1. The
contingency approaches
explain the
relationship
between
leadership
styles and
effectiveness
in
specific
situations.
a.
True
b.
False
2. The
contingencies
most
important
to
leadership
are the
situation
and
followers.
a.
True
b.
False
3. The situational theory
ofleadership
focuses on the characteristics
ofleaders
as the most important element of
the
situation.
a.
True
b.
False
4. According to the situational theory
ofleadership,
the directing style reflects a low concern for both tasks
and
relationships.
a.
True
b.
False
5. According to the situational model
ofleadership,
a coaching leadership style works well when followers
lack
confidence, ability, and willingness to learn but possess the skills or experience for the
job.
a.
True
b.
False
6. In the context of Fiedler’s contingency model of leadership,
if
a leader describes the least preferred coworker
using
positive concepts, he or she is considered
relationship-oriented.
a.
True
b.
False
7. In the context of Fiedler’s contingency model
ofleadership,
creative, ill-defined tasks, such as research
and
development or strategic planning, have a low degree of task
structure.
a.
True
b.
False
8. According to Fiedler’s contingency model of leadership, a task-oriented leader performs better in situations
of
intermediate favorability because human relations skills are important for high group
performance.
a.
True
b.
False
9. According to the path-goal theory
ofleadership,
path clarification means that the leader works with subordinates
to
help them identify and learn the behaviors that will lead to successful task accomplishment and
organizational
rewards.
a.
True
b.
False
10. Directive leadership behavior, as described in the path-goal theory, is similar to the coaching or supporting style
of
leadership in the Hersey and Blanchard
model.
a.
True
b.
False
11. According to the path-goal theory
ofleadership,
when an incorrect reward is given to a subordinate,
directive
leadership behavior is used to change
this.
a.
True
b.
False
12. The Vroom-Jago contingency model
ofleadership
starts with the idea that a leader faces a problem that requires a
solution.
a.
True
b.
False
13. In the context of the Vroom-Jago contingency model of leadership, the time-based model is to be used
if
time
and
efficiency are less important criteria than the opportunity to develop the thinking and decision-making skills
of
followers.
a.
True
b.
False
14. In the context of using substitutes for leadership, physical separation of leader and subordinate neutralizes both
people-oriented and task-oriented leadership
styles.
a.
True
b.
False
15. The use of substitutes to fill leadership “gaps” is often disadvantageous to
organizations.
a.
True
b.
False
16. Which of the following is stated by the contingency approach to
leadership?
a. A leadership style that works in one situation might not work in another
situation.
b. The contingencies seek to investigate traits that can improve performance in all
situations.
c. The contingencies most important to leadership are the
leaders.
d. There is only one best way
ofleadership.
17. Which of the following statements is true of the contingency approach to
leadership?
a. A leadership style that works in one situation will work in all situations.
b. These approaches seek to investigate traits that can improve performance in all
situations.
c. The needs, maturity, and cohesiveness of followers have been identified as a key
contingency.
d. These approaches hold that behavior that is effective in some circumstances is effective under all
conditions.
18. According to the situational theory
ofleadership,
a leader with a(n) provides both task instruction and
personal
support, explains decisions, and gives followers a chance to ask questions and gain clarity about work tasks.
a.
supporting leadership
style
b. directing leadership
style
c.
entrusting leadership
style
d. coaching leadership
style
19. According to the situational theory of leadership, a leader with a(n) provides little direction or
support
because complete responsibility for decisions and their implementation is turned over to
followers.
a. entmsting leadership
style
b. coaching leadership
style
c. directing leadership
style
d. engaging leadership
style
20. According to the situational theory of leadership, a(n) can be effective when followers have the
necessary
education, skills,
and experience but might be insecure in their abilities and need some encouragement from the
leader.
a. directing leadership
style
b. coaching leadership
style
c. supporting leadership
style
d. entmsting leadership
style
21.
Accordin
g
to
the
situational
theor
y
ofleadership
,
a
leader
wit
h
a
(n)
instructions
about how tasks should be
accomplished.
a. supporting style
b. coaching
style
c. directing style
d. entrusting
style
provides detailed objectives and
explicit
22. According to Fiedler’s contingency model
ofleadership,
if
a leader uses negative concepts to describe the
least
preferred coworker, he or she is considered a .
a. task-oriented
leader
b. ”high-high” leader
c. people-oriented
leader
d. democratic
leader
23. In the context
ofFiedler’s
contingency model
ofleadership,
which of the following does leader-member
relations
refer
to?
a.
It
refers to the extent to which tasks given by the leaders are defmed and involve specific
procedures.
b.
It
refer
s
to1he
group
a1rnosphereandmembers
‘
attitudes
towardandacceptanceof1heleader.
c.
It
refers to the extent to which the leader has formal authority over
subordinates.
d.
It
refers to the ability to plan and direct the work of subordinates, evaluate it, and reward or punish
them.
24. According to Fiedler’s contingency model
ofleadership,
which of the following indicates a high degree of
task
structure?
a. Ill-defmed tasks
b. Routine
tasks
c. Creative
tasks
d. Research
tasks
25. According to Fiedler’s contingency model
ofleadership,
position power is low when the leader
has:
a. the power to plan and direct the work of
subordinates.
b. the power to reward or punish the work of
subordinates.
c. little authority to create ill-defmed
tasks.
d. little authority over subordinates and cannot evaluate their
work.
26. Which of the following statements is true of Fiedler’s contingency theory
ofleadership?
a.
Task-oriented
leaders do not excel in a favorable situation because a great deal of structure and task direction is
needed.
b. Task structure needs to be defmed if a situation is highly favorable to a
leader.
c. Relationship-oriented leaders are more effective in situations of moderate
favorability.
d.
Relationship-oriented
leaders excel in unfavorable situations because everyone gets along and the tasks
are
clear.
27. According to Fiedler’s contingency theory
ofleadership,
which of the following statements is true of
task-oriented
leaders?
a. They are more effective in a situations where they have little authority over subordinates and cannot evaluate their
work
or reward
them.
b. They are more effective in situations of moderate
favorability.
c. They are more effective in favorable situations because the task is not clear to
everybody.
d. They are more effective when a situation is
highly
unfavorable because a great deal of structure and task direction is
needed.
28. According to Fiedler’s contingency theory
ofleadership,
in situations of intermediate favorability, a
relationship-
oriented
leader:
a. supervises jobs that are clearly
defined.
b. defmes task structure and establishes authority over
subordinates.
c. may be moderately well liked and have some
power.
d. may maintain poor
leader-member relations.
29. Which of the following things should leaders know in order to use Fiedler’s contingency theory of
leadership?
a. They should conclude that they are task-oriented leaders
if
they are moderately well liked, have some
power,
and supervise jobs that contain some
ambiguity.
b. They should identify
themselves
as
relationship-oriented
leaders
if
they define the task structure and
can
establish authority over
subordinates.
c. They should assume that they are more effective as task-oriented leaders
if
they perform better in
situations
of intermediate favorability.
d. They should diagnose the situation and determine whether
leader-member
relations, task structure,
and
position power are favorable or
unfavorable.
30.
A
n
important
contributio
n
ofFiedlet’s
researc
h
on
1he
contingenc
y
model
ofleadership
is
1hat
it
a. uses weights which are determined in an arbitrary manner in order to determine situation
favorability.
b. goes beyond the notion
ofleadership
styles to try to show how styles fit a
situation.
c.
recommends
medium least preferred coworker leaders as they are more effective in many
situations.
d. is clear about how the model will work over
time.
31. Which of the following statements is a criticism of Fiedler’s contingency
theory?
a. The use of the least preferred coworker score as a measure of relationship- or
task-oriented
behavior is
complicated.
b. The empirical support for the model is weak because it is based on
correlationalresults
that fail to achieve
statistical
significance in the majority of
cases.
c.
It
does not go beyond the notion
ofleadership
styles to try to show how styles fit a
situation.
d. It fails to consider high least preferred coworker score leaders, who some studies indicate are more effective
than
medium least preferred coworker score
leaders
in all
situations.
32. According to the least preferred coworker (LPC) scale of
Fiedler’s
model of leadership styles, if the
leader
describes the least preferred coworker using
positive
concepts
,
the
leader:
a. is relationship-oriented.
b. is
task-oriented
c. places greater value on
tasks.
d. is an extrovert.
33. Which of the following is a difference between Fiedler’s contingency theory
ofleadership
and the path-goal
theory
ofleadership?
a. The Fiedler theory discusses leader style, followers and situation, and the rewards to meet followers’
needs,
whereas the path-goal theory discusses leadership style and group task
performance.
b. The Fiedler theory made the assumption that new leaders could take over as situations change, whereas in
the
path-goal theory, leaders change their behaviors to match the situation.
c. The Fiedler theory enables leaders to diagnose both leadership style and
organizational
situation, whereas the path-goal theory focuses on the characteristics of followers as the
most
important element of the situation.
d. The Fiedler theory states that a leader can adopt the four leader styles of directing, coaching, supporting,
and
entrusting, whereas the path-goal theory
measures
leadership style with the least preferred
coworker
scale.
34. According to the path-goal theory of leadership, involves planning, making schedules, setting
performance
goals and behavior standards, and stressing adherence to rules and
regulations.
a. achievement-oriented
leadership
b. participative leadership
c. directive
leadership
d. supportive leadership