1.
(p. 201) Managerial control is defined as the process of influencing employees to work toward the achievement
of objectives.
2.
(p. 201) All managers are not leaders.
3.
(p. 202) Contingency leadership theory assumes that there are distinctive physical and psychological
characteristics accounting for leadership effectiveness.
4.
(p. 205) The Leadership Grid identifies the ideal leadership style as having a high concern for both production
and people.
5.
(p. 205) According to the Leadership Grid, the sweatshop manager has low concern for both production and
people.
6.
(p. 205) According to the Leadership Grid, the country club manager has a high concern for people and a low
concern for production.
7.
(p. 206) The organized-person manager has a high concern for both production and people.
8.
(p. 207) Contingency leadership theory developed by Fiedler, is used to determine if a person’s leadership style
is task-or relationship-oriented and if the situation matches the leader’s style.
9.
(p. 207) Fiedler believed that one’s leadership style needed to be changed according to the situation.
10.
(p. 209) The leadership continuum, developed by Tannenbaum and Schmidt, focuses on who makes the
decisions.
11.
(p. 209) Situational leadership theory, developed by Vroom and Yetton, is a decision-tree model that enables the
user to select from five leadership styles the one that is appropriate for the situation.
12.
(p. 210) Situational leadership, developed by Paul Hersey and Kenneth Blanchard, is a model for selecting from
four leadership styles the one that matches the employees’ maturity level in a given situation.
13.
(p. 210) High relationship—low task is a characteristic of the participating style of leadership.
14.
(p. 211) According to situational leadership, if the maturity level of the followers is low, the leader uses a
delegating style.
15.
(p. 211) According to situational leadership, if the maturity level of the followers is moderate to low, the leader
uses a selling style.
16.
(p. 215) When interacting with employees, the supervisor using the autocratic style gives very detailed
instructions, describing exactly what the task is and when, where, and how to perform it.
17.
(p. 215) The participative style involves high-directive-high-supportive behavior and is appropriate when
interacting with moderate-capability employees.
18.
(p. 216) The laissez-faire style entails low-directive-low-supportive behavior and is appropriate when interacting
with outstanding employees.
19.
(p. 221) Integrity holds the other four dimensions of trust together, because without integrity, trust breaks apart.
20.
(p. 222) Trust is earned and builds over time.
21.
(p. 201) _____ is the process of influencing employees to work toward the achievement of objectives.
22.
(p. 202) _____ assumes that there are distinctive physical and psychological characteristics accounting for
leadership effectiveness.
23.
(p. 202) Which of the following did Edwin Ghiselli identify as the most important trait for effective
leadership?
24.
(p. 204) “I have complete confidence in you. I know you can complete this project by yourself and if you have
any doubts, you can always consult me.” Which quadrant of the two-dimensional leadership styles does this
behavior reflect?
25.
(p. 204) “I want you to process a copy of this memo right now and then send it to the accountant.” Which
quadrant of the two-dimensional leadership styles does this behavior reflect?
26.
(p. 204) “I’d like you to process a copy of this memo right away. It’s a progress report for Carmen. You know
the details and status of the project, so write it up and I’ll cosign it.” Which quadrant of the two–dimensional
leadership styles does this behavior reflect?
27.
(p. 204) “Compile the reports and put it on my desk by lunch time.” Which quadrant of the two-dimensional
leadership styles does this behavior reflect?
28.
(p. 204) “I have outlined a plan for the event. We’ll have to discuss all major considerations before you can start
executing the plan. I’ll check the progress daily thereon.” Which quadrant of the two-dimensional leadership
styles does this behavior reflect?
29.
(p. 205) According to the Leadership Grid, the _____ has low concern for both production and people.
30.
(p. 205) According to the Leadership Grid, the _____ has a high concern for production and a low concern for
people.
31.
(p. 205) According to the Leadership Grid, the _____ has a high concern for people and a low concern for
production.
32.
(p. 206) According to the Leadership Grid, the _____ has balanced, medium concern for both production and
people.
33.
(p. 206) According to the Leadership Grid, the _____ has a high concern for both production and people.
34.
(p. 205) The _____, Blake and Mouton’s model, identifies the ideal leadership style as having a high concern
for both production and people.
35.
(p. 205) The supervisors at Proviso Inc. push for high production and do not care about the employees.
According to the Leadership Grid, which leadership style do they use?
36.
(p. 206) According to the Leadership Grid, supervisors who show moderate efforts to get the job done while
meeting employee needs use the _____ style of leadership.
37.
(p. 205) “I should extend the delivery date for this project, because training the new team members will be
tedious.” According to the Leadership Grid, which of the following leadership styles is portrayed by this
attitude?
38.
(p. 205) “You have to complete all assignments before you go on leave. You may have to extend your working
hours.” According to the Leadership Grid, which of the following leadership styles does this example reflect?
39.
(p. 205) “You don’t look well. Go home and rest. Don’t worry about anything here at work. We’ll take care of
it.” According to the Leadership Grid, which of the following leadership styles does this example reflect?
40.
(p. 207) The assumption that the appropriate leadership style varies from situation to situation is made by
_____.
41.
(p. 207) _____, developed by Fiedler, is used to determine whether a person’s leadership style is task-or
relationship-oriented and if the situation matches the leader’s style.
42.
(p. 207-208) Rufus, a supervisor at an automobile store, is considered friendly by his subordinates and has
the authority to assign important work to high performers under his wing. However, he does not chalk out clear
objectives for his workers. According to Fiedler’s contingency leadership theory model, _____ leadership style
would be most appropriate for this situation.
43.
(p. 207-208) Jeremy, a newly promoted supervisor, has been unsuccessful in getting along with his
workers. He wants them to achieve targets without fail and follow all documentation procedures. Fortunately,
his recommendations for employee incentives are not taken seriously. According to Fiedler‘s contingency
leadership theory model, _____ leadership style would be most appropriate for Jeremy‘s situation.
44.
(p. 207-208) Donovan, a senior manager, is loved by his subordinates. He delegates assignments with very
clear objectives and simplified processes. However, he does not have the authority to reward workers who
perform well. According to Fiedler’s contingency leadership theory model, the _____ leadership style would be
most appropriate for Donovan’s situation.
45.
(p. 216) “Sam, make sure you reach office no later than 8 A.M. tomorrow.” According to the leadership
continuum, which of the following leadership styles does the statement reflect?
46.
(p. 218) “Gentlemen, I will consider all your ideas before I decide the final strategy for this project.” According
to the leadership continuum, which of the following leadership behaviors is reflected in this statement?
47.
(p. 218) “I am planning to reduce the duration of lunch break by 10 minutes. Does anyone have any objection
to this policy?” According to the leadership continuum, this is an example of a leadership style where:
48.
(p. 218) “These are the two projects which I think need your expertise. Which one would you choose to work
on first?” According to the leadership continuum, this is an example of a leadership style where:
49.
(p. 209) _____, developed by Tannenbaum and Schmidt, identifies seven leadership styles based on the use of
boss-centered versus employee-centered leadership.
50.
(p. 209) _____, developed by Vroom and Yetton, is a decision–tree model that enables the user to select from
five leadership styles the one that is appropriate for the situation.
51.
(p. 210) In which of the following Vroom’s leadership styles does a group make decisions?
52.
(p. 210) Which of the following is a model, developed by Paul Hersey and Kenneth Blanchard, for selecting
from four leadership styles the one that matches the employees’ maturity level in a given circumstance?
53.
(p. 210) According to Hersey and Blanchard, which of the following denotes a telling leadership style?
54.
(p. 210) According to Hersey and Blanchard, which of the following denotes a delegating leadership style?
55.
(p. 210) According to Hersey and Blanchard, which of the following denotes a participating leadership style?
56.
(p. 210) According to Hersey and Blanchard, which of the following denotes a selling leadership style?
57.
(p. 211) In situational leadership, a leader uses a telling style when his followers’ maturity level is: