57. According to the Leadership Grid, if a supervisor uses a middle of the road management leadership style, he or she:
a. shows primary concern for people and little concern for production.
b. places equal emphasis on people and production.
c. has little concern for people or production.
d. structures the work, delegates as little as possible, and usually is an autocrat in getting work accomplished.
58. Based on the the Leadership Grid, opportunistic management occurs when:
a. people remain in the same grid style.
b. personal gain is never thought of.
c. people shift to whatever grid style is needed to gain maximum advantage.
d. effort is given only for an advantage of organizational gain without any concern for personal gain.
59. According to the Leadership Grid, a supervisor who has high concern for both production and people would be using
a style of leadership referred to as:
a. task management.
b. country club management.
c. impoverished management.
d. team management.
60. If a manager scores 9,9 on the Leadership Grid, then he or she is said to demonstrate:
a. a high concern for people and a low concern for results.
b. a high concern for both people and production.
c. a low concern for people and a low concern for results.
d. impoverished management.
61. The Situational Leadership Model shows the relationship between:
a. the higher and lower needs of the employees.
b. the higher and lower needs of the supervisors.
c. the ambitions of the supervisor and the organizational objectives.
d. the readiness of followers and the leadership style.
62. According to the life cycle theory of leadership, involves providing people with support, giving them positive
feedback, and asking for their opinions and ideas.
a. task behavior
b. autocratic behavior
c. relationship behavior
d. egoistic behavior
63. involves clarifying the job, telling people what to do, how to do it, and when.
a. Task behavior
b. Relationship behavior
c. Participative behavior
d. Autonomous behavior
64. The structuring and telling leadership style implies:
a. high task and high relationship.
b. high task and low relationship.
c. high relationship and low task.
d. low relationship and low task.
65. Which of the following is characteristic of the participating and supporting style of leadership proposed by Hersey
and Blanchard?
a. High task, low relationship
b. High task, high relationship
c. Low task, high relationship
d. Low task, low relationship
66. The delegating leadership style proposed by Hersey and Blanchard that is appropriate for exceptionally capable and
ready individuals is characterized by a:
a. high task, low relationship.
b. high task, high relationship.
c. low task, high relationship.
d. low task, low relationship.
67. According to Tannenbaum and Schmidt‘s leadership continuum, the greater the authority used by a supervisor,
_____.
a. the larger the area of freedom for employees.
b. the more participative his or her leadership style is.
c. the smaller is the area of freedom for employees.
d. the lesser is the autocratic style of his or her leadership.
68. The long-run trend in U.S. industry is for managers to use a .
a. Theory X approach.
b. more participative approach.
c. structuring and telling style.
d. 9,1 authority-compliance management style.
69. is an approach that helps groups to evolve effectively and to achieve highly supportive, open, creative,
committed, high-performing membership.
a. Theory X leadership
b. Transactional leadership
c. Developmental leadership
d. Autocratic leadership
70. have a great need for control and want to run things.
a. Heroic managers
b. Theory Y managers
c. Developmental managers
d. Country club managers
71. Which of the following is not a characteristic of heroic managers?
a. They want to know at all times what is going on.
b. They should be able to solve any problem.
c. They should be the only ones responsible for how their departments work.
d. They have limited or no technical expertise.
72. is the goal of a developmental leader.
a. Achieving personal objectives rather than the group’s objectives
b. Building heroes
c. Withholding leadership from followers
d. Being a hero
73. Which of the following is not a characteristic shown by a developmental manager?
a. Shared leadership
b. Developing individual skills
c. Absolute responsibility and control
d. Shaping a common vision
74. Transformational leadership is closely related to:
a. transactional leadership.
b. team leadership.
c. informational leadership.
d. contemporary leadership.
75. is a traditional leadership approach and is similar to an exchange process.
a. Transactional leadership
b. Developmental leadership
c. Transformative leadership
d. Country club leadership
76. Which of the following statements is true?
a. Transactional leadership is based on the premise that leaders can reward employees who meet their
objectives.
b. A leader can demonstrate either transactional or transformative leadership behavior but not both.
c. Transformational leadership exists only at the top level of management.
d. Transformational leadership can result in lower-order improvements, but if one wants higher-order
improvements, transactional leadership is needed.
77. Which of the following is true about transactional and/or transformational leadership?
a. Leaders showing a transactional style convert followers into leaders.
b. Leaders can demonstrate both transactional and transformational leadership behaviors.
c. Transactional leaders use unorthodox management strategies.
d. Transformational leaders use traditional management strategies.
78. In (a)n , organizational members take a hard look at the past to identify what to hold on to, while deciding
what needs to go. Employee participation in the change process is the key.
a. transactional leadership
b. autocratic leadership
c. adaptive leadership
d. theory X leadership
79. The paradox of involves toughness and tenderness, putting the well-being of the group before the individual.
a. Theory X leadership
b. heroic management
c. servant leadership
d. structuring and telling leadership
80. Servant leaders:
a. rely more on persuasion rather than using their positional authority.
b. use the same management strategies as heroic leaders.
c. have a high need for influence and control.
d. give more importance to their own welfare than the group’s welfare.
81. Enabling others to move toward the organizational vision is:
a. promoting quality.
b. visioning.
c. coaching.
d. empowering.
82. is (are) best defined as the assortment of skills and characteristics that influence a person’s ability to succeed
as a leader.
a. Theory Y assumptions
b. Leadership Grid® factors
c. Emotional intelligence
d. Transactional leadership
83. Research has shown that is (are) the most important ingredient of excellent leadership performance.
a. control
b. emotional intelligence
c. I.Q.
d. technical skills
84. Which of the following is NOT a component of emotional intelligence?
a. Self-awareness
b. Motivation
c. Empathy
d. Self-conceit
85. What are the three factors influencing the choice of leadership style?
86. Compare and contrast the assumptions of Theory X and Theory Y.
87. Define readiness level. What are the factors affecting an individual’s readiness level?
88. Which two concerns are described in the Leadership Grid®? Describe five combinations of these concerns.
89. Distinguish between task behaviors and relationship behaviors. How are these factors related to employee
readiness?
90. Discuss how a supervisor could use the Tannenbaum and Schmidt leadership continuum to decide how much to
involve employees in decision making.
91. Contrast developmental leadership and heroic leadership.
92. Describe the difference between transformational and transactional leadership.
93. Discuss the paradox of servant leadership. What are some characteristics of servant leadership?
94. Describe the core leadership functions.
(1) Valuing is having a good grasp of the organization’s values and being able to
95. Describe what emotional intelligence is, and the skills that are associated with an emotionally intelligent individual.