70) The Fiedler contingency model proposes that effective group performance depends upon the
proper match between a leader’s style and the degree to which a situation gives control to the
leader.
71) In Fiedler’s approach, if a respondent uses unfavorable terms to describe the co-worker in
question, the respondent can be said to be primarily task-oriented.
72) According to Fiedler, leader-member relations concerns the degree to which a leader takes a
personal interest in the needs of his or her employees and accepts individual differences among
them.
73) According to Fiedler’s contingency model, task-oriented leaders are most effective in
situations of high or low control.
74) In the leader-member exchange theory, the in-group is subject to frequent changes, so as to
give every employee a fair chance.
75) Leaders induce LMX by rewarding those employees with whom they want a closer linkage
and punishing those with whom they do not.
76) Leaders and followers of the same gender tend to have lower LMX than those of opposite
genders.
77) Most experts believe that individuals may be trained to exhibit charismatic behavior.
78) As a transactional leader, a CEO is more likely to be most effective if he lets employees
make decisions and avoids intervening when business problems arise.
79) Transactional and transformational leadership are opposing approaches to getting things
done.
80) In companies with transformational leaders, there is greater decentralization of
responsibility.
81) Socialized charismatic leadership conveys self-centered values by leaders.
82) The attribution theory of leadership says leadership is merely an attribution people make
about other individuals.
83) Attribution theory suggests what’s important is projecting the appearance of being a leader
rather than focusing on actual accomplishments.
84) Identification-based trust, based on a mutual understanding of each other’s intentions and
appreciation of the other’s wants and desires, is the easiest to achieve without face-to-face
interaction.
85) According to findings of the GLOBE project, Brazilians prefer leaders who take self-
governing decisions and act alone without engaging the group.
86) The GLOBE study reveals that there are some universal aspects to leadership.
87) Distinguish between leadership and management.
88) Identify and explain the two dimensions of leadership described in the Ohio State studies.
89) According to the Fielder model of leadership, how can leader effectiveness be improved?
90) Summarize the leader-member exchange theory.
91) Are charismatic leaders born or made?
92) Describe the full range of leadership model.
93) Distinguish between charismatic, transformational, and authentic leadership. Could an
individual display all three types of leadership?
94) If you were to believe in the attribution theory of leadership, what advice would you give
people who were aiming to become leaders?
95) What are the challenges of leading people who are physically separated from you and with
whom you communicate electronically?
96) In light of the findings of the GLOBE project, what elements of transformational leadership
appear universal?
97) Leaders who effectively display and manage emotions will ________.
A) not express genuine enthusiasm
B) keep the commitments they make
C) find it easier to influence the feelings of followers
D) focus on their own self-interest
E) use sympathy for those who fail to perform
98) Individuals who are narcissistic are higher in some behaviors associated with ________.
A) charismatic leadership
B) transactional leadership
C) transformational leadership
D) authentic leadership
E) servant leadership
99) Why are management by exception leaders considered ineffective?
A) They are not team oriented, participative, or humane.
B) They tend to be available only when there is a problem.
C) They describe their least preferred co-worker in favorable terms.
D) They provide considerable freedom to their employees.
E) They fail to build followers’ self-esteem and confidence.
100) Which of the following factors contributes to team-focused transformational leadership
being effective?
A) behavior that empowers individual followers to develop, enhance their abilities, and increase
self-efficacy
B) the extent to which a person’s job relationships are characterized by mutual trust, respect for
employees’ ideas, and regard for their feelings
C) behavior that emphasizes group goals, shared values and beliefs, and unified efforts
D) the extent to which a leader is likely to define the roles of employees in the search for goal
attainment
E) behavior that attempts to organize work, work relationships, and goals in a friendly and
approachable manner
101) According to the GLOBE study, which of the following elements is not universal in
transformational leadership?
A) encouragement
B) trustworthiness
C) vision
D) hindsight
E) dynamism
102) Which of the following is a characteristic of a servant leader?
A) one who uses power to achieve ends
B) one who focuses on self-interest
C) one who reduces team potency
D) one who gives orders to followers
E) one who serves the needs of others
103) How is team potency described in the context of servant leadership?
A) It is a belief that one’s team has above-average skills and abilities.
B) It is a psychological state when you agree to make yourself vulnerable to another.
C) It is the ability to influence a group toward the achievement of a vision.
D) It is the degree to which job assignments are procedurized.
E) It is an attribution people make about other individuals.
104) Which type of leaders are preferred when the competition is within teams and calls for
improving positive relationships within the group?
A) male leaders
B) female leaders
C) substitute leaders
D) neutralizer leaders
E) servant leaders
105) How do charismatic leaders reduce stress for their employees?
A) They show their ability to leverage higher salaries even with mediocre performance.
B) They advise a larger-than-life attitude that does not act in the best interest of the organization.
C) They convince their followers to pursue a vision that can be ruinous.
D) They help make work seem more meaningful and interesting.
E) They encourage those who follow them to be more creative.