Managing Human Behavior in Public and Nonprofit Organizations | 4th edition
Robert B. Denhardt • Janet V. Denhardt • Maria P. Aristigueta
Sage 2015
Test Bank | Chapter 7
Leadership in Public Organizations
Multiple Choice
1. The two dimensions in the leadership grid are:
A) Concern for organization and employees
B) Concern for production and people
C) Concern for people and profits
D) Concern for productivity and people
2. Leaders and followers should engage in a structured ____________.
A) Dialogue
B) Monologue
C) Epilogue
D) Prologue
3. Contingency leadership stipulates that:
A) Group effectiveness is dictated by employee commitment
B) Group effectiveness is not affected by the relationship between the styles of leadership
C) The contingent group dynamics affect the results achieved by the leader
D) The effectiveness of a group is dependent on the relationship between the style of leadership
and the degree to which the situation enables the leader to exert influence
4. Fiedler identified two leadership styles: the __________-oriented leader (who is quite efficient
and goal oriented) and the ______________- oriented leader (who derives satisfaction from
successful interpersonal relationships).
A) Organization; team
B) Task; relationship
C) Success; relationship
D) Task; social
5. The traditional command and control type of leadership structure does not encourage:
A) Risk and innovation
B) Diplomacy and understanding
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C) Democracy and charter
D) Industry and invention
6. Which of the following are not characteristics of leadership?
A) A strong drive for responsibility and task completion
B) Creativity and originality in problem solving
C) A capacity for absorbing stress
D) An untenable positive approach
7. The readiness of an individual or a group to perform a specific task depends on the _________
and ________ to perform the task.
A) Aptitude; readiness
B) Facility; enthusiasm
C) Ability; willingness
D) Capacity; motivation
8. ________ refers to the degree to which the position enables the leader to get others to comply
with his or her directions.
A) Position power
B) Task structure
C) Personal relationships
D) Compliance
9. A _________ leadership style will be most effective in situations where subordinates are
engaged in work that is stressful, frustrating, or unsatisfying.
A) Supportive
B) Directive
C) Participative
D) Achievement oriented
10. ________ are concerned with vision and judgment. ________ are concerned with mastering
routines.
A) Leaders; leaders
B) Leaders; managers
C) Managers; leaders
D) Managers; managers
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11. According to Ancona, leadership has four specific capabilities:
A) Sensemaking, visioning, relating to others, and inventing new ways to get things done
B) Visioning, relating to others, enthusiasm, and inventing new ways to get things done
C) Inventing new ways to get things done, encouraging the heart, visioning, and enthusiasm
D) Sensemaking, visioning, relating to others, and enthusiasm
12. Leaders must have which of the following traits or competencies?
A) Self-understanding
B) High energy
C) Integrity
D) All of the above
13. ________ leadership occurs when leaders and followers engage with one another in such a
way that they raise one another to higher levels of morality and motivation.
A) Moral
B) Transactional
C) Transformational
D) Powerful
14. Which of the following is NOT an act of the change process?
A) Institutionalizing change
B) Embracing the status quo
C) Recognizing the need for revitalization
D) Creating a new vision
15. People that possess ________ achieving styles are motivated to master their own tasks.
A) Relational
B) Instrumental
C) Transformational
D) Direct
16. Which of the following is NOT a dimension of emotional intelligence?
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A) Managing emotions
B) Empathy
C) The ability to cry
D) Handling relationships
17. In the countries which score _________ on power distance, subordinates are more likely to
disagree with their leaders and desire a ‘consultative style’ of management.
A) Low
B) High
C) In the middle
D) None of the above
18. For ________ cultures, successful leaders should be supportive and paternalistic.
A) Individualistic
B) Collectivist
C) Socialist
D) All of the above
19. Which of the following is NOT one of the nine cultural dimensions comprising the GLOBE
model?
A) Performance orientation
B) Human orientation
C) Unassertiveness
D) Uncertainty avoidance
20. According to Gardner, what type of mind moves beyond self-interest to make decisions
based on a sense of social responsibility?
A) Disciplined
B) Ethical
C) Synthesizing
D) Respectful
21. According to Gardner, what type of mind is able to bring together information and ideas from
many different sources in a way that makes sense?
A) Disciplined
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B) Ethical
C) Synthesizing
D) Creating
22. What are the five dimensions of collaboration?
A) Governance, administration, autonomy, mutuality, and trust-building
B) Governance, administration, autonomy, mutuality, and respect
C) Equality, administration, autonomy, mutuality, and trust-building
D) Governance, administration, equality, autonomy, and mutuality
True/False
23. In earlier studies of leadership, factors such as age, height, weight, and appearance seemed to
have everything to do with leadership.
24. Leadership is exercised by the person in the group who energizes the group, whether or not
he or she carries the title of “leader.”
25. Leaders tended to be more intelligent, more dependable or responsible, and more active in
social situations than others.
26. Relationship behavior is defined as the extent to which the leader engages in spelling out the
duties and responsibilities of an individual or group.
27. The situational model of leadership suggests that the effectiveness of a group is contingent on
the relationship between the style of leadership and the degree to which the situation enables the
leader to exert influence.
28. Achievement-oriented leadership is a style that involves consultation with subordinates and a
serious consideration of their ideas before the leader makes a decision.
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29. The psychological relationship between leaders and followers is cut through by tension and
the potential for great antagonism.
30. The successful leader stimulates resonance among those who follow.
31. Despite younger leaders and older leaders growing up in quite different eras, their formative
experiences with respect to leadership are remarkably similar.
32. Charismatic leadership in whatever its form constitutes a moral “slippery slope.”
33. Leadership is always provided by those in formal positions of authority.
34. To provide leadership in moving a group in a new direction, a leader does not have to
exercise power or control.
Essay
35. Describe the managerial grid. What types of leaders are represented in each square of the
grid?
36. Compare and contrast the different styles of leadership. Develop scenarios where each style
might be most appropriate.
37. Compare and contrast managers and leaders. What are the similarities, if any? What are the
differences, if any? Discuss, providing relevant examples where appropriate.
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38. Explore what part power plays in leadership. Do different styles of leadership access or use
power differently?
39. Explore the challenges of leading in a diverse organization. Discuss, providing relevant
examples where appropriate.
40. What is street-level leadership? How does it affect public policy?