55. Recently, Beagle Boutique was attempting to hire a middle manager. They were 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
56. Which of the following characteristics of leaders have been studied?
a. Personality traits
b. Physical traits
c. Social traits
d. Work-related traits
e. all of these
57. Self-confidence, honesty and integrity, and the desire to lead, are all components of which personal characteristic of
leaders?
a. Physical characteristics
b. Intelligence and Ability
c. Personality
d. Social Characteristics
e. Social Background
58. Colleen Farney at TeleTech shows vast knowledge, intelligence, cognitive ability, and keen decisiveness. Which
personal characteristic of leadership is she showing?
a. Physical characteristics
b. Intelligence and Ability
c. Personality
d. Social Characteristics
e. Social Background
59. Researchers at the 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.
60. Wilson is viewed by his boss as driven, tenacious, and conscientious in the pursuit of his goals. These
characteristics fit within which category?
a. Physical characteristics
b. Intelligence and ability
c. Work-related characteristics
d. Social background
e. Social characteristics
61. Megan is a manager at Botell International. She is very trustful and extremely respectful of her subordinate’s
welfare. She can be described as:
a. high in initiating structure.
b. low in initiating structure.
c. high in consideration.
d. a team leader.
e. task-oriented manager.
62. Which of the following is consistent with initiating structure?
a. Task oriented behavior
b. Open communication
c. Teamwork oriented
d. People oriented behavior
e. Country-club management style
63. are natural talents and abilities that have been supported and reinforced with learned knowledge and skills
and provide each individual with his or her best tools for accomplishment and satisfaction.
a. Strengths
b. Traits
c. Characteristics
d. Abilities
e. Leadership tendencies
64. The Michigan researchers used the term for leaders who established high performance goals and displayed
supportive behavior toward subordinates.
a. job-centered leaders
b. employee-centered leaders
c. initiating structure
d. consideration
e. impoverished management
65. The less effective leaders, in the University of Michigan studies, were called:
a. job-centered leaders.
b. employee-centered leaders.
c. initiating structure.
d. consideration.
e. impoverished management.
66. and proposed a two dimensional leadership theory called the Managerial Grid.
a. Blake; Mouton
b. Hersey; Blanchard
c. Vroom; Yetton
d. Tannenbaum; Schmidt
e. Evans; House
67. The recommended management style from the leadership grid is .
a. 1,9
b. 9,1
c. 5,5
d. 1,1
e. 9,9
68. Which of these, according to the leadership grid, is a 1,9 management style?
a. Team Management
b. Country Club Management
c. Middle of the Road Management
d. Impoverished Management
e. Authority-Compliance
69. According to the Leadership Grid, which of the following occurs when efficiency in operations is the dominant
orientation?
a. Team Management
b. Country Club Management
c. Middle of the Road Management
d. Impoverished Management
e. Authority-Compliance
70. The Leadership Grid used the two leader behaviors which were called:
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 relationship oriented.
71. 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
c. low-road management
d. authority-compliance management
e. impoverished management
72. The key assumption of Hersey and Blanchard‘s situational model is that subordinates vary in their:
a. readiness level.
b. satisfaction level.
c. level of commitment.
d. level of security.
e. all of these.
73. Hersey and Blanchard are responsible for which theory?
a. Theory of leadership
b. ERG Theory
c. Situational model of leadership
d. Contingency theory
e. Leadership
74. 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.
75. Fiedler used all of the following to describe how leaders fit the situation EXCEPT:
a. leader-member relations.
b. task structure.
c. personal power.
d. leader position power.
e. all of these were used by Fiedler to describe the situation.
76. In situations of , according to Fiedler, relationship-oriented leaders are more effective.
a. high favorability
b. moderate favorability
c. high unfavorability
d. no favorability
e. none of these
77. According to SPOTLIGHT ON SKILLS in Chapter 11, when delegating leaders do all of the following EXCEPT:
a. delegate the whole task.
b. maintain feedback.
c. give thorough instructions.
d. work alone to accomplish important tasks.
e. evaluate and reward performance.
78. A is a situational variable that makes a leadership style unnecessary or redundant.
a. neutralizer
b. substitute
c. contingency
d. transaction
e. transformation
79. Which of the following types of leader is one who has the ability to motivate subordinates to transcend their
expected performance?
a. Transactional
b. Charismatic
c. Traditional
d. Supportive
e. Team
80. Marion is a great manager and he 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 terms best describes Marion?
a. Transactional leader
b. Supportive leader
c. Charismatic leader
d. People-oriented leader
e. Production-oriented leader
81. “A fire that ignites followers” is used to describe which leadership characteristic?
a. Vision
b. Charisma
c. Service
d. Tenacity
e. Authority
82. Charismatic leaders are often than transactional leaders.
a. less emotional
b. more predictable
c. less predictable
d. more directive
e. none of these
83. Some of the key characteristics associated with charismatic leaders include:
a. visionary skills.
b. communication skills.
c. motivation skills.
d. all of these.
e. none of these.
84. Andy’s subordinates say that they love working for Andy because he inspires them to not only believe in the
organization but to believe in their own potential as well. Based on this example, Andy can best be described as
what type of leader?
a. Transformational
b. Servant
c. Authentic
d. Transactional
e. Interactive
85. The leader is distinguished by his/her ability to bring about organizational change.
a. transformational
b. participative
c. charismatic
d. achievement-oriented
e. people-oriented leader
86. Which type of leader clarifies the role and task requirements of subordinates?
a. Transactional
b. Charismatic
c. Transformational
d. Supportive
e. Team
87. Which of the following is a passive, independent, critical thinker?
a. Conformist
b. Passive follower
c. Pragmatic survivor
d. Effective follower
e. Alienated follower
88. Which of the following is a follower who 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
89. 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 what type of thinker?
a. Transformational
b. Servant
c. Uncritical
d. Transactional
e. Critical
90. Which of these is the potential ability to influence the behavior of others?
a. Leadership
b. Management
c. Power
d. Control
e. Motivation
91. Which of the following is the power coming from a formal management position in the organization?
a. Referent power
b. Coercive power
c. Reward power
d. Legitimate power
e. Expert power
92. 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.