Difficulty: 1 Easy
Learning Objective: 10-03 Explain how contingency models of leadership enhance our understanding of effective
leadership and management in organizations.
Topic: Fiedler‘s Contingency Model of Leadership Effectiveness
55.
Which of the following refers to the amount of legitimate, reward, and coercive power that
a leader has by virtue of his or her position in an organization?
A.
Leader style
B.
Task structure
C.
Position power
D.
Leader relations
The third situational characteristic Fiedler described, position power, is the amount of
legitimate, reward, and coercive power a leader has by virtue of his or her position in an
organization. Leadership situations are more favorable for leading when position power is
strong.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 10-03 Explain how contingency models of leadership enhance our understanding of effective
leadership and management in organizations.
Topic: Fiedler‘s Contingency Model of Leadership Effectiveness
56.
Which of the following terms was used by Fiedler to refer to the manager’s characteristic
approach to leadership?
A.
Leader style
B.
Task structure
C.
Position power
D.
Leader relations
Fiedler hypothesized that personal characteristics can influence leader effectiveness. He
used the term “leader style” to refer to a manager’s characteristic approach to leadership
and identified two basic leader styles: relationship-oriented and task-oriented. All
managers can be described as having one style or the other.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 10-03 Explain how contingency models of leadership enhance our understanding of effective
leadership and management in organizations.
Topic: Fiedler‘s Contingency Model of Leadership Effectiveness
57.
Which of the following best describes relationship-oriented leaders?
A.
Leaders whose primary concern is to develop good relationships with their
subordinates and to be liked by them
B.
Leaders whose primary concern is to ensure that subordinates perform at a high level
C.
Leaders whose primary concern is to develop a team that is above the rest
D.
Leaders whose primary concern is to ensure that teams work independently
Relationship-oriented leaders are primarily concerned with developing good relationships
with their subordinates and being liked by them. Relationship-oriented managers focus on
having high-quality interpersonal relationships with subordinates. This does not mean,
however, that the job does not get done when such leaders are at the helm. But it does
mean that the quality of interpersonal relationships with subordinates is a prime concern
for relationship-oriented leaders.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 2 Medium
Learning Objective: 10-03 Explain how contingency models of leadership enhance our understanding of effective
leadership and management in organizations.
Topic: Relationship Motivated Leadership
58.
According to Fiedler, the extent to which the work of subordinates is clear so that they
know what to do and how to do it is known as ________.
A.
consideration structure
B.
task structure
C.
empowerment structure
D.
leader-member relations
Task structure is the extent to which the work to be performed is clear-cut so that a
leader’s subordinates know what needs to be accomplished and how to go about doing it.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 10-03 Explain how contingency models of leadership enhance our understanding of effective
leadership and management in organizations.
Topic: Fiedler‘s Contingency Model of Leadership Effectiveness
59.
According to Fiedler’s model, when a situation is very unfavorable for a leader, he/she will
be more effective if he/she is ________.
A.
task-oriented
B.
relationship-oriented
C.
participative
D.
autocratic
Task-oriented leaders are most effective in situations that are either very favorable or very
unfavorable.
Difficulty: 2 Medium
Learning Objective: 10-03 Explain how contingency models of leadership enhance our understanding of effective
leadership and management in organizations.
Topic: Fiedler‘s Contingency Model of Leadership Effectiveness
60.
The contingency model that focuses on how managers motivate subordinates by
identifying their desired outcomes, rewarding them for high performance, and the
attainment of work goals with these desired outcomes is ________.
A.
the transformational leadership theory
B.
House’s path-goal theory
C.
the leader substitutes model
D.
Fiedler’s model
House’s path-goal theory is a contingency model of leadership proposing that leaders can
motivate subordinates by identifying their desired outcomes, rewarding them for high
performance and the attainment of work goals with these desired outcomes, and clarifying
for them the paths leading to the attainment of work goals.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 10-03 Explain how contingency models of leadership enhance our understanding of effective
leadership and management in organizations.
Topic: Contingency Theory
61.
Path-goal theory is a contingency model because it proposes that the steps managers
should take to motivate subordinates depend on ________.
A.
the nature of the subordinates and the type of work they do
B.
customer demands
C.
the supply costs and quality possible, based on the budget
D.
the task difficulty
Directive behaviors, supportive behaviors, participative behaviors, and achievement–
oriented behaviors are the four kinds of leadership behaviors identified by the path-goal
theory.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 2 Medium
Learning Objective: 10-03 Explain how contingency models of leadership enhance our understanding of effective
leadership and management in organizations.
Topic: Contingency Theory
Topic: Fiedler‘s Contingency Model of Leadership Effectiveness
62.
The type of leadership behavior that is similar to “initiating structure” of the behavior
model is ________.
A.
consideration
B.
directive behavior
C.
supportive behavior
D.
participative behavior
Directive behaviors are similar to initiating structure and include setting goals, assigning
tasks, showing subordinates how to complete tasks, and taking concrete steps to improve
performance.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 2 Medium
Learning Objective: 10-03 Explain how contingency models of leadership enhance our understanding of effective
leadership and management in organizations.
Topic: Behavioral Management
Topic: Behaviors
Topic: Fiedler‘s Contingency Model of Leadership Effectiveness
63.
In which of the following situations is directive behavior considered to be beneficial?
A.
When subordinates are experiencing high levels of stress
B.
When subordinates are having difficulty completing assigned tasks
C.
When subordinates’ support of a decision is required
D.
When subordinates are independent thinkers who work best when left alone
Directive behaviors may be beneficial when subordinates are having difficulty completing
assigned tasks, but they might be detrimental when subordinates are independent
thinkers who work best when left alone.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 2 Medium
Learning Objective: 10-03 Explain how contingency models of leadership enhance our understanding of effective
leadership and management in organizations.
Topic: Behavioral Management
Topic: Behaviors
Topic: Fiedler‘s Contingency Model of Leadership Effectiveness
64.
The type of behavior that is similar to “consideration” of the behavior model is ________.
A.
initiating structure
B.
directive behavior
C.
supportive behavior
D.
participative behavior
Supportive behaviors are similar to consideration and include expressing concern for
subordinates and looking out for their best interests.
Blooms: Remember
Difficulty: 2 Medium
Learning Objective: 10-03 Explain how contingency models of leadership enhance our understanding of effective
leadership and management in organizations.
Topic: Behavioral Management
Topic: Behaviors
Topic: Fiedler‘s Contingency Model of Leadership Effectiveness
65.
Which type of behavior allows subordinates to have a say in matters that concern them?
A.
Participative behavior
B.
Directive behavior
C.
Supportive behavior
D.
Achievement-oriented behavior
A leadership substitute is something that acts in place of the influence of a leader and
makes leadership unnecessary.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 10-03 Explain how contingency models of leadership enhance our understanding of effective
leadership and management in organizations.
Topic: Behavioral Management
Topic: Behaviors
Topic: Fiedler‘s Contingency Model of Leadership Effectiveness
66.
Anything that acts in place of a leader so that leadership is unnecessary is known as
________.
A.
empowerment
B.
initiating structure
C.
consideration
D.
a leadership substitute
A leadership substitute is something that acts in place of the influence of a leader and
makes leadership unnecessary.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 10-03 Explain how contingency models of leadership enhance our understanding of effective
leadership and management in organizations.
Topic: Behavioral Management
Topic: Behaviors
Topic: Fiedler‘s Contingency Model of Leadership Effectiveness
67.
Which of the following alerts managers that sometimes they do not need to exert influence
over subordinates and thus can free up their time for other important activities?
A.
Fiedler’s contingency model
B.
House’s path-goal theory
C.
Leader substitutes model
D.
Leadership effectiveness theory
The leadership substitutes model alerts managers to the fact that sometimes they do not
need to exert influence over subordinates and thus can free up their time for other
important activities.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 2 Medium
Learning Objective: 10-03 Explain how contingency models of leadership enhance our understanding of effective
leadership and management in organizations.
Topic: Behavioral Management
Topic: Behaviors
Topic: Fiedler’s Contingency Model of Leadership Effectiveness
68.
The leadership substitutes model suggests that under certain conditions managers do not
have to play a leadership role ________.
A.
when employees may not be able to accept the company’s management’s philosophy
B.
when the company is facing large changes in personnel
C.
because members of an organization sometimes can perform at a high level without a
manager exerting influence over them
D.
when employees are not willing to accept changes
Characteristics of subordinates—such as their skills, abilities, experience, knowledge, and
motivation—can be substitutes for leadership. Characteristics of the situation or context—
such as the extent to which the work is interesting and enjoyable—also can be
substitutes. When managers empower their subordinates or use self-managed work
teams, the need for leadership influence from a manager is decreased because team
members manage themselves.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 2 Medium
Learning Objective: 10-03 Explain how contingency models of leadership enhance our understanding of effective
leadership and management in organizations.
Topic: Behavioral Management
Topic: Behaviors
Topic: Fiedler’s Contingency Model of Leadership Effectiveness
69.
Leadership that makes subordinates aware of their jobs’ importance to the organization is
called ________.
A.
consideration leadership
B.
empowerment leadership
C.
transformational leadership
D.
transactional leadership
Transformational leadership makes subordinates aware of the importance of their jobs
and performance to the organization and aware of their own needs for personal growth
and that motivates subordinates to work for the good of the organization.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 10-04 Describe what transformational leadership is, and explain how managers can engage in it.
Topic: Transformational Leadership
70.
Which of the following is a characteristic of a transformational manager?
A.
Awareness of the importance of their jobs and high performance
B.
Engaging in developmental consideration of others
C.
Awareness of their own needs for growth, development, and accomplishment
D.
Working for the good of the organization and not just their own personal benefit
Transformational managers are charismatic, intellectually stimulate subordinates, and
engage in developmental consideration.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Learning Objective: 10-04 Describe what transformational leadership is, and explain how managers can engage in it.
Topic: Transformational Leadership
71.
An enthusiastic, self-confident leader who is able to clearly communicate his/her vision of
how good things could be is known as a ________.
A.
transformational leader
B.
charismatic leader
C.
transactional leader
D.
path-goal leader
A charismatic leader is an enthusiastic, self-confident leader who is able to clearly
communicate his/her vision of how good things could be.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 10-04 Describe what transformational leadership is, and explain how managers can engage in it.
Topic: Charismatic Leadership
Topic: Transformational Leadership
72.
What type of leader exudes enthusiasm about his/her vision, and clearly communicates it
to his/her subordinates?
A.
Transformational leader
B.
Charismatic leader
C.
Transactional leader
D.
Considerate leader
Charismatic leaders are excited and enthusiastic about their vision and clearly
communicate it to their subordinates. The excitement, enthusiasm, and self-confidence of
a charismatic leader contribute to the leader’s being able to inspire followers to
enthusiastically support his or her vision.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 10-04 Describe what transformational leadership is, and explain how managers can engage in it.
Topic: Charismatic Leadership
Topic: Transformational Leadership
73.
When a manager shares information with subordinates in such a way that they become
aware of problems and the need for change, and in turn, take ownership and view
problems as challenges, the manager has engaged in ________.
A.
initiating structure
B.
developmental consideration
C.
charisma
D.
intellectual stimulation
Intellectual stimulation is behavior a leader engages in to make followers be aware of
problems and view these problems in new ways, consistent with the leader’s vision.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 10-04 Describe what transformational leadership is, and explain how managers can engage in it.
Topic: Transformational Leadership
74.
When a manager goes out of his or her way to give subordinates opportunities to increase
their skills and capabilities, he or she is engaging in ________.
A.
initiating structure
B.
developmental consideration
C.
charisma
D.
intellectual stimulation
When managers engage in developmental consideration, they go out of their way to
support and encourage subordinates, giving them opportunities to enhance their skills and
capabilities and to grow and excel on the job.
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 10-04 Describe what transformational leadership is, and explain how managers can engage in it.
Topic: Transformational Leadership
75.
What type of manager openly shares information with his or her subordinates so they are
aware of problems?
A.
Transformational manager
B.
Charismatic manager
C.
Transactional manager
D.
Relationship-oriented manager
Transformational managers openly share information with their subordinates so they are
aware of problems and the need for change. The manager causes subordinates to view
problems in their groups and throughout the organization from a different perspective,
consistent with the manager’s vision.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 10-04 Describe what transformational leadership is, and explain how managers can engage in it.
Topic: Transformational Leadership
76.
Leaders who motivate subordinates primarily by rewarding and reprimanding them are
called ________ leaders.
A.
transformational
B.
transactional
C.
structured
D.
considerate
Transactional leadership is leadership that motivates subordinates by rewarding them for
high performance and reprimanding them for low performance.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 10-04 Describe what transformational leadership is, and explain how managers can engage in it.
Topic: Transactional Leadership
77.
What type of leadership promotes trust in their leaders and the organizations?
A.
Transformational leadership
B.
Charismatic leadership
C.
Transactional leadership
D.
Servant leadership
Research has found that when leaders engage in transformational leadership, their
subordinates tend to have higher levels of job satisfaction and performance. Additionally,
subordinates of transformational leaders may be more likely to trust their leaders and their
organizations and feel that they are being fairly treated, and this, in turn, may positively
influence their work motivation.
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 2 Medium
Learning Objective: 10-04 Describe what transformational leadership is, and explain how managers can engage in it.
Topic: Transformational Leadership
78.
A manager who is a transactional leader ________.
A.
uses reward and coercive powers
B.
communicates vision to subordinates
C.
intellectually stimulates subordinates
D.
encourages subordinates to grow
When managers reward high performers, reprimand or otherwise punish low performers,
and motivate subordinates by reinforcing desired behaviors and extinguishing or punishing
undesired ones, they are engaging in transactional leadership.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 2 Medium
Learning Objective: 10-04 Describe what transformational leadership is, and explain how managers can engage in it.
Topic: Transformational Leadership