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d. overlook Juan’s mistake
88. Viktor has a hard time getting along with his boss and cannot seem to get on the right projects to
show off his skills, and demonstrate his potential and performance. Based on Leader-Member
Exchange (LMX) This is most likely because:
a. Viktor is from a different culture than his boss
b. Viktor is not in his boss’s in-group
c. Viktor does not have enough experience
d. Viktor’s boss is a bad manager
89. Employees who do not have a high quality LMX are likely to experience one of the following.
a. assignment to challenging tasks
b. a lot of positive and negative communication from their leader
c. limited interaction with the leader
d. high performance expectations
90. Which of the following is not one of the outcomes of a high quality leader-member exchange?
a. Little need for communication.
b. High performance.
c. High satisfaction.
d. Better performance ratings for followers.
91. Leaders form positive relationship with three types of followers. Which of the following is not one of
the followers?
a. those who are competent
b. those they trust
c. those who are willing to assume responsibility
d. those who are less committed
92. In the Middle-East, leaders are likely to pick their trusted followers based on __________, while in
the U.S., _________ is likely to be a primary factor.
a. friendship; similarity to the leader
b. obedience; team building ability
c. obligation; contacts
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d. social class and birth; performance
93. In ascriptive cultures such as the Middle East or France, a higher quality LMX depends primarily on:
a. trust
b. performance
c. friendship
d. work structure
94. In the ____________ stage of relationship development between leaders and followers, the leader
provides challenges and opportunities to perform and followers demonstrate loyalty to their leader.
a. testing and assessment
b. socialization
c. development of trust
d. creation of emotional bond
95. Which of the stages of the development of the LMX only exists for those followers who have a high
quality relationship?
a. assessment
b. development of trust
c. evaluation
d. membership reconsideration
96. Disadvantages of developing individual exchanges between leaders and followers include:
a. slow decision making
b. favoritism
c. inefficiencies
d. poor performance
97. Alan Canton, president of Adams-Blake Co. found that ___________ can become highly destructive:
a. in-groups can turn into cliques and
b. out-group members
c. the leader setting up in- and out-groups
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d. not having a positive LMX
98. The benefits of having a cohesive in-group include all but one of the following.
a. reducing unnecessary delays
b. efficient decision making
c. goal achievement
d. creativity
99. Maggie Widerotter of Wink Communication battles the potential negative consequence of having in-
groups by:
a. going out of her way to meet people she does not know well
b. not setting up in-groups at all
c. delegating to all her employees equally
d. including everyone in her in-group
100. The key issue in keeping in-groups productive is:
a. the leader’s personality
b. the followers’ personality
c. how in-group members are selected
d. the quality of the LMX
101. Terry has just learned about the LMX model and would like to make sure that her in-groups are
productive and benefit followers and her organization. Which one of the following should she avoid?
a. Pick members based on competence and contribution
b. Keep membership fluid
c. Avoid differentiated in-groups and out-groups
d. Establish a group of competent followers and use them for all activities
True/False Questions
102. Prior to the industrial revolution, interest in leadership relied on intuition and a description of
existing practice.
a. true
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b. false
103. The argument that leaders are born not made suggests that innate qualities shape human
personality and behavior.
a. true
b. false
104. The development of personality testing helped in the development of the trait approach to
leadership.
a. true
b. false
105. Based on the results of the trait approach to leadership, there is evidence that leaders are born
rather than made.
a. true
b. false
106. Traits do not guarantee that a person will become a leader, let alone an effective leader.
a. true
b. false
107. One of the benefits of the behavioral approach to leadership over the trait approach is that
behaviors can be measured better than traits.
a. true
b. false
108. Leadership traits are easily observed whereas behaviors are more difficult to see.
a. true
b. false
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109. The early research of Lewin and his associates about leadership behaviors clearly identified three
different types of leadership behaviors.
a. true
b. false
110. Based on the early behavior research conducted by Lewin and his associates, managers who
provide information but little guidance to their followers are likely to have frustrated and
disorganized groups.
a. true
b. false
111. Consideration behavior includes things such as looking out for the welfare of team members and
making expectations clear.
a. true
b. false
112. The LBDW continues to be used as a measure of leadership behaviors.
a. true
b. false
113. Consideration and initiation of structure are the two primary leadership behaviors.
a. true
b. false
114. The research on leadership behavior has been able to identify clearly identify which leadership
behaviors are most effective.
a. true
b. false
115. Leader consideration is generally associated with follower satisfaction.
a. true
b. false
116. The LBDQ is rarely used in current leadership research.
a. true
b. false
117. The contingency approach to leadership was started in the 1960s.
a. true
b. false
118. According to the contingency approach to leadership, we need to understand both the leader’s
traits and the situation.
a. true
b. false
119. According the contingency approach, the situational factors are more important than the leaders’
style and behavior.
a. true
b. false
120. Fred Fiedler was the first researcher who implemented the contingency approach.
a. true
b. false
121. Fiedler proposed that leadership effectiveness is a function of the match between the leader’s
style and the leadership situation.
a. true
b. false
122. The LPC determines which behavior the leader should use.
a. true
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b. false
123. A low LPC person draws self-esteem from good interpersonal relations.
a. true
b. false
124. A high LPC person draws self-esteem from accomplishing the task.
a. true
b. false
125. The middle LPC individuals are the least effective leaders.
a. true
b. false
126. According to Fiedler, situational control is made up of three factors.
a. true
b. false
127. According to Fiedler’s Contingency Model, the quality of the relationship between the leader and
followers is the most important element of the situation.
a. true
b. false
128. Good relationships with followers provide the leader with high control over a situation.
a. true
b. false
129. If the leader has power, he/she does not have to worry about other aspects of the situation.
a. true
b. false
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130. According to the Contingency Model, relationship-motivated leaders are most effective in high
control situations.
a. true
b. false
131. According to the Contingency Model, in chaotic, low control situations, task-oriented leaders are
effective.
a. true
b. false
132. Both the Contingency Model and the Normative Decision Model recommend matching the leader
and the situation.
a. true
b. false
133. The Normative Decision Model proposes four general decision-making styles that are each
effective in different types of situations.
a. true
b. false
134. According to the Normative Decision Model, the consultative style of decision-making involves
the leader allowing followers to make the decision.
a. true
b. false
135. According to the Normative Decision Model, the autocratic decision style can involve either the
leader making the decision without any information from followers, or the leader asking for
information, but making the decision alone.
a. true
b. false
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136. The two central contingency factors in the Normative Decision Model are quality of the decision
and need for acceptance and commitment by followers.
a. true
b. false
137. To decide what decision style to use, leaders using the Normative Decision Model have to work
through a decision tree with eight contingency factors or questions.
a. true
b. false
138. According to the Normative Decision Model, when the quality of the decision is not essential,
the leader should use an autocratic decision style.
a. true
b. false
139. According to the Normative Decision Model, when employees do not agree with each other, the
leader should encourage them to debate and let them make the decision.
a. true
b. false
140. According to the Normative Decision Model, the need for employee commitment is a primary
determinant for using consultation as a decision style.
a. true
b. false
141. The concept of power is at the core of the Path-Goal Theory.
a. true
b. false
142. According to Path-Goal Theory, the leader must focus on satisfying employees by removing
obstacles they face.
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a. true
b. false
143. One of the factors that Path-Goal Theory recommends leaders pay attention to is their followers
need for autonomy.
a. true
b. false
144. Path-Goal Theory has received strong research support.
a. true
b. false
145. The attributional model of leadership considers how the leader decides what is causing his or her
personal success.
a. true
b. false
146. Attributions can be made to internal or external factors.
a. true
b. false
147. Leaders tend to be harsher on employees and blame them for errors when the leader’s success
depends on the employees’ good performance.
a. true
b. false
148. The better an employee’s track record, the less likely s/he is to be blamed for an error.
a. true
b. false
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149. Because they involve cognition, attributional processes are not affected by culture.
a. true
b. false
150. The potential for bias and error greatly increases when people have to make attributions across
cultures.
a. true
b. false
151. Attributions are always subject to bias.
a. true
b. false
152. Two-way communication can help leaders avoid attributional biases.
a. true
b. false
153. Using judgments based on intuition and experience can help leaders avoid attributional biases in
evaluating their followers.
a. true
b. false
154. Research shows that leaders are essential in all situations.
a. true
b. false
155. Professionals who have experience in their task often do not rely on their leader.
a. true
b. false
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156. Organizational rigidity can reduce the need for the leader to provide task structure.
a. true
b. false
157. Followers’ lack of value for goals is a neutralizer for leadership.
a. true
b. false
158. A cohesive team can act as a substitute for leader consideration.
a. true
b. false
159. Having factors that substitute for leadership is a negative situation.
a. true
b. false
160. The substitute for leadership is the potential application self-managed teams.
a. true
b. false
161. The Leader-Member Exchange (LMX) model suggests leaders develop two groups of followers;
those in the in-group and those in the out-group.
a. true
b. false
162. The Leader-Member Exchange (LMX) model suggests that leaders do not have the same
relationship with all their followers.
a. true
b. false
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163. High quality LMX relationship sometimes even extends to social networks outside of work.
a. true
b. false
164. For followers who are not close to the leader, the formal job description often defines their
activities.
a. true
b. false
165. According to Leader Member Exchange (LMX), followers who are not close to the leader often
rebel and improve their performance to prove their worth to the leader.
a. true
b. false
166. The development of a relationship between leaders and followers typically takes place in three
stages.
a. true
b. false
167. In most cultures, leaders pick the followers they trust based on competence and performance.
a. true
b. false
168. In ascriptive cultures such as France, the quality of the LMX often depends on the followers’
performance.
a. true
b. false
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169. The case of Michael Eisner and Michael Ovitz at Disney provides an example of the potential
negative consequences of in-groups.
a. true
b. false
170. To avoid the potential negative impact of in-groups, leaders must make a conscious effort to seek
out all followers.
a. true
b. false
171. Research indicates that people tend to become friends and be attracted to those who are unlike
them. A leader’s inner circle is therefore likely to be very different than himself/herself.
a. true
b. false
172. The advantages of in-groups that have members who are similar can be offset by lack of
creativity and limited decision making.
a. true
b. false
173. Leaders should find a competent group of followers and maintain them as part of their in-group
for most of the tasks that they need performed.
a. true
b. false
174. Leaders should periodically evaluate the criteria for membership in their in-group.
a. true
b. false
Short Answer/ Essay Questions:
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175. Explain the following statement: evidence suggests effective leadership requires both
consideration and structuring behaviors.
176. What is the primary assumption of the contingency view?
177. Explain how Fiedler’s least preferred coworker (LPC) scale can determine a leader’s style.
178. What does the label of socio-independent mean, relative to the LPC scale?
179. Does the fact that there have been researchers who have voiced strong criticisms regarding
the meaning and validity of the LPC scale mean this model is not valid? Defend your opinions.
180. How does the belief of Marcus Buckingham, a well-known leadership consultant, that leaders
should focus on developing their strengths rather than trying to compensate for their weaknesses,
parallel the contingency theory?
181. The most widely used Normative Decision Model is labeled “time efficient.” Explain what that
means.
182. How does the flattening of an organization encourage consideration of leadership substitute?
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183. Maggie Widerotter of Wink Communication makes a point of going on a “lion hunt.” Explain
what that means.