Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition: Instructor Resource
53. A highly committed follower who does his job consistently well needs which type of leader?
a. Supportive
b. Directive
c. Coaching
d. Delegating
54. A follower with low-level motivation and mid-to-high level ability to complete the job
benefits from
a. A leader who provides a high level of support
b. A leader who directs tasks carefully
c. A leader who stays out of the day-to-day tasks
d. A leader who is both a cheerleader and authoritarian
55. The highly committed follower who just has not figured out how to do his job benefits from
a. A leader who provides a high level of support
b. A leader who directs tasks carefully
c. A leader who stays out of the day-to-day tasks and provides low levels of support
d. A leader who is both a cheerleader and authoritarian
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition: Instructor Resource
56. A leader applying the situational approach would
a. Focus on developing leader skills
b. Focus on adapting behavior to the subordinate and task characteristics of followers
c. Focus on supportive behaviors for all followers
d. Focus on assessing and adapting to followers’ needs in the workplace
57. When the leader tries to apply the right style of behavior to the situation he or she
a. First diagnoses, then adjusts appropriately
b. First adjusts, then evaluates the situation
c. First diagnoses, then delegates tasks
d. First adjusts, then provides direction
58. Jocelyn is struggling to grasp the process of a new job you have given her. She states she
understands the outcome of the project, but not how to start the project. She looks miserable and
uninterested in trying to start the project. Which alternative represents the most effective
leadership style you should use with Jocelyn?
a. Discuss the initial steps and ask her for input on alternative ways she could get started
b. Specify what she must do to complete the tasks and let her get started
c. Define the steps necessary to complete the assigned tasks and monitor her performance
frequently
d. Let her know she just needs to get started now
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition: Instructor Resource
59. You are leader of a group project for a class in which you previously have successfully used
coaching style. Now the group members seem very insecure about whether they can complete
the project, but it is apparent that they have learned a lot about how to do the project and are now
quite competent to do a good job. You decide to switch to a supporting style. Why did you make
this switch?
a. The followers moved up in competence
b. Supportive behaviors always help followers
c. The followers’ competence and commitment are about equal
d. The followers have moderate level of commitment
60. I prefer to use a low level of supportive leader behaviors and high directive behaviors with all
of my followers. Which of my followers will benefit most from my use of these behaviors?
a. D1
b. D2
c. D3
d. D4
61. I tend to tell my staff what to do and how to do it while I encourage them and ask them for
input about the goals of our organization. Which of my followers will benefit most from my use
of these behaviors?
a. D1
b. D2
c. D3
d. D4
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition: Instructor Resource
62. I prefer to tell my staff what to do and rarely integrate them in the decision-making process.
Which of my followers will benefit most from my use of these behaviors?
a. D1
b. D2
c. D3
d. D4
63. Many research studies identify and empirically support the situational approach. This
statement is
a. A strength of the situational approach
b. A criticism of the situational approach
c. Describes the developmental levels in situational approach
d. Describes the leader behaviors in situational approach
64. Which of the following is a criticism of situational approach?
a. Research does not address how commitment and competence integrate into development
levels
b. It is used in training and development programs
c. It has prescriptive value for leaders
d. It is highly flexible in nature
65. In Situational Leadership®
a. Leaders find their personal best style and apply it to all followers
b. Leaders adapt their behaviors to meet the organization’s needs
c. Leaders match their styles to the subordinate development levels
d. Leaders adjust their styles based on their own skill level
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition: Instructor Resource
66. Competence in the Situational Leadership® approach can be defined as
a. Having a positive attitude toward the work
b. Being dedicated and a hard-worker
c. Having the desire to complete the task
d. Mastering the skills necessary to complete the task
67. Commitment in the Situational Leadership® approach can be defined as
a. Having motivation and confidence in doing the work
b. Being dedicated and a hard worker
c. Possessing the skills necessary to complete the task
d. Mastering the skills necessary to complete the task
68. Situational Leadership® comprises both directive and supportive dimensions
a. That are behaviorally similar to task and relationship behaviors in the behavioral approach
b. That are applied in the same way to all followers
c. That are used separately depending on the followers’ needs
d. That are applied to followers who are not sure what their task needs are
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition: Instructor Resource
69. The directive and supportive behaviors in situational approach
a. Are applied separately depending on followers’ needs
b. Are applied to the same degree in the supportive behavioral style
c. Must be applied together depending on the followers’ needs
d. Must be applied to the same degree in the directive behavioral style
70. You communicate well with your followers by encouraging their work and helping them plan
out their daily tasks. Which leader behavioral style are you using?
a. Delegating
b. Directing
c. Supporting
d. Coaching
71. You communicate with your followers when necessary and provide direction if followers ask
for it but day-to-day control of the decisions and work are left to your followers. You are using
which leader behavioral style?
a. Delegating
b. Directing
c. Supporting
d. Coaching
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition: Instructor Resource
Multiple Selection
72. Directive behaviors help group members accomplish goals by
a. Giving directions
b. Solving problems
c. Setting time lines
d. Listening
73. Supportive behaviors help group members by
a. Setting time lines
b. Giving directions
c. Asking for input
d. Solving problems
74. Followers have different developmental levels with different tasks. Leaders should
a. Adjust to each development level
b. Use the behavior they are best at in each level
c. Put structures in place to limit the movement along the continuum
d. Be flexible in leadership behavior
75. A strength of the Situational Leadership® approach is
a. It is a useful model for training and development
b. It has prescriptive value
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition: Instructor Resource
c. It emphasizes leader flexibility
d. It clearly describes how competence is combined with commitment to determine D levels
76. Which of the following are considered directive behaviors?
a. One-way communication
b. Problem solving
c. Setting time lines
d. Listening
77. Which of the following are considered supportive behaviors?
a. One-way communication
b. Problem solving
c. Setting time lines
d. Listening
78. Which of the following would a leader ask when determining the competence level of a
follower?
a. What task are the followers being asked to perform?
b. How can I best alter the styles of the followers?
c. Do the followers have the desire to complete the task?
d. How motivated are the followers to do the work?
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition: Instructor Resource
79. I prefer to use a high level of supportive leader behaviors with all of my followers. Which of
my followers will benefit most from my use of these behaviors?
a. D1
b. D2
c. D3
d. D4
80. A criticism of situational approach is
a. It is unclear how followers move along the developmental continuum
b. The research does not support a universal leadership style
c. Research does not clearly support the theoretical framework
d. Flexibility and adaptability are unreasonable behavioral expectations
True/False
81. According to Situational Leadership®, D3 subordinates may be highly skilled but also lack
commitment.
a. True
b. False
82. D4 subordinates are not certain that they can do the job by themselves.
a. True
b. False
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition: Instructor Resource
83. Situational Leadership® requires the clear recognition of subordinate needs.
a. True
b. False
84. The SLII® model emphasizes flexibility in leadership style.
a. True
b. False
85. In SLII®, Style 2 is low directive and low supportive.
a. True
b. False
86. In SLII®, Style 3 is high supportive and low directive.
a. True
b. False
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition: Instructor Resource
87. In SLII®, delegating is ineffective with subordinates who are very competent and committed.
a. True
b. False
88. SLII® is used by many corporations to train leaders.
a. True
b. False
89. One of the strengths of the situational approach is its clear conceptualization of subordinates’
developmental levels.
a. True
b. False
90. The situational approach contends that leadership involves both directive and supportive
behaviors.
a. True
b. False
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition: Instructor Resource
91. The situational approach requires leaders to demonstrate a strong degree of control.
a. True
b. False
92. Under the situational approach, leadership style refers to motivational principles.
a. True
b. False
93. In the situational approach, leadership style defines directive behaviors as those that help
group members in goal achievement via two-way communication.
a. True
b. False
94. Subordinates can move from one developmental level to another very quickly.
a. True
b. False
95. In the situational approach, supportive leader behaviors are mostly job related.
a. True
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition: Instructor Resource
b. False
Essay
96. According to the SLII® model, why is there a regression in commitment at development
levels 2 and 3? Do you agree with this reasoning?
97. What are the characteristics of the four levels of follower development in the SLII® model?
How would you characterize the development level of the students in this class? Give evidence
to support your view.
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition: Instructor Resource
98. A basic assumption of the SLII® is that employees’ skills and motivation vary over time. Do
you agree? Can you think of any exceptions? Does the SLII® fit all work situations equally
well?
99. Not all leadership communication takes place in person. How would the following media
support or complicate each of the four leadership styles?
Telephone:
E-mail:
Twitter:
Written memos:
100. You have emerged as the leader of your business finance group project in class. Your group
has been working together for five weeks on the major part of the project, the in-class group
presentation. One group member has missed quite a few group meetings lately and is minimally
contributing to the ideas and final product for the in-class presentation. This group member is a
junior in finance with a minor in communications and stated that she is an expert in PowerPoint
and multimedia presentations. Based on SLII®, which leadership style should you exhibit?
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition: Instructor Resource