaction with others guarantees good leadership.
B) The key task for a leader is to treat all situations similarly and use one standard approach for
all situations.
C) A leader should avoid staying in the background to keep pressures off the group or keeping
quiet so that others may talk.
D) Successful leadership requires behavior that unites and stimulates followers toward defined
objectives in specific situations.
9. Which of the following is NOT a positive followership behavior?
A) Being loyal and supportive
B) Anticipating potential problems and preventing them
C) Constructively confronting the leader’s ideas, values, and actions
D) Competing with the leader
10. Negative followership behaviors often involve the following EXCEPT _____.
A) competition
B) rebellion
C) criticality
D) passivity
11. Which of the following is NOT a basic type of bad leader?
A) An incompetent person
B) A callous person
C) A flexible person
D) A rigid person
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written consent of McGraw-Hill Education.
Ans: C
Page: 186
Difficulty: Easy
12. What leadership approach can get acceptable short-term performance in many situations, but
has high human costs?
A) Positive leadership
B) Negative leadership
C) Supportive leadership
D) Consultative leadership
13. _____ structure the complete work situation for their employees, who are expected to do
what they are told and not think for themselves.
A) Positive leaders
B) Consultative leaders
C) Autocratic leaders
D) Participative leaders
14. _____ approach one or more employees and ask them for input prior to making a decision.
A) Participative leaders
B) Consultative leaders
C) Autocratic leaders
D) Negative leaders
15. _____ clearly decentralize authority.
A) Participative leaders
B) Negative leaders
C) Consultative leaders
D) Autocratic leaders
16. Who developed the contingency model of leadership?
A) Robert R. Blake
B) Kenneth Blanchard
C) V.H. Vroom
D) Fred Fiedler
17. According to Fiedler’s contingency model, in highly unstructured situations, the leader’s
structure and control are seen as removing undesirable ambiguity and the anxiety that results
from it, so a _____ approach may actually be preferred by employees.
A) leader position
B) task-oriented
C) leader−member relations
D) group II
18. According to Hersey and Blanchard’s situational leadership model, which of the following
leadership style uses low directiveness and high supportiveness?
A) Telling
B) Selling
C) Participating
D) Delegating
19. Which of the following is the first step in the path-goal leadership process?
A) Attainment of goals
B) Leaders connecting rewards with goals
C) Employees becoming satisfied and motivated
D) Leaders identifying employee needs
20. According to the path-goal model, which of the following statements is true of achievement-
oriented leadership?
A) The leader communicates confidence in the employees’ ability to attain challenging goals.
B) The leader seriously seeks to use employees’ suggestions while making final decisions.
C) The leader focuses on clear task assignments and work schedules.
D) The leader demonstrates concern for employees’ well-being and needs.
21. According to the path-goal model, in _____, the leader demonstrates concern for employees’
well-being and needs, while trying to create a pleasant work environment.
A) directive leadership
B) supportive leadership
C) achievement-oriented leadership
D) participative leadership
22. According to the path-goal model, in _____, the leader invites employees to provide input to
decisions, and seriously seeks to use their suggestions as final decisions are made.
A) directive leadership
B) supportive leadership
C) achievement-oriented leadership
D) participative leadership
23. According to the path-goal model of leadership, _____ refers to alternative beliefs about
whether an employee’s achievements are the product of his or her own effort or the result of
outside forces.
A) self-perceived task ability
B) narcissism
C) locus of control
D) leader−member relation
24. In the Vroom decision-making model, _____ dimensions include cost considerations and the
availability of information and whether or not the problem is structured.
A) decision-quality
B) employee-acceptance
C) goal-setting
D) task-structure
25. According to Vroom’s decision-making model, a(n) _____ leader individually solves the
problem using the information already available.
A) consultative II
B) group II
C) consultative I
D) autocratic I
26. According to Vroom’s decision-making model, a(n) _____ leader meets with a group of
subordinates to share the problem and obtain inputs, and then decides.
A) consultative II
B) group II
C) consultative I
D) autocratic II
27. With regard to a leader’s attempts to influence employees, which of the following is NOT
considered a neutralizer?
A) Physical distance
B) Inflexible work rules
C) Cohesive work groups
D) Gain-sharing reward systems
28. Which of the following is a substitute for leadership?
A) Inflexible work rules
B) Peer appraisal/feedback
C) Increased group status
D) Superordinate goals
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written consent of McGraw-Hill Education.
Ans: B
Page: 196
Difficulty: Easy
29. Which of the following is considered an enhancer for leadership?
A) Peer appraisal/feedback
B) Staff available for problems
C) Increased group status
D) Employee indifference toward rewards
30. According to the taxonomy of leadership behaviors, which of the following statements is
true of the relations-oriented category?
A) It mainly involves stimulating creativity, mutual learning, and environmental adaptation by
envisioning, advocating, and encouraging change.
B) It typically involves human capital by supporting, developing, recognizing, and empowering
people.
C) It primarily involves accomplishing objectives by clarifying, planning, and monitoring
operations.
D) It exclusively involves acquiring resources for the organization and promoting the unit to its
stakeholders by networking, external monitoring, and engaging in representational behaviors.
1. Describe the primary traits of leadership.
2. What are the three broad types of skills leaders use? Define and provide an example of each.
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written consent of McGraw-Hill Education.
technique. Examples are the skills learned by accountants and computer programmers. Human
skill is the ability to work effectively with people and to build teamwork. It involves care-giving,
demonstrating empathy and sympathy. Conceptual skill is the ability to think in terms of models,
frameworks and broad relationships, such as long-range planning.
Page: 183
Difficulty: Medium
3. List three useful guidelines that managers are encouraged to use as a result of Fiedler’s
contingency model.
4. According to Hersey & Blanchard’s situation leadership model, what is development level
and how do managers assess this level?
5. Describe the four major styles in Hersey and Blanchard’s situational leadership model.
6. Describe path-goal leadership. What are its major goals?
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written consent of McGraw-Hill Education.
Ans: Path-goal leadership states that the leader’s job is to use structure, support, and rewards to
create a work environment that helps employees reach the organization’s goals. The two major
roles of path-goal leadership involved are:
• To create a goal orientation
• To improve the path toward the goals
Page: 191
Difficulty: Medium
7. What are the four alternatives of leadership identified by the path-goal model?
8. There are two major contingency factors a leader must analyze. One of these factors is the
work environment. What three things must a leader identify in the work environment?
9. Describe Vroom’s decision-making model. Why was it created and how can it help
managers?
10. Name the areas in which most managers admit they need coaching.
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written consent of McGraw-Hill Education.
• Improving their interaction style
• Dealing more effectively with change
• Developing their listening and speaking skills
Page: 197
Difficulty: Medium