33. Which of the following is an example of task-oriented leader
behavior?
a. Giving time and
encouragement
b. Showing acceptance and
compassion
c. Acknowledging accomplishments
d. Checking the progress and quality of
work
34. Which of the following statements is true of individualized leadership?
a.
It
adopts a general leadership style that is used with all group
members.
b.
It
looks at the specific relationship between a leader and each individual
follower.
c.
It
holds that leaders have particular traits that distinguish them from
non-leaders.
d.
It
conceptualizes leadership as a single great individual who put everything together and influence others
to
follow along.
35. Which of the following characteristics was explored by the studies evaluating the characteristics of the
leader-
member exchange
relationship?
a.
Income
b. Educational qualification
c. Value
agreement
d. Recruitment
process
36. Which of the following statements is
true
of individualized leadership?
a.
It
holds that leadership is a series of dyads or a series of two-person
interactions.
b.
It
assumes that a leader adopts a general leadership style that is used with all group
members.
c.
It
is based on the notion that leaders should not develop relationships with
subordinates.
d.
It
is against the concept of exchange, what each party gives to and receives from the
other.
37. Which of the following is a difference between leader behavior toward out-group members and in-group
members?
a. Leaders assign interesting assigrunents to out-group subordinates, whereas leaders assign primarily
routine
jobs to in-group subordinates and monitor their work
closely.
b. Leaders usually impose their views on out-group subordinates, whereas leaders sometimes defer to
in-group
subordinates’ opinions.
c. Leaders give specific directives for how to accomplish tasks and attain goals to in-group
subordinates
whereas leaders trust out-group subordinates to use their own approaches in solving
problems.
d. Leaders listen to suggestions and ideas given by in-group subordinates, whereas little interest is shown in
comments and suggestions given by out-group
subordinates.
38. Stage two in the development of the individualized leadership theory explored the in more
detail.
a. vertical dyad linkage
model
b. partnership building
c.
leader-member exchange
d. entrepreneurship
model
39. High-quality leader-member exchange
relationships:
a. lead to poor job satisfaction in the long
mn.
b. have been found to lead to very positive outcomes for the
organization.
c. pertain to lesser responsibility and authority in the case of
followers.
d. support the sharply differentiated in-group and out-group
relationships.
40. The third phase of research in the development of the individualized leadership
theory:
a. evaluated characteristics of the leader-member exchange relationship by exploring communication
frequency
and value
agreement.
b. focused on whether leaders could develop positive relationships with a large number of
followers.
c. argues for the importance of the dyad formed by a leader with each member of the
group.
d. included the awareness of a relationship between a leader and each individual rather than between a
leader
and a group of
followers.
41. In the leader-member exchange research study on individualized leadership, leaders were trained to offer
the
opportunity for a high-quality relationship to all group
members.
Accorrlingto
1his
concep
whic
h
of1h
e
followin
g
is
1rn
e
of
fullowers?
a. The followers were treated in a positive or a negative way depending on their individual
performances.
b. The boon of establishing sharply differentiated in-group and out-group relationships was
established.
c. The followers who responded to the offer dramatically improved their
performance.
d. The in-group subordinates got better and the out-group subordinates got worse at their work
respectively.
42. Which of the following statements is true of entrepreneurial
leaders?
a.
They stay away from risks and are unwilling to stretch
themselves.
b. They refrain from taking up new opportunities.
c. They
are
concerne
d
wi1hrnaintaining1hestatu
s
quo.
d. They tend to be
persistenindepen andactionoriented.
43. Which of the following is a characteristic of entrepreneurial
leaders?
a. They are concerned with innovation and
creativity.
b. They are interested in maintaining the status
quo.
c. They avoid taking risks and are unwilling to stretch
themselves.
d. They tend to be dependent on their
followers.
44. Leaders who are drawn to new opportunities, are action oriented, and are more concerned with
innovation,
creativity, and creating new processes than with maintaining the status quo are known
as:
a. entrepreneurial
leaders.
b.
autocratic
leaders.
c. advisory
leaders.
d. traditional
leaders.
45. Which of the following statements is true of
entrepreneurship?
a. Entrepreneurship advocates dependence as the key to effective
leadership.
b. Leaders with entrepreneurial traits are dependent on others for making
decisions.
c.
Entrepreneurship involves maintaining the status quo for established
organizations.
d. Leaders with entrepreneurial traits exist within established
organizations.
46. are the distinguishing personal characteristics of a leader, such as intelligence, honesty, self-confidence,
and
appearance.
47. refers to a person’s strong belief that he or she can successfully accomplish a specific task or
outcome.
48. A arises from a natural talent that has been supported and reinforced with knowledge and
skills.
49. The , a type
ofleadership
role, is the closest to a traditional,
vertically
oriented management role, where an executive has direct control over people
and
resources to accomplish
results.
50.
The
, a type of leadership role, is a horizontal role and includes people such as project
managers,
matrix managers, and team
leaders
in
todaY
s
more
horizontall
y
organized
companies.
51. , a category of leader behavior, describes the extent to which a leader is task oriented and
directs
subordinates’ work activities toward goal
achievement.
52. In the context of leadership
styles
,
human needs of their
subordinates.
leaders display a focus on
the
53. Setting performance expectations is an example of
leader
behavior.
54. The dyadic view of individualized leadership focuses on the concept of , what each party gives to
and
receives from the
other.
55. refers to initiating a business venture, organizing the necessary resources, and assuming the associated
risks
and
rewards.
56. Briefly describe the trait approach to
leadership.
57. Briefly
explain
the
operational
role ofleadership.
58. Briefly describe the theories of a
“high-high”
leader.
59. Briefly describe the vertical dyad linkage model of individualized leadership.
60. In terms of the stages of development of individualized leadership, briefly describe the leader-member
exchange.
61. Is the Great Man perspective on leadership still in use
today?
Discuss.
62. Discuss the aspects of being an ethical leader. Discuss the existence of trust in organizations
today.
63. Describe the differences between autocratic leaders and democratic
leaders.