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Student name:__________
1) Define the term leadership.
2) Discuss the trait approach to leadership.
3) How is intelligence related to leadership?
4) Sal, a peer manager, approaches you and commends you on your ability to use an
employee-centered approach to leadership. Sal then asks “What can I do to be more employee-
centered in my leadership?” Identify four actions that Sal, or for that matter any manager, can
take to increase their employee-centered behavior.
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5) Describe two major behavior approaches to leadership.
6) Explain what situational approaches to leadership are and describe the most significant
approaches within this perspective.
7) Identify five or more of the questions that Vroom indicates should be asked when
performing a situational diagnosis.
8) What is the origin and essence of SLT?
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9) Doug Blevins was born with cerebral palsy and has never walked, and yet he managed to
become the kicking coach for the Miami Dolphins by using his exceptional observational and
coaching skills. List four of the hints that he gives on how to be a good coach.
10) Based upon your performance in this class you have been recruited to be VP of
organizational development at MajorGlobal Industries! Your CEO is a firm believer in
participative leadership and pronounces it should be rolled out to all global subsidiaries “with
due haste.” Turning to you the CEO asks “Do you see any issues?” How do you respond
regarding the potential of participative management working equally well around the world?
11) Congratulations! You have just been named director of your organization’s new effort to
produce athletic shoes. You will be working with your corporate office in New York for designs,
a German subsidiary for wearable technology development, a Chinese firm for textile
development and an Indonesian company for manufacturing. What may make managing this, or
for that matter any global joint ventures difficult?
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12) No one has _______________ control over resources, even leaders at the highest levels.
A) unilateral
B) vertical
C) horizontal
D) lateral
13) Warren Bennis, who has devoted decades to researching leadership issues, concludes that
virtually all leaders of effective groups share all of the following characteristics except:
A) They provide direction and meaning to the people they lead
B) They generate trust
C) They avoid risk taking
D) They are purveyors of hope
14) Every successful team has _______________.
A) a problem oriented culture
B) an innovative mindset
C) an external incentive
D) a leader
15) The thinking and discussion of leadership has evolved over the years from a trait-based
approach to the concept of _______________.
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A) leaders without borders
B) workers without leaders
C) teams without bosses
D) None of the above.
16) The belief that a person must be physically large to secure compliance from followers
relies heavily on the notion of _______________.
A) charisma
B) coercive power
C) adaptability
D) self-confidence
17) Edwin Ghiselli found that people who exhibited _______________ were the most
effective leaders.
A) adaptability
B) individuality
C) decisiveness
D) creativity
18) The _________________ leader focuses on the people doing the work and believes in
delegating decision making and aiding employees in satisfying their needs by creating a
supportive work environment.
A) centered
B) employee-centered
C) employee-oriented
D) engaged
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19) Initiating structure designates behavior in which the leader _______________.
A) organizes and defines the relationships in the group
B) establishes well-defined patterns and channels of communication
C) spells out ways of getting the job done
D) All of the choices are correct.
20) All of the following are typically thought of as important variables with which every
leader must deal except:
A) People
B) Tasks
C) The environment
D) Rebellion
21) Trait and behavioral approaches fail to take into account the interaction between and
among people, tasks, and _______________.
A) environments
B) costs
C) objectives
D) skills
22) Fielder believes that a leader’s style, whether relationship- or task-oriented, is:
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A) Fixed or enduring
B) Undefined
C) Flexible and ever-changing
D) Temporary
23) The _______________ model of leadership postulates that the performance of groups is
dependent on the interaction between leadership style and situational favorableness.
A) job-centered
B) contingency
C) initiating
D) situational
24) A situation with _______________ calls for a task-oriented leadership style.
A) good leader-member relations, high task structure, and strong position power
B) good leader-member relations, low task structure, and weak position power
C) poor leader-member relations, high task structure, and strong position power
D) poor leader-member relations, low task structure, and strong position power
25) Leader-member relations can typically be modified through all of the following except:
A) Volunteering to direct difficult or troublesome subordinates
B) Bringing new or unusual tasks or problems to the unit
C) Transferring particular subordinates out of the unit
D) Requesting particular people for work in the group
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26) Selection of the appropriate decision-making process involves considering two criteria of
decision effectiveness: decision quality and subordinate _______________.
A) commitment
B) personality
C) education
D) intelligence
27) The _______________ leadership model makes a distinction between two types of
decision situations facing leaders: individual and group.
A) Vroom-Jago
B) Fiedler contingency
C) path-goal
D) Hersey-Blanchard situational
28) Individual decision situations are those where the solution affects only one of the leader’s:
A) Followers
B) Groups
C) Goals
D) All of the choices are correct.
29) Making decisions without input from your subordinates, or securing input from
subordinates and then making the decision yourself, represents the _______________ style of
decision-making.
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A) consultative
B) group
C) delegated
D) autocratic
30) Early path-goal work led to development of a theory involving all of the following types
of leader behavior except:
A) Directive
B) Dictatorial
C) Supportive
D) Participative
31) Two types of situational or contingency variables are considered in the path-goal theory:
the personal characteristics of subordinates and _______________.
A) financial pressures and demands
B) availability of resources
C) environmental pressures and demands
D) time constraints
32) If an employee has a high the degree of perceived ability relative to the task demands, he
or she would be the least likely to accept a(n) _______________ leadership style.
A) consultative
B) directive
C) participative
D) selling
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33) It has been argued that an important part of the leader’s job is to clarify for subordinates
the kind of behavior most likely to result in goal accomplishment. This activity is referred to as
____________.
A) path clarification
B) pathing
C) clarification
D) “telling”
34) The _______________ theory of leadership advocates that leaders understand their own
behavior.
A) job-centered
B) employee-centered
C) initiating
D) situational
35) The emphasis of _______________ is on followers and their level of maturity.
A) the goal-path model
B) the Jago leadership model
C) situational leadership theory
D) trait theory
36) Within SLT, there are two types of follower readiness: psychological and
_______________.
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A) individual
B) physiological
C) group
D) job
37) Which of the following is not one of the leadership styles developed by Hersey and
Blanchard?
A) Supporting
B) Telling
C) Delegating
D) Participating
38) Mike has demonstrated a high level of capability and motivation concerning a particular
task. According to SLT, which of the following leadership styles would fit best Mike’s
“readiness” to complete the task?
A) Telling
B) Delegating
C) Empowering
D) Selling
39) According to the Hersey-Blanchard situational leadership model, explaining decisions
and providing an opportunity for clarification is:
A) Participating
B) Delegating
C) Selling
D) Telling
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40) Situational leadership models have all the following in common except:
A) They all have the support of industry leaders.
B) They focus on the dynamics of leadership.
C) They have stimulated research on leadership.
D) They remain controversial because of measurement problems, limited testing, or
contradictory research results.
41) “Followers have different needs that must be fulfilled with the help of a leader” is a
statement that best represents:
A) Fiedler’s contingency model
B) Vroom, Yetton, and Jago
C) House’s Path-Goal theory
D) the Hersey-Blanchard Situational Leadership theory
42) ________________ suggested that some leaders have a gift of exceptional qualities—a
charisma—that enables them to motivate followers to achieve outstanding performance.
A) Arthur Fiedler
B) Hersey and Blanchard
C) Victor Vroom
D) Max Weber
43) People typically view a charismatic leader as a _______.
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A) villain
B) threat
C) hero
D) good steward
44) All of the following leaders were considered charismatic except:
A) President John F. Kennedy
B) President George W. Bush
C) Adolf Hitler
D) Winston Churchill
45) Which of the following have been presented in the text as ways to characterize
charismatic leaders?
A) Crisis-based but not visionary
B) Visionary and crisis-based
C) Supportive but not visionary
D) Visionary but not crisis-based
46) A leader relies on contingent reward and _______________ when using the transactional
style.
A) charismatic leadership
B) role modeling
C) renewal
D) management by exception
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47) Charisma is one of the most important characteristics of the _______________ leader.
A) transformational
B) transactional
C) “exceptional”
D) All of the choices are correct.
48) One national sample of U.S. workers showed that only _______________ of the
participants perceived a direct relationship between how hard they worked and how much pay
they received.
A) 5 percent
B) 15 percent
C) 22 percent
D) 37 percent
49) In _______________ leadership, the employee’s reward is internal.
A) transactional
B) supportive
C) participative
D) transformational
50) _______________ leaders will typically make major changes in the firm’s or unit’s
mission, way of doing business, and human resources management to achieve their vision.
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A) Directive
B) Supportive
C) Transformational
D) Transactional
51) Of the following, a _______________ leader is most likely to consider an overhaul of the
entire philosophy, system, and culture of an organization.
A) directive
B) supportive
C) transformational
D) transactional
52) Bass identified five factors that describe transformational leaders. Which of the following
is not one of these factors?
A) Charisma
B) Contingent reward
C) Intellectual stimulation
D) Workforce maturity
53) Exceptional coaches have all of the following skills and abilities in common except:
A) A talent for observing
B) Decisive decision making
C) Exceptional communication ability
D) An ability to be judgmental
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54) The objective of coaching is:
A) Building teamwork
B) Improving performance
C) Developing consistency
D) Removing obstacles
55) Greenleaf proposed that the servant leader has or does all of the following except:
A) Transaction oriented
B) Expects perfection
C) High morals
D) Treats others as equals
56) ____________ proposed in his writings that a leader should be driven by a desire to
serve, helping those who have a legitimate need regardless of their status and without an
expectation of a reciprocal obligation.
A) Robert Green
B) Robert Greenleaf
C) Robert House
D) Robert Konopaske
57) The most important critique of SLT may be _____________.
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A) the validity of the LPC instrument is unclear
B) concerning its actual effectiveness (i.e. does it work?)
C) its lack of intuitive appeal
D) questions regarding the adaptability of people in leadership positions
58) Bass, after conducting cross-cultural studies of managers has proposed that all of the
following are linked to leadership effectiveness, except:
A) Cooperative peer relations
B) Submissiveness to rules and authority
C) Reliance on self
D) Concern for human relations
59) The complexity of global joint ventures or of leading a foreign subsidiary requires the
careful study of the _______________ that face the leader.
A) culture and history
B) expectations
C) work environment
D) All of the above.
60) Hofstede model as, discussed in the text, contains ________ cultural dimensions.
A) three
B) four
C) five
D) seven
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61) Hofstede suggested that American researchers did not focus enough on
__________________.
A) different views of education
B) subordinate views of the leader
C) aspects of the leader
D) All of the responses are correct
62) What did Greenleaf propose in regard to leadership?
63) What did trait theory research attempt to accomplish?
64) The Likert-inspired team at the University of Michigan identified two distinct styles of
leadership. What are these two behavior approaches to leadership?
65) Briefly describe what is meant by an “initiating structure.”
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66) What are the LOQ and LBDQ?
67) Leadership style can measured using the Least-Preferred Coworker Scale (LPC), an
instrument developed by Fiedler. What do high and low scores on the LPC suggest?
68) To understand the Vroom-Jago leadership model, it is important to consider three critical
components. List these components.
69) What leadership theory uses the expectancy motivation theory as its foundation?
70) Within SLT, what is denoted by the terms maturity and readiness?
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71) The text presents that there are two types of charismatic leaders. Briefly describe these
types.
72) What is typically thought of as the first requirement for exercising charismatic
leadership?
73) Bass identified several factors associated with transformational leadership. List three.
74) Employees who rank high on power distance are more likely to prefer an autocratic style
of leadership. Why?
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75) In his cross-cultural studies of managers, what did Bass suggest in regard to reliance on
others?
76) The role of informal leader can be every bit as important to a group’s success as is that of
the formal leader.
⊚ true
⊚ false
77) External factors may be overwhelming and uncontrollable, no matter how good a leader
may be.
⊚ true
⊚ false
78) Manz and Sims have described “team leaders” as individuals who lead others to lead
themselves to higher levels of performance.
⊚ true
⊚ false
79) An extreme intelligence difference between a leader and his or her followers is always
beneficial to the organization.
⊚ true
⊚ false
80) Leadership traits don’t operate singly to influence followers but act in combination.
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⊚ true
⊚ false
81) Patterns of effective behavior depend largely on the situation.
⊚ true
⊚ false
82) To be effective, a leader should never admit mistakes.
⊚ true
⊚ false
83) Supervisors who score high on initiating structure tend to receive high proficiency ratings
from superiors, but also have more employee grievances filed against them.
⊚ true
⊚ false
84) Behavior that is helpful or even essential in some situations can be detrimental in others.
⊚ true
⊚ false
85) As a rule, being given greater authority lessens one’s position power.
⊚ true
⊚ false
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86) If a decision has high quality and follower commitment, it is an effective decision,
regardless of how long it takes to make it.
⊚ true
⊚ false
87) Individuals with an internal locus of control are generally more satisfied with a directive
leadership style.
⊚ true
⊚ false
88) Those elements identified as “leadership variables” include the job tasks, the formal
authority system of the organization, and the work group.
⊚ true
⊚ false
89) A person who is considered high in job readiness has the self-motivation and desire to do
high-quality work.
⊚ true
⊚ false
90) Asking an insecure follower to participate will typically lessen their insecurity.
⊚ true
⊚ false
91) Keen analytical abilities can contribute to effectiveness in non-charismatic leaders.
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⊚ true
⊚ false
92) Linking followers with an organization’s new direction, mission, and goals is easier if
they’re satisfied or unchallenged by the current situation.
⊚ true
⊚ false
93) Charismatic leaders always have positive effects on their followers.
⊚ true
⊚ false
94) When using management by exception, the leader is not involved unless objectives aren’t
being accomplished.
⊚ true
⊚ false
95) In addition to charisma, transformational leaders need communication abilities and
sensitivity to others.
⊚ true
⊚ false
96) In an organizational sense, coaches and mentors are interchangeable terms.
⊚ true
⊚ false
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97) The participative management approaches that are highly recommended by many
American researchers can be counterproductive in many cultures.
⊚ true
⊚ false
98) There is no right or “universal” way to lead.
⊚ true
⊚ false
99) Autocratic leadership is not advised in any culture.
⊚ true
⊚ false
100) The skills and other competencies of the leader comprise only one variable in the
leadership context.
⊚ true
⊚ false
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Answer Key
Test name: chapter 15
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