Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 8— Leadership
Chapter 08: Leadership
1) Leaders ________ the vision, while managers ________ the vision.
a. internalize; support
b. standardize; administrate
c. administer; create
d. create; administer
e. manage; supervise
2) Terry is considered to be a “born leader.” He has been the captain of every sports team
that he has ever been on. This supports which of the following theories?
a. behavioural theories
b. trait theories
c. Situational Leadership
d. Fiedler’s contingency model
e. Theory X
3) Managers rely on control strategies to get things done, whereas leaders ________
followers to internalize values.
a. task
b. persuade
c. empower
d. reward
e. require
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 8— Leadership
4) Leadership research indicates that trait theories
a. fail to clarify the relative importance of various traits.
b. closely follow the needs of followers.
c. are the most accurate of leadership theories.
d. consistently and strongly predict leadership success.
e. have not been able to isolate leadership traits that will predict leadership capabilities.
5) Studies support the ________ trait as being the most important trait for effectiveness
as a leader.
a. extraversion
b. emotional stability
c. agreeableness
d. conscientiousness
e. openness to experience
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 8— Leadership
6) One of the conclusions that can be drawn from the research on leadership is that
________ predict leadership emergence better than they predict leadership effectiveness.
a. behaviours
b. intelligence
c. emotions
d. traits
e. outcomes
7) If the trait theory of leadership is valid, then it can be said that leaders are
a. goal-oriented.
b. born.
c. relationship-oriented.
d. employee-oriented.
e. trainable.
8) Emotional intelligence (EI) is ______________ for effective leadership.
a. incidental
b. not necessary
c. critical
d. predictable
e. empowering
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 8— Leadership
9) There is fairly consistent evidence that leadership is related to
a. agreeableness.
b. extraversion.
c. training.
d. emotional intelligence.
e. conservatism.
10) Studies of leadership behaviour conducted at Ohio State University identified the
________ and ________ dimensions of leader behaviour.
a. achievement orientation; participation
b. middle-of-the-road; conservatism
c. consideration; initiating structure
d. laissez-faire; country club
e. team; authoritative
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 8— Leadership
11) If trait theories of leadership were correct, we would ________, whereas if
behavioural studies were correct, we would ________.
a. teach people certain traits; teach people certain behaviours
b. select the right person for the job based on their traits; train people to become leaders
c. change jobs to suit people; change people to suit jobs
d. recruit and hire only women; recruit and hire either men or women
e. teach people managerial principles; recruit and select the right person for the job
12) Ann is a leader who is strong on the initiating structure dimension of leadership.
According to the Ohio State studies, this means she
a. ensures the mutual trust of team members.
b. shows respect for employees’ ideas and solutions put forth by team members.
c. structures the roles of employees and the leader.
d. is concerned with the structural hierarchy of jobs and the employees’ acceptance of
such.
e. is concerned with the structure of the teams and accepting individual differences
among team members.
13) According to the Ohio State studies, the extent to which a leader is likely to define
and structure his or her role and those of subordinates in the search for goal attainment is
called
a. structured leadership.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 8— Leadership
b. production-oriented leadership.
c. the initiating structure dimension of leadership.
d. the employee-orientation dimension of leadership.
e. the considerate dimension of leadership.
14) Leaders who emphasize interpersonal relations are described in the University of
Michigan studies as
a. employee-oriented.
b. initiating consideration.
c. country club leaders.
d. relationship-oriented.
e. team-oriented leaders.
15) The University of Michigan studies identified the ________ and ________
dimensions of leadership.
a. considerate; initiating structure
b. employee-oriented; initiating consideration
c. production-oriented; relationship-oriented
d. employee-oriented; production-oriented
e. production-oriented; considerate
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 8— Leadership
16) The University of Michigan studies defines a(n) ________ leader as someone who
takes personal interest in the needs of his or her subordinates.
a. considerate
b. empowering
c. employee-oriented
d. team
e. behavioural
17) John Kotter of the Harvard Business School argues that
a. managers have poorer communication skills than leaders.
b. employees tend to like managers more than they like leaders.
c. managers are less honest in dealings with employees than leader.
d. managers promote stability and leaders press for change.
e. managers user more coercive power than leaders.
18) Leadership study focuses on two tasks:
a. creating an organization and taking care of employees.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 8— Leadership
b. getting day-to-day things done and inspiring others.
c. marketing products and services and making profits.
d. developing policies and procedures and making profits.
e. taking care of employees and making profits.
19) Chloe is a project leader in a newly founded company. The CEO is working out the
long-term plans and has asked Chloe to communicate work expectations to members of
her team. The CEO is ____________; and Chloe is ______________.
a. showing care for employees; performing her job as required.
b. creating a vision and mandate for the company; engaging in standard practices.
c. focusing on finding more customers; planning the task execution.
d. developing policies; developing procedures.
e. using legitimate power; showing compliance and commitment.
20) Before a new department head was replaced, staff members indicated that they
wanted a leader who would focus on minimizing employee concerns while focusing on
increasing the efficiency of operations. Based on behavioural theories, they want the new
leader to display ________ leadership.
a. coercive
b. production-oriented
c. initiating-structure
d. empowering
e. team
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 8— Leadership
21) SCENARIO 8-1
Bill manages a group of sales people using the Situational Leadership model. His newest
sales representative, Andrea, is willing and eager to sell, but she is inexperienced and
doesn’t really know what she is supposed to do. Another new sales representative, Jack,
has sales experience. He is excited about this new opportunity, is very familiar with the
product line, and knows the sales territory fairly well. As one of Bill’s experienced long–
time sales representatives, Carol knows the product line very well, but personal matters
are weighing heavily on her and negatively affecting her work. Unfortunately, Bill had to
hire the boss’s son a few weeks ago. The young man doesn’t have any experience and
isn’t interested in either the products or sales. He is there just to collect his pay and
socialize with other employees.
Referring to SCENARIO 8-1, according to Hersey and Blanchard’s Situational
Leadership theory, Bill’s leadership style with Andrea should bea. selling.
b. telling.
c. participating.
d. delegating.
e. managing.
22) SCENARIO 8-1
Bill manages a group of sales people using the Situational Leadership model. His newest
sales representative, Andrea, is willing and eager to sell, but she is inexperienced and
doesn’t really know what she is supposed to do. Another new sales representative, Jack,
has sales experience. He is excited about this new opportunity, is very familiar with the
product line, and knows the sales territory fairly well. As one of Bill’s experienced long–
time sales representatives, Carol knows the product line very well, but personal matters
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 8— Leadership
are weighing heavily on her and negatively affecting her work. Unfortunately, Bill had to
hire the boss’s son a few weeks ago. The young man doesn’t have any experience and
isn’t interested in either the products or sales. He is there just to collect his pay and
socialize with other employees.
Referring to SCENARIO 8-1, according to Hersey and Blanchard’s Situational
Leadership theory, Bill’s leadership style with Jack should bea. delegating.
b. selling.
c. telling.
d. participating.
e. managing.
23) SCENARIO 8-1
Bill manages a group of sales people using the Situational Leadership model. His newest
sales representative, Andrea, is willing and eager to sell, but she is inexperienced and
doesn’t really know what she is supposed to do. Another new sales representative, Jack,
has sales experience. He is excited about this new opportunity, is very familiar with the
product line, and knows the sales territory fairly well. As one of Bill’s experienced long-
time sales representatives, Carol knows the product line very well, but personal matters
are weighing heavily on her and negatively affecting her work. Unfortunately, Bill had to
hire the boss’s son a few weeks ago. The young man doesn’t have any experience and
isn’t interested in either the products or sales. He is there just to collect his pay and
socialize with other employees.
Referring to SCENARIO 8-1, according to Hersey and Blanchard’s Situational
Leadership theory, Bill’s leadership style with Carol should bea. telling.
b. delegating.
c. filtering.
d. participating.
e. selling.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 8— Leadership
24) SCENARIO 8-1
Bill manages a group of sales people using the Situational Leadership model. His newest
sales representative, Andrea, is willing and eager to sell, but she is inexperienced and
doesn’t really know what she is supposed to do. Another new sales representative, Jack,
has sales experience. He is excited about this new opportunity, is very familiar with the
product line, and knows the sales territory fairly well. As one of Bill’s experienced long–
time sales representatives, Carol knows the product line very well, but personal matters
are weighing heavily on her and negatively affecting her work. Unfortunately, Bill had to
hire the boss’s son a few weeks ago. The young man doesn’t have any experience and
isn’t interested in either the products or sales. He is there just to collect his pay and
socialize with other employees.
Referring to SCENARIO 8-1, unfortunately Bill can’t fire the boss’s son, so according to
Hersey and Blanchard’s Situational Leadership theory, Bill’s leadership style with the
young man should bea. telling.
b. managing.
c. participating.
d. delegating.
e. selling.
25) Using the Fiedler contingency model, a leader who uses ________ influences
variables such as hiring, firing, and promotions.
a. position power
b. empathy
c. consideration
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 8— Leadership
d. employee orientation
e. company policy
26) According to the Fiedler contingency model, a leader who focuses on procedures is
using the contingency dimension of
a. position power.
b. relationship building.
c. task structure.
d. production orientation.
e. consideration.
27) Predicting leadership success is complex and should take into consideration the
a. personality of the leader.
b. ability to create a vision for the company.
c. situational factors.
d. specific behaviours of leaders.
e. characteristics of the organization.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 8— Leadership
28) Situational or contingency theories of leadership consider
a. the leader’s ability to empower people.
b. the leader’s legitimate power position.
c. the quality of leader-member relations.
d. the leader’s personality characteristics.
e. the leader’s day to day management skills.
29) ________ is a contingency dimension included in Fiedler’s contingency model of
leadership.
a. Leader participation
b. Position power
c. The servant leader focus
d. The skills of the followers
e. A futuristic focus
30) Taylor always seems to perform best in situations where she is in complete control.
According to Fiedler’s contingency model of leadership, she is a ________ leader.
a. relationship-oriented
b. production-oriented
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 8— Leadership
c. employee-oriented
d. team-building
e. task-oriented
31) The path-goal theory of leadership proposes two types of contingency variables, one
of which is
a. the personality or the leader.
b. a choice between production orientation and employee orientation.
c. the environmental variables that are outside the control of the employee.
d. that there is less control by managers.
e. that goals should be different for managers and employees.
32) Freida is a problem employee; she is able to do her job, but on many days is
unwilling to do so in the competent manner she is capable of. Based on Hersey and
Blanchard’s Situational Leadership theory, Freida’s manager should use a ________ style
of leadership to improve Freida’s attitude and increase her motivation.
a. participative
b. authoritative
c. telling
d. selling
e. delegating
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 8— Leadership
33) ________ propose(s) that the role of the leader is to assist the follower in establishing
goals that are ________ the organization’s goals, and then ensure that the follower attains
these goals.
a. The Michigan studies; supportive of
b. The Ohio State studies; congruent with
c. The Fiedler contingency model; compatible with
d. Hersey and Blanchard’s Situational Leadership theory; different than
e. Path-goal theory; compatible with
34) Tamir approaches all of his employees by providing them with specific guidance and
by establishing work schedules and rules for them. According to path-goal theory, Tamir
uses
a. a directive style of leadership.
b. an achievement style of leadership.
c. a participative style of leadership.
d. a supportive style of leadership.
e. a charismatic style of leadership.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 8— Leadership
35) Elliott is a team leader who consults with employees and uses their suggestions
before making a decision. According to path-goal theory, Elliott is
a. a supportive leader.
b. a participative leader.
c. an achievement oriented leader.
d. a charismatic leader.
e. a directive leader.
36) If the organization you work for is seeking a leader who will set challenging goals
and seek improvements in performance, according to path-goal theory, it is looking for a
person who demonstrates ________ leadership behaviour.
a. achievement-oriented
b. participative
c. supportive
d. charismatic
e. directive
37) SCENARIO 8-2
You have been given the opportunity to share your knowledge of the path-goal theory of
leadership with a group of managers. You begin by explaining that an important
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 8— Leadership
component of path-goal theory is the contribution of contingency factors, which control
for the effectiveness of one leadership behaviour versus another. These contingency
factors are organized into two groups: subordinate and environmental.
Referring to SCENARIO 8-2, as you continue your presentation, you explain the
importance of subordinate contingency factors in order to determine the ideal leader
behaviour. Which of the following would serve as a subordinate contingency factor?a.
age
b. gender
c. cultural values
d. personality
e. experience
38) SCENARIO 8-2
You have been given the opportunity to share your knowledge of the path-goal theory of
leadership with a group of managers. You begin by explaining that an important
component of path-goal theory is the contribution of contingency factors, which control
for the effectiveness of one leadership behaviour versus another. These contingency
factors are organized into two groups: subordinate and environmental.
Referring to SCENARIO 8-2, once you have finished explaining the importance and
meaning of the subordinate contingency factors, you begin to explain the implications of
environmental contingency factors. Which of the following would constitute an
environmental contingency factor?a. age
b. task structure
c. individual reward
d. gender
e. experience
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 8— Leadership
39) SCENARIO 8-2
You have been given the opportunity to share your knowledge of the path-goal theory of
leadership with a group of managers. You begin by explaining that an important
component of path-goal theory is the contribution of contingency factors, which control
for the effectiveness of one leadership behaviour versus another. These contingency
factors are organized into two groups: subordinate and environmental.
Referring to SCENARIO 8-2, the theory proposes guidelines for leaders to be effective.
These include a. letting employees know what they need to do to receive rewards.
b. being directive and setting goals.
c. allowing employees to set their own goals.
d. empowering employees as much as possible.
e. focusing on production orientation.
40) SCENARIO 8-2
You have been given the opportunity to share your knowledge of the path-goal theory of
leadership with a group of managers. You begin by explaining that an important
component of path-goal theory is the contribution of contingency factors, which control
for the effectiveness of one leadership behaviour versus another. These contingency
factors are organized into two groups: subordinate and environmental.
Referring to SCENARIO 8-2, as you conclude your presentation, one manager asks,
“What is likely to be positively influenced when the leader compensates for things
lacking in either the employee or the work setting?”a. motivation and respect for the
leader
b. performance and satisfaction
c. compliance and commitment
d. personal growth and well-being
e. cohesiveness and productive norms
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 8— Leadership
41) Tina is a leader who is well liked by her employees. In terms of leadership style, she
follows ________: she lets followers know what is expected of them, shows concern for
their needs, consults with them and uses their suggestions, but sets challenging goals and
expects employees to perform at the highest level.
a. Hersey and Blanchard’s Situational Leadership
b. trait theory
c. Fiedler’s contingency model
d. path-goal theory
e. behavioural theories
42) Fiedler proposes that there are two ways to improve leader effectiveness. One of
these is to
a. train leaders in leadership skills.
b. be more directive than supportive.
c. change the leader to fit the situation.
d. analyze the situation more carefully.
e. empower employees whenever possible.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 8— Leadership
43) The leadership behaviours identified by path-goal theory are
a. participative, goal-oriented, and supportive.
b. achievement-oriented, and charismatic.
c. supportive, directive, participative, and achievement-oriented.
d. participative, goal-oriented, and directive.
e. supportive and achievement-oriented.
44) According to path-goal theory, leaders should follow three guidelines to be effective
leaders. One of these guidelines includes
a. always being supportive.
b. always being future oriented.
c. rewarding individuals according to the profits they generate.
d. being charismatic at all times.
e. determining the outcomes that subordinates desire.
45) Leaders are irrelevant and not needed according to
a. the path-goal theory of leadership.
b. the substitute theory of leadership.
c. situational theories of leadership.