60) According to the path-goal model, when Greg consults with the employees for suggestions
prior to making a decision, he displays which one of the following leadership styles?
A) considerate
B) supportive
C) participative
D) democratic
61) According to the path-goal model, when Hannah meets with the employees to establish
challenging goals and expectations for the next financial year, she displays which one of the
following leadership styles?
A) task-oriented
B) production-oriented
C) democratic
D) achievement-oriented
62) According to the path-goal theory, directive leadership will lead to higher employee
satisfaction when there is ________ within a work group.
A) cohesiveness
B) high structure
C) substantive conflict
D) internal locus of control
63) According to the path-goal theory, employee performance and leadership style are likely to
be positively related when ________.
A) the leader adopts a directive style when the tasks are clear and the employee has the
experience and the ability to handle them
B) the leader displays directive behavior at all times
C) the leadership style compensates for shortcomings in either the employee or the work setting
D) the leader adopts a directive style of leadership with followers who have an internal locus of
control
64) Fiedler’s contingency model of leadership style proposed that effectiveness depends on the
ability and willingness of the subordinates.
65) The least-preferred coworker questionnaire measures whether a leader is task or relationship
oriented.
66) Fiedler’s model assumed that the leader’s style was fixed regardless of the situation.
67) According to Fiedler’s research, task-oriented leaders tended to perform better in situations
that are very favorable to them and in situations that were very unfavorable.
68) Derek heads a team of ten research analysts in Deutsche Bank. Even though he is least
impressed with Cara among all his subordinates, when asked about her work he chose to focus
on her strengths rather than her weaknesses. Derek can be described as a task-oriented leader.
69) According to Robert House’s path-goal theory, a supportive leader lets subordinates know
what’s expected of them, schedules the work to be done, and gives specific guidance on how to
accomplish tasks.
70) Robert House’s achievement-oriented leader sets challenging goals and expects followers to
perform at their highest level.
71) Robert House assumed that leaders can change leadership styles depending on the situation.
72) Path-goal theory holds that subordinates with an external locus of control will be more
satisfied with a directive style.
73) Path-goal theory states that employee performance and satisfaction are likely to be positively
influenced when the leader chooses a leadership style that compensates for shortcomings in
either the employee or the work setting.
74) In a short essay, discuss the situational leadership theory developed by Paul Hersey and Ken
Blanchard. Next, list and discuss the four specific leadership styles as defined by them.
75) In a short essay discuss the stages of readiness from the situational leadership theory
developed by Hersey and Blanchard. Give an example for each stage.
76) When Alan was promoted to the head of the sales team at Mac Software Inc., he chose three
of his closest friends in the team to form the core sales group with him. Which one of the
following predictions would be consistent with the LMX theory?
A) Such an arrangement eventually becomes unstable.
B) Job satisfaction is more likely to be higher for the team members who are not a part of the
core group.
C) Team members who are not a part of Alan’s core group are actually far more competent than
his friends who form the core team.
D) There will be a higher turnover among team members who are not a part of the core group.
77) Adrienne receives more attention and information from her supervisor than some of her
coworkers. Because she feels “special,” she puts more effort into her performance and scores
higher on her evaluations. According to LMX theory, Adrienne is a ________.
A) naturally high achiever
B) member of the in-group
C) protégé of her supervisor
D) task-oriented employee
78) Bill expects his employees to wonder “What’s in it for me?” when he assigns extra tasks to
them, so he is ready with an answer about the reward for their work. Bill is a(n) ________
leader.
A) situational
B) transformational
C) transactional
D) charismatic
79) Which one of the following is an accurate statement about transformational leaders?
A) They are poor motivators.
B) They clarify task requirements.
C) They exhibit more than just charisma.
D) They focus on tasks and pay little attention to followers.
80) Rachel’s colleagues and subordinates have a very high regard for her. They know that no one
can get high-quality work done the way Rachel can. She inspires her team to excel in their work,
even exceeding their own expectations. What her subordinates like best about Rachel is that they
are free to discuss her decisions with her, even question her once in while if they are not sure
about her strategy. Which one of the following best describes Rachel’s leadership style?
A) transactional
B) charismatic
C) authentic
D) transformational
81) A leader, such as Bill Gates of Microsoft, who can inspire followers above their own self-
interests and can have a profound effect on their performance, is known as a(n) ________ leader.
A) transactional
B) directive
C) informational
D) transformational
82) The evidence supporting the superiority of transformational leadership over the transactional
style is ________.
A) inconclusive
B) moderately supportive
C) moderately negative
D) overwhelmingly impressive
83) Evidence indicates that transformational leadership is strongly correlated with ________.
A) lower turnover rates and lower levels of goal attainment and follower well-being
B) lower turnover rates and higher levels of productivity and creativity
C) higher turnover rates and lower levels of productivity and employee satisfaction
D) higher turnover rates and higher levels of employee satisfaction and follower well-being
84) Joanna has a very clear idea of what she wants her team to accomplish and often works that
idea into conversations with her subordinates. She uses unconventional and sometimes
controversial means to achieve her ends, but her subordinates know she has their backs. Joanna
can be described as a(n) ________ leader.
A) telling
B) charismatic
C) authoritative
D) participative
85) If Rhonda is a charismatic leader, which one of the following characteristics is she most
likely to possess?
A) a strong need to be in control
B) a lack of sensitivity to environmental constraints
C) an external locus of control
D) a willingness to take risks to achieve her vision
86) Researchers who train individuals to use charismatic nonverbal behaviors do not recommend
________.
A) leaning toward the subordinate
B) avoiding eye contact
C) having relaxed posture
D) having animated facial expressions
87) ________ leadership is the ability to create and articulate a realistic, credible, and attractive
vision of the future for an organization that improves on the present.
A) Visionary
B) Charismatic
C) Trait
D) Transactional
88) Cecil, CEO of a mid-size manufacturing company, readily accepts responsibility for his
firm’s products, including its mistakes. He is rather quiet but still a strong leader. Cecil could be
called a(n) ________ leader.
A) ethical
B) supportive
C) transformational
D) authentic
89) Which one of the following would likely be a responsibility of a team leader?
A) Assign tasks to team members and monitor their performance.
B) Select members for the team.
C) Manage the team’s external boundaries.
D) Define the direction for the team and set goals for their performance.
90) Members of a manager’s in-group tend to have multiple similarities with the manager.
91) According to LMX theory, the leader chooses the in-group but the job requirements drive the
decision.
92) Transactional and transformational leadership are opposing approaches to getting things
done.
93) A charismatic leader is likely seen as being self-confident and influential.
94) People working for charismatic leaders are motivated to exert extra work effort but express
lower satisfaction.
95) Charisma is an essential quality that leaders must possess to achieve high levels of employee
performance.
96) Charisma is the ability to create and articulate a realistic, credible, attractive vision of the
future for any organization or organizational unit that grows out of and improves on the present.
97) A vision should offer clear and compelling imagery that taps into people’s emotions and
inspires enthusiasm to pursue the organization’s goals.
98) Authentic leadership emphasizes the moral side of business.
99) Ethical leaders place public safety ahead of profits.
100) One specific role of team leadership is that team leaders are troubleshooters.
101) Team leadership involves a different set of responsibilities than the traditional leadership
roles.
102) In a short essay, differentiate between transactional and transformational leaders.
103) Compare and contrast charismatic and authentic leadership.
104) Juan is the person employees go to when knowledge of a topic was needed. Juan holds
________ power.
A) legitimate
B) reward
C) referent
D) expert
105) All of the following are sources of leader power except ________.
A) legitimate
B) status
C) expert
D) coercive
106) Which one of the following is the type of power a person has because of his or her position
in the formal organizational hierarchy?
A) legitimate power
B) coercive power
C) reward power
D) expert power
107) Sam is the manager at a department store. He has 20 employees working for him who are
mostly unhappy and discontented with the way he threatens them for even minor errors. Which
one of the following statements is likely to be true about Sam?
A) Sam is a transactional leader.
B) Sam is using coercive power to get the job done.
C) Sam is a telling leader.
D) Sam is using referent power to get the job done.
108) Tamera is the person employees go to when they need help with difficult work problems, as
with software applications. Tamera holds ________ power.
A) legitimate
B) coercive
C) reward
D) expert
109) Kay is the supervisor that the employees go to for task-related decisions. Kay holds
________ power.
A) reward
B) expert
C) legitimate
D) coercive
110) Clay is a transactional leader who can provide tangible rewards for good performance for
his employees. Clay holds ________ power.
A) reward
B) legitimate
C) coercive
D) referent
111) Marsha is the manager at a bank, with 30 employees reporting to her. Many of her staff are
extremely impressed with the way she handles her work and the people at the bank. They take
pride in being associated with her team. She is not only fair and understanding, but ensures that
the deserving employees are compensated well. Which two sources of power does Marsha use in
this example?
A) reward and referent power
B) referent and coercive power
C) expert and reward power
D) referent and expert power
112) Your firm’s attorney exercises ________ power when giving legal advice.
A) legitimate
B) status
C) expert
D) coercive
113) ________ power is the power that arises because of a person’s desirable resources or
personal traits.
A) Expert
B) Referent
C) Reward
D) Legitimate
114) When a young child emulates a professional sports star’s behavior, what kind of power does
the star have over the child?
A) legitimate
B) expert
C) coercive
D) referent
115) The most dominant component of credibility is ________.
A) expertise
B) status
C) authority
D) honesty
116) The dimension of trust that is used to describe honesty and truthfulness is ________.
A) integrity
B) competence
C) consistency
D) loyalty
117) Shaun is the manager of a warehouse operated by a department store. He is trusted by his
subordinates because he shares information freely, is reliable, and shows extremely good
judgment while handling any type of crisis. Shaun is also known to be very protective of his
staff. Which dimensions of trust is he exhibiting?
A) integrity and loyalty
B) competence and openness
C) consistency, loyalty, and openness
D) loyalty, consistency, and competence
118) Why are more and more companies empowering nonmanagerial employees?
A) Managers needs to make quick decisions.
B) Organizational upsizing left many managers with smaller spans of control.
C) Empowerment is appropriate for all circumstances.
D) Managers must cope with increased work demands.
119) One general conclusion that surfaces from leadership research is that ________.
A) effective leaders do not use any single style
B) managers always make good team leaders
C) national culture is one situational variable which in reality has a limited impact on leadership
style
D) women usually make better transactional leaders than men
120) Milan will be managing project engineers in 17 countries around the globe. To maximize
his chances for success in these widely diverse cultures, Milan should adopt a(n) ________
leadership style.
A) transactional
B) transformational
C) authentic
D) participative
121) Legitimate power is inherent in management positions.
122) Legitimate power and authority are one and the same.
123) Reward power is the power that arises because of a person’s desirable resources or personal
traits.
124) Credibility is the degree to which followers perceive someone as honest, competent, and
able to inspire.
125) Trust is the belief in the integrity, character, and ability of a leader.
126) Of the five dimensions that make up the concept of trust, loyalty seems to be the most
critical when someone assesses another’s trustworthiness.
127) Transformational leadership characteristics are ineffective in non-Western cultures.
128) With enough training, anyone can become an effective leader.
129) Leadership training works best with individuals who are high self-monitors.
130) The presence of routine tasks, formal goals and explicit rules make leadership unnecessary.
131) Discuss the five sources in which leader power has been identified. Include specific
examples of each source of power to support your answer.
132) Explain the various substitutes for leadership and give examples of situations when
leadership may not be necessary.