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Chapter 14 Leadership: Styles and Behaviors Answer Key
True / False Questions
1.
Leadership is the use of power and influence to direct the activities of followers toward
goal attainment.
2.
Leader-member exchange theory argues that new leader-member relationships are
typically marked by a role taking phase.
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3.
The life cycle theory of leadership explains how leader–member relationships develop over
time on a dyadic basis.
4.
A low-quality exchange dyad is marked by increased exchange of information, influence,
latitude, support, and attention.
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5.
Tests of the leader-member exchange theory suggest that employees who are competent,
likable, and similar to the leader in personality will be more likely to end up in the leader’s
in group.
6.
Recent research has shown that the development of high LMX relationships is more
effective in collectivistic cultures than in individualistic cultures.
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7.
Traits are more predictive of leader emergence than they are of leader effectiveness.
8.
Many of the correlations between traits and leadership are strong in magnitude when
leader effectiveness serves as the outcome.
9.
Focusing on leaders’ traits holds more practical relevance than focusing on leaders’
actions.
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10.
A leader’s decision-making style captures how a leader decides as opposed to what a
leader decides.
11.
The autocratic style of leadership is characterized by high follower control.
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12.
With an autocratic style, the employees are asked to generate or evaluate potential
solutions.
13.
With a consultative style of decision making, leaders do not make the ultimate decision.
14.
With a delegative style, a leader plays no role in the deliberations unless asked.
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15.
The quality of a decision is the ultimate means of judging a leader.
16.
The time-driven model of leadership suggests that the focus should shift away from
autocratic, consultative, facilitative, and delegative situations to autocratic, consultative,
facilitative, and delegative leaders.
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17.
According to the time-driven model of leadership, autocratic styles should be used for
decisions in which the likelihood of employee commitment is high.
18.
For the delegative style of decision making, the teamwork skills of the employees involved
are not important.
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19.
Research tends to support many of the time-driven model’s propositions, particularly when
it uses practicing managers as participants.
20.
Leaders who are high on initiating structure play a passive role in directing group activities
and often fail to plan activities.
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21.
A recent meta-analysis showed that initiating structure and consideration are only weakly
related, which supports the University of Michigan studies.
22.
Readiness is defined as the degree to which employees have the ability and willingness to
accomplish specific tasks.
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23.
Situational leadership theory is well supported by many scientific studies.
24.
Telling is the optimal combination of leader behaviors at the R3 stage of readiness.
25.
Transformational leaders heighten followers’ awareness of the importance of certain
outcomes while increasing their confidence that those outcomes can be achieved.
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26.
Transformational leadership represents the carrot-and-stick approach to leadership.
27.
Transformational leadership is less motivational compared to other managerial
approaches.
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28.
Laissez-faire is an active and effective approach to leadership.
29.
Idealized influence involves behaving in ways that earn the admiration, trust, and respect
of followers.
30.
According to Project GLOBE, transformational leadership is the second-most universally
accepted approach to leadership. The most accepted approach is transactional
leadership.
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31.
Based on studies of identical twins, research suggests that there is a genetic component
to charisma specifically and to transformational leadership more broadly.
32.
Inspirational motivation involves behaving in ways that foster an enthusiasm for a shared
vision of the future.
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33.
Transformational leadership is more strongly related to unit-focused measures of
leadership effectiveness than most other leadership forms.
34.
Employees of transformational leaders tend to be more committed to their organizations.
35.
Employees with transformational leaders tend to have higher levels of task performance.
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36.
Transformational leadership has no effect on continuance commitment.
37.
Task stability and spatial distance can neutralize the effectiveness of a leader‘s actions.
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38.
Neutralizers reduce the importance of the leader while providing a direct benefit to
employee performance.
39.
Increasing the time spent on training the leaders can help maximize their effectiveness.
40.
Leadership training programs often focus on very specific issues, like being a more
effective mentor.
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Multiple Choice Questions
41.
The leader-member exchange theory argues that:
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42.
During which phase of the leader-member exchange theory does a manager describe role
expectations to an employee, with the employee attempting to fulfill those expectations
with his or her job behaviors?
43.
During the _____ phase of the leader-member exchange theory, the employee’s own
expectations for the dyad get mixed in with those of the leader.
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44.
The _____ process is marked by a free-flowing exchange in which the leader offers more
opportunities and resources and the employee contributes more activities and effort.