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Indicate whether the statement is true or false.
1. Hersey and Blanchard’s situational theory focuses a great deal of attention on the characteristics of followers in
determining appropriate leadership behavior.
a. True
b. False
2. Influence means that the relationship among people is passive.
a. True
b. False
3. Transformational leaders are hardworking, tolerant, and fair-minded, but are not as capable of leading change as are
transactional leaders.
a. True
b. False
4. Values associated with interactive leadership include personal confidence, exclusion, and independence.
a. True
b. False
5. Leadership occurs among people, involves the use of influence, and is used to attain goals.
a. True
b. False
6. When Lonnie shouts at Kerry in public for not finishing her work and suspends her for two days, he is using his
coercive power.
a. True
b. False
7. A transformational leader is a leader distinguished by a special ability to bring about innovation and change.
a. True
b. False
8. Within a single individual, management and leadership reflect the same sets of qualities and skills that frequently
overlap.
a. True
b. False
9. Research indicates people rate leaders as “more effective” when they are perceived to use one influence tactic.
a. True
b. False
10. In a recent study, it was found that men were more capable of motivating others and listening than women.
a. True
b. False
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11. Legitimate, reward, and expert powers are all forms of position power.
a. True
b. False
12. The pragmatic survivor is a follower who participates actively in the organization but does not use critical-thinking
skills.
a. True
b. False
13. Three distinguishing personal characteristics associated with successful leaders are intelligence, honesty, and self-
confidence.
a. True
b. False
14. Charismatic leaders typically have a strong vision for the future and they can motivate others to help realize it.
a. True
b. False
15. The country club management style (1,9) stresses high service and concern for guests or customers, sometimes to the
detriment of employees of the firm.
a. True
b. False
16. The alienated follower is a person who is an independent, critical thinker but is passive in the organization.
a. True
b. False
17. The task-oriented leader, according to Fiedler, excels in the favorable situation, whereas relationship-oriented leaders
are most effective in situations of moderate favorability.
a. True
b. False
18. Personal power, innovation, and nurturing are consistently viewed as manager qualities rather than leader qualities.
a. True
b. False
Indicate the answer choice that best completes the statement or answers the question.
19. Colleen Farney at TeleTech shows vast knowledge, intelligence, cognitive ability, and keen decisiveness. Which of
the following personal characteristics of leadership is she showing?
a. Physical characteristics
b. Intelligence and ability
c. Personality
d. Social characteristics
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e. Social background
20. The recommended management style from the Leadership Grid is:
a. 1,9.
b. 9,1.
c. 5,5.
d. 1,1.
e. 9,9.
21. Ian does not have much of a relationship with his subordinates. They feel obligated to do as he says because he’s the
boss. This is an example of:
a. referent power.
b. legitimate power.
c. coercive power.
d. reward power.
e. expert power.
22. A Level I leader is:
a. capable.
b. contributing.
c. competent.
d. effective.
e. the highest level.
23. All of the following are leadership qualities, EXCEPT:
a. visionary.
b. innovates.
c. promotes change.
d. structured.
e. nurtures.
24. Andy’s subordinates say that they love working for Andy because he inspires them to not only believe in the
organization but also to believe in their own potential. Andy can best be described as which of the following types of
leader?
a. Transformational
b. Servant
c. Authentic
d. Transactional
e. Interactive
25. The leader who stimulates high standards and champions dedication to vision is a __________ leader
a. Level 1
b. Level 2
c. Level 3
d. Level 4
e. Level 5
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26. Researchers at Ohio State University identified two major behaviors called:
a. commitment and consideration.
b. commitment and initiation.
c. consideration and initiating structure.
d. initiating structure and commitment.
e. consideration and concern for people.
27. Two leadership styles used by Fiedler in his contingency theory were:
a. employee-centered and job-centered.
b. consideration and initiating structure.
c. concern for people and concern for production.
d. relationship-oriented and task-oriented.
e. employee-oriented and relations-oriented.
28. The early research on leadership traits was referred to as the:
a. contingency theory of leadership.
b. path-goal theory of leadership.
c. “great man” approach.
d. situational theory of leadership.
e. behavioral approach.
29. Which of the following is a desired characteristic of both leaders and followers?
a. Honesty
b. Intelligence
c. Loyalty
d. Dependability
e. Cooperation
30. One of Ruby’s few flaws is that she does not consider possibilities beyond what she is told, accepting her supervisor’s
ideas without thinking. She can best be described as which of the following types of thinker?
a. Transformational
b. Servant
c. Uncritical
d. Transactional
e. Critical
31. Which of the following types of leader clarifies the role and task requirements of subordinates?
a. Transactional
b. Charismatic
c. Transformational
d. Supportive
e. Team
32. According to the Leadership Grid, __________ means the absence of a management philosophy, where managers
exert little effort toward interpersonal relationships or work accomplishment.
a. solitary management
b. middle-of-the-road management
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c. low-road management
d. authority-compliance management
e. impoverished management
33. Wilson is viewed by his boss as driven, tenacious, and conscientious in the pursuit of his goals. These characteristics
fit within which of the following categories?
a. Physical characteristics
b. Intelligence and ability
c. Work-related characteristics
d. Social background
e. Social characteristics
34. Which of the following is NOT one of Schmidt’s five leadership precepts?
a. Get to know your employees.
b. Create new ways to reward high performers.
c. Ensure the integrity of the hierarchy.
d. Let employees own the problems.
e. Have employees’ performance reviewed by respected others.
35. Beth, a middle manager at Heather’s Handbags, uses threats and punishments to influence the behavior of her
subordinates. Which of the following sources of power is Beth relying on?
a. Reward power
b. Coercive power
c. Expert power
d. Referent power
e. Personal power
36. All of the following are interpersonal influence tactics, EXCEPT:
a. help people to like you.
b. develop allies.
c. rely on the rule of demand.
d. appeal to higher authority.
e. ask for what you want.
37. Which of the following is NOT a manager quality?
a. Maintains stability
b. Organizes
c. Analyzes
d. Rational
e. Personal power
38. Peter has the ability to convince others to work toward the attainment of goals. This ability is known as:
a. motivation.
b. leadership.
c. commitment.
d. a conceptual skill.
e. a personal agenda.
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39. __________ means being unpretentious and modest rather than arrogant and prideful.
a. Humility
b. Egotism
c. Altruism
d. Reserved
e. Assurance
40. Leadership is reciprocal, which means:
a. it is dynamic.
b. it is a problem-solving activity.
c. it occurs among people.
d. it is redundant.
e. it always creates conflict.
41. Recently, Beagle Boutique was attempting to hire a middle manager. It was looking for an intelligent, confident, and
honest individual. Which approach to leadership was Beagle using?
a. The contingency approach
b. The situational approach
c. The trait approach
d. The behavioral approach
e. The substitute approach
42. Which of the following types of follower participates actively in the organization but does not use critical-thinking
skills?
a. Passive follower
b. Effective follower
c. Alienated follower
d. Conformist
e. Pragmatic survivor
43. Marion is a great manager and has a number of special skills. In particular, Marion has the ability to get his
subordinates to do more than would be normally expected. Which of the following best describes Marion?
a. Transactional leader
b. Supportive leader
c. Charismatic leader
d. People-oriented leader
e. Production-oriented leader
Enter the appropriate word(s) to complete the statement.
44. __________ is the extent to which the leader is sensitive to subordinates, respects their ideas and feelings, and
establishes mutual trust.
45. A model of leadership that describes the relationship between leadership styles and specific organizational situations is
called a(n) __________ approach.
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46. A situational variable that counteracts a leadership style is known as a(n) __________.
47. A(n) __________ for leadership makes the leadership style unnecessary or redundant.
48. Power resulting from a leader’s special knowledge or skill regarding the tasks being performed by followers is referred
to as __________.
49. The __________ has the ability to inspire and motivate people to do more than they would normally do, despite
obstacles and personal sacrifice.
50. Power that results from the authority to reward others is called __________.
51. A(n) __________ leader is distinguished by a special ability to bring about innovation and change.
52. Vision, innovation, nurturing, and personal power are examples of __________ qualities.
53. __________ are the distinguishing personal characteristics of a leader, such as intelligence, honesty, self-confidence,
and even appearance.
54. __________ followers are critical, independent thinkers and are active in the organization.
55. __________ is the extent to which the leader is task-oriented and directs subordinates’ work activities toward goal
attainment.
56. __________ is the potential ability to influence the behavior of others.
57. A contingency approach to leadership that links the leader’s behavioral style with the task readiness of subordinates is
called the __________.
58. __________, according to the Leadership Grid, occurs when efficiency in operations is the dominant orientation.
59. In __________, the leader favors a consensual and collaborative process, and influence derives from relationships
rather than position power and formal authority.
60. The ability to influence people toward the attainment of goals is known as __________.
61. List the two dimensions used in Blake and Mouton’s Leadership Grid.
62. List the two types of personal power.
63. Distinguish between charismatic and transformational leadership.
64. Differentiate between a substitute and a neutralizer.
65. What is the basic difference between consideration behavior and initiating structure behavior?
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Answer Key
1. True
2. False
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26. c
27. d
28. c
29. a
30. c
31. a
32. e
33. c
34. c
35. b
36. c
37. e
38. b
39. a
40. c
41. c
42. d
43. c
44. Consideration
45. contingency
46. neutralizer
47. substitute
48. expert power
49. charismatic leader
50. reward power
51. transformational
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52. leader
53. Traits
54. Effective
55. Initiating structure
56. Power
57. situational theory
58. Authority-compliance
59. interactive leadership
60. leadership
61. The two dimensions are concern for people and concern for production.
62. expert power, referent power
63. A charismatic leader has the ability to inspire and motivate subordinates to transcend their expected performance.
Vision, value, and trust mark their impact. They tend to have an emotional impact on followers. Transformational leaders
are distinguished from charismatic leaders by their special ability to bring about innovation and change. They usually
emerge to take an organization through a major strategic change, focusing on the intangible qualities that facilitate the
change process.
64. A substitute is a situational variable that makes a leadership style unnecessary or redundant. A neutralizer is a
situational variable that counteracts a leadership style and prevents the leader from displaying certain behaviors.
65. The difference between these two major leadership behaviors is their focus. The focus of consideration behavior is
people, with the leader being mindful of subordinates, respecting their ideas and feelings, and building trust. Initiating
structure has a task orientation, with the leader directing subordinate work activities toward goal attainment, giving
instructions, planning, and scheduling.