True / False
1. Contingency theories of leadership specify the personal characteristics of the leader that will contribute to effectiveness
in a wide variety of situations.
a.
True
b.
False
2. An example of a situational force in leadership is group member characteristics.
a.
True
b.
False
True
Easy
5.1
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3. According to Fiedler’s theory, task-motivated leaders perform the best in situations of high control and low control.
a.
True
b.
False
True
Easy
5.1
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False
Easy
5.1
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4. According to Fiedler’s theory, relationship-motivated leaders perform the best in situations of low control.
a.
True
b.
False
False
Easy
5.1
5. A major proposition of the path-goal theory is that the leader should engage in behaviors that run counter to the
subordinates’ environment and abilities.
a.
True
b.
False
False
Easy
5.2
6. If a leader wants to practice the path-goal theory of leadership, he should be prepared to compensate for the deficiencies
of subordinates.
a.
True
b.
False
True
Moderate
5.2
7. According to the path-goal theory, the participative style is recommended when group members are performing
repetitive tasks.
a.
True
b.
False
False
Moderate
5.2
8. The achievement-oriented leadership style works well with group members working on ambiguous and nonrepetitive
tasks.
a.
True
b.
False
True
Effectiveness.”
Moderate
5.2
9. In the situational leadership model II, the key contingency factor is the development level of group members as
determined by commitment and competence.
a.
True
b.
False
True
10. In the situational leadership model II, the supporting style leader emphasizes low directing, low supporting behaviors.
a.
True
b.
False
False
Easy
5.3
11. In the situational leadership model II, when group members have the highest level of competence and commitment,
the directing style is recommended.
a.
True
b.
False
False
Easy
5.3
12. In the normative decision model, the leader examines certain factors within the situation to determine which decision-
making style will be the most effective.
a.
True
b.
False
True
Easy
5.3
13. In the normative decision model, decision significance is defined as the significance of the decision to the success of
the project or organization.
a.
True
b.
False
True
Easy
5.4
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14. An important situational factor in the normative model is the importance of commitment.
a.
True
b.
False
True
Engage
5.4
15. An ineffective way to lead an organization through a crisis is to strongly defend yourself against your critics or deny
wrongdoing.
a.
True
b.
False
True
your critics or deny wrongdoing.See “Leadership During a Crisis.”
Easy
5.4
16. Branch manager Marissa uses evidence-based leadership when she will accuse subordinates of wrongdoing only when
she can heavily document her accusations.
a.
True
b.
False
False
Easy
5.6
17. A success factor for the leader of an organization or a key organizational unit is to think strategically, including
visualizing the big picture.
a.
True
b.
False
True
Easy
5.5
18. When asked about leadership effectiveness, an executive said in part, “The length of the leash varies with different
people. . . .” The executive’s comments support the _____ perspective on leadership.
a.
contingency
Easy
5.5
b.
relationship-oriented
c.
task-oriented
d.
universal theory
19. The contingency approach to leadership explains that leaders are most effective when they:
a.
plan for emergencies before they occur.
b.
make their behavior tuned to situational forces.
c.
follow universal managerial principles when faced with contingencies.
d.
create backup plans to deal with human resources problems.
characteristics.See “Situational Influences on Effective Leadership Behavior.”
Moderate
5.1
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20. Baxter, a chief operating officer, practices contingency leadership when he:
a.
warns workers in advance about potential punishments.
b.
maintains an optimistic, positive attitude.
c.
challenges the use of new technologies.
d.
discards old ideas that no longer fit the situational forces.
Challenging
5.1
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a
characteristics.See “Situational Influences on Effective Leadership Behavior.”
Challenging
5.1
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21. Contingency leadership theorists believe that in terms of shaping the leader’s behavior,_____.
a.
b.
c.
d.
Effective Leadership Behavior.”
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22. A _____ perspective is that the leader’s behavior is profoundly influenced by the situation.
a.
path goal leadership
b.
contingency leadership
c.
normative decision model
d.
middle of the road management
characteristics.See “Situational Influences on Effective Leadership Behavior.”
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23. In Fiedler’s contingency theory, an important dimension for rating the situation is :
a.
position power.
b.
leader-member relations.
c.
personal power.
d.
task structure.
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24. The general point of Fiedler’s contingency theory of leadership is that the best style of leadership is determined by:
a.
the leader’s personality.
b.
how well the leader gets along with group members.
c.
a balance of task and relationship factors.
d.
the situation in which a leader works.
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25. Following Fiedler’s contingency model, a leader can increase situational control by:
a.
decreasing the task structure for group members.
b.
creating conflict between himself or herself and group members.
c.
increasing his or her position power.
d.
increasing the demands on group members.
Contingency Theory of Leadership Effectiveness.”
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leader-member relations.See “Fiedler’s Contingency Theory of Leadership Effectiveness.”
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26. Division manager Pedro believes strongly in the path-goal theory of leadership, so he engages in behaviors that:
a.
have a high probability of winning.
b.
set quite high goals for all subordinates.
c.
complement subordinate characteristics and task demands.
d.
follow a logical path.
1
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27. The general thrust of path-goal theory is to specify what the leader must do to:
a.
make a directive style of leadership acceptable.
b.
achieve high productivity and morale in a given situation.
c.
improve the work attitudes of group members.
d.
make the situation more favorable.
b
1
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28. In path-goal theory, the directive leader improves morale when:
a.
group members perform repetitive tasks.
b.
group members are highly motivated.
c.
there is ample time for task completion.
d.
the task is unclear and vague.
d
1
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29. In path-goal theory, the participative leader is best suited for improving the morale of:
a.
well-motivated employees who perform repetitive tasks.
b.
well-motivated employees who perform nonrepetitive tasks.
c.
poorly-motivated employees who perform repetitive tasks.
d.
poorly-motivated employees who perform nonrepetitive tasks.
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30. A suggestion to the leader based on path-goal theory is for the leader to:
a.
give people careful instructions, even when they can perform the task well.
b.
encourage group members to provide their own structure.
c.
purposely make ambiguous the path between goal attainment and receiving a reward.
d.
reduce frustrating barriers to reaching goals.
performance and satisfaction. See “The Path-Goal Theory of Leadership Effectiveness.”
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31. The situational leadership model II emphasizes contingency factors relating to:
a.
characteristics of group members.
b.
characteristics of the organizational climate.
c.
the attitudes of the leader.
d.
the skills of the leader.
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32. _____ is designed to increase the frequency and quality of conversations about performance and professional
development between managers and group members so that competence is developed, commitment takes place, and
turnover among talented workers is reduced.
a.
The charismatic leadership theory
b.
The Path goal model
c.
Situational leadership II
d.
The normative decision model
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Situational Leadership® II (SLII)
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33. The coaching style of leadership in the situational leadership model II is described as:
a.
high on directing and high on supporting behaviors.
b.
high on directing and low on supporting behaviors.
c.
low on directing and low on supporting behaviors.
d.
low on directing and high on supporting behaviors.
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Situational Leadership® II (SLII)
members on a given task.See “Situational Leadership® II (SLII).”
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Situational Leadership® II (SLII)
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