Multiple Choice
1. As a process, leadership can be defined as:
a.
the practice of empowering employees to participate in organizational decision making.
b.
the set of characteristics attributed to individuals who are perceived to be leaders.
c.
the use of noncoercive influence to shape an organization’s goals.
d.
the ability to assess business process performance.
e.
the ability to adjust to and understand the changes in a workplace.
2. As a property, leadership can be best defined as:
a.
the practice of empowering employees to participate in organizational decision making.
b.
a set of belief that supports the practice of interpersonal risk taking in teams.
c.
the ability to shape employee behavior without using force.
d.
the ability to adjust to and understand changes in the workplace.
e.
a set of characteristics found in people who can influence the behavior of others.
MGMT.GRIF.16. 11-1 – LO: 11-1
United States – BUSPROG – Analytic – Business knowledge and analytic skills
United States – AK – DISC: Leadership Principles
The Nature of Leadership
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3. Which of the following is an example of a good leader in the context of business?
a.
A person who relies on force to lead people
b.
A person who disobeys authority
c.
A person who is a dictator
d.
A person who can influence others
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e.
A person who is efficient and does not delegate his or her duties
4. Christine is in charge of managing the marketing team at her office. To be an efficient leader, she should:
a.
affect the behavior of others only through coercion.
b.
use her power only in ways that are ethical.
c.
defy all forms of authority.
d.
engage in freeriding.
e.
encourage instances of groupthink.
the behaviors of others without having to rely on force and are accepted by others as leaders.
p.329
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5. When leaders decide to either give salary increases to their employees or withhold any salary increases, which of the
following types of power do they exercise?
a.
Coercive
b.
Reward
c.
Informal
d.
Expert
e.
Referent
Moderate
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United States – BUSPROG – Analytic – Business knowledge and analytic skills
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6. Punishment involves the use of _____ power.
a.
legitimate
b.
reward
c.
referent
d.
expert
e.
coercive
e
Easy
p.331
7. Karl is fond of saying, “Remember, half the doctors you see graduated in the bottom of their class.” Karl is attempting
to limit the _____ power of physicians.
a.
expert
b.
legitimate
c.
referent
d.
reward
e.
coercive
a
Moderate
p.331
8. Bullies in the workplace use sarcasm, humiliation, and fear to influence others. This is a form of _____ power.
a.
expert
b.
legitimate
c.
referent
d.
reward
e.
coercive
9. Which of the following is NOT a possible reward for a manager to use who wants to exercise effective reward power
with his or her subordinates?
a.
A cash bonus
b.
A recommendation for promotion
c.
An interesting job task
d.
A salary increase
e.
A standard reward for everyone
e
The best way to exercise reward power is to tie rewards directly to employee performance.
Moderate
p.330
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10. The more a manager uses coercive power, the more likely he is to encourage _____.
a.
sympathy
b.
good will
c.
resentment
d.
cordiality
e.
tolerance
c
e
Moderate
p.331
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11. A supervisor’s frequent use of coercion involves the:
a.
use of distortion.
b.
use of extinction.
c.
use of positive reinforcement.
d.
loss of leadership.
e.
loss of persuasion.
Moderate
p.331
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12. One of the reasons Steve Jobs was very successful at Apple was his charisma. From this observation, we can infer that
he had _____ power.
a.
referent
b.
reward
c.
legitimate
d.
coercive
e.
expert
a
p.331
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resentment and hostility and the less likely he is to be seen as a leader.
Moderate
p.331
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13. When an organization promotes someone, it sends a signal to everyone that the person is competent. This gives the
person _____ power.
a.
legitimate
b.
technological
c.
reward
d.
referent
e.
coercive
a
Moderate
p.329
14. A news producer has the authority to choose which reporter will get to cover important news items and which reporter
will cover trivial news items. The news producer uses this authority to recognize the hard work of reporters. Which of the
following types of power is the producer using in this case?
a.
Referent
b.
Expert
c.
Reward
d.
Coercive
e.
Informal
c
Moderate
p.330
15. Bill Lennox is a good man. He demonstrates high moral standards with every decision he takes and inspires others to
follow suit. From the given information, we can say that he has _____ power.
a.
legitimate
b.
technological
c.
expert
d.
referent
e.
coercive
16. The first organized approach to studying leadership focused on:
a.
leadership behavior
b.
leadership traits.
c.
rewards expected.
d.
situational favorableness.
e.
leader-member relations.
Easy
p.331
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17. Which of the following approaches to identifying a leader is a person using if he votes for a politician based on his
communication skills, intelligence, appearance, and assertiveness?
a.
LPC theory
b.
Vroom’s decision tree approach
c.
Path-goal theory
d.
Trait approach
e.
Fiedler’s contingency theory
Moderate
p.331
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18. The behavior that is called “job-centered leader behavior” in the Michigan studies is similar to the behavior called
_____ behavior in the Ohio State studies.
a.
initiating-structure
b.
consideration
c.
concern for production
d.
concern for people
e.
employee-centered leader
a
the behavior called initiating-structure behavior in the Ohio State studies.
Moderate
p.332
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19. Abbott, a shoe manufacturing company, strives to keep its workers satisfied. As many of them are working mothers,
the company allows flexible time shifts. CEO Miles White says, “One of the most important things we can do for working
families today is to help them lead healthier lives.” According to the Michigan studies, White is demonstrating _____
behavior.
a.
initiating-structure
b.
consideration
c.
authoritative
d.
employee-centered leader
e.
job-centered leader
Moderate
p.331
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20. In the Ohio State studies, employees of supervisors who ranked high on initiating structure:
a.
reflected low absence rates.
b.
were high performers.
c.
expressed high levels of satisfaction.
d.
had low productivity.
e.
were confused about the leader–subordinate role.
were high performers but expressed low levels of satisfaction and had a higher absence rate.
p. 332
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21. At the opposite ends of the single continuum used by the Michigan studies are the leader’s:
a.
initiating-structure behavior and consideration behavior.
b.
job-centered leader behavior and employee-centered leader behavior.
c.
concern for production and concern for people.
d.
task-oriented behavior and relationship-oriented behavior.
e.
traits reflecting the hierarchical theory x and traits reflecting the innovative theory y.
p. 332
p. 332
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22. The CEO at Green Inc. has established that employees at the workplace should adhere to the vertical communication
system. She has established fixed work flow systems and strictly monitors these processes. The steps taken by the CEO at
Green Inc. reflect the _____ behavior of leaders suggested by the Ohio State studies.
a.
consideration
b.
initiating structure
c.
employee-centered
d.
job-centered
e.
authoritative
Moderate
p.332
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23. In the context of the Ohio state studies of leadership, a leader showing consideration behavior:
a.
attempts to establish a warm, friendly, and supportive climate at the workplace.
b.
clearly defines the leader–subordinate role so that everyone knows what is expected of them.
c.
establishes formal lines of communication, and determines how tasks will be performed.
d.
is primarily interested in the performance of the employees.
e.
dictates the work of the subordinates.
a
Easy
p. 332
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24. In the Managerial Grid, the ideal manager behavior is represented by a 9,9 “team” manager, who has high concern for
both:
a.
structure and people.
b.
people and production.
c.
leadership and production.
d.
finances and operations.
e.
resources and products.
p. 333
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25. The Managerial Grid shows that Paul is a 1,1 leader. Which of the following is true about Paul’s leadership?
a.
Paul has little concern for people or for work performance.
b.
Paul is an effective leader with much concern for people.
c.
Paul has a lot of concern for people and for work performance.
d.
Paul has little concern for people, but a lot of concern for work performance.
e.
Paul has a lot of concern for people, but little concern for work performance.
p. 333
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26. Which of the following is a generic approach to leadership?
a.
The least-preferred coworker model
b.
The path-goal model
Bloom’s: Comprehension
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c.
Vroom’s decision tree approach
d.
The Ohio state studies
e.
The leader-member exchange approach
27. What is the basic assumption of situational approaches to leadership?
a.
Increasing worker job satisfaction through considerate leadership will get the best results.
b.
Initiating structure for employees so they know exactly what needs to be done will be most effective.
c.
The appropriate leader style will vary from one set of circumstances to another.
d.
Effective leaders can be identified by certain traits.
e.
The 1,1 manager exhibits minimal concern for both production and people.
p. 334
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28. Which of the following is a situational leadership model?
a.
Trait approach
b.
Michigan studies
c.
Ohio State studies
d.
Leadership Grid
e.
Path-goal theory
The Ohio state studies of leadership is a generic approach to leadership.
p. 332
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29. How did Fiedler measure leadership styles?
a.
By using the managerial grid
b.
By using the initiating structure behavior
c.
By using the consideration behavior
d.
By means of a questionnaire called the least-preferred coworker measure
e.
By means of a questionnaire called the leader–member exchange measure
coworker (LPC) measure.
p. 336
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30. According to Fiedler, a task is structured when it is:
a.
routine, difficult to understand, and unambiguous.
b.
routine, easy to understand, and ambiguous.
c.
irregular, difficult to understand, and ambiguous.
d.
routine, easy to understand, and unambiguous.
e.
irregular, difficult to understand, and unambiguous.
p. 337
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p. 334
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31. In Fiedler’s model, a high least-preferred coworker score is said to reflect a _____ orientation.
a.
relationship
b.
task
c.
structure
d.
communication
e.
schedule
32. In Fiedler’s model, favorable situations are those that have:
a.
poor leader-member relations, highly structured tasks, and strong leader position-power.
b.
good leader-member relations, highly structured tasks, and strong leader position-power.
c.
good leader-member relations, unstructured tasks, and weak leader position-power.
d.
poor leader-member relations, unstructured tasks, and weak leader position-power.
e.
good leader-member relations, unstructured tasks, and strong leader position-power.
Moderate
p.337
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33. Daniel has been appointed leader of a project task force. He has legitimate power in this position. The task is
unstructured. Also, Daniel has weak leader-member relations. According to Fiedler’s LPC theory, what type of leadership
style is appropriate in this situation?
a.
Task-oriented
b.
Relationship-oriented
c.
Participative
d.
Transformational leadership
e.
Concern for people
a
Easy
p. 337
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34. Mihee, the chief nurse in a hospital, sets challenging goals for her subordinates because she has confidence in her
fellow nurses. Based on the path-goal theory, what kind of leader behavior is Mihee exhibiting?
a.
Task-oriented
b.
Employee-centered
c.
Achievement-oriented
d.
Relationship-oriented
e.
Bureaucratic
c
Moderate
p. 337
35. Vernique, a manager, consults with her subordinates and encourages their involvement in the decision making
process. Based on the path-goal theory, what kind of leader behavior is Vernique exhibiting?
a.
Job-oriented
b.
Employee-centered
c.
Achievement-oriented
d.
Participative
e.
Bureaucratic
a
Moderate
p. 337
36. Which of the following leadership models is a direct extension of the expectancy theory of motivation?
a.
Vroom’s decision tree approach
b.
Fiedler’s contingency
c.
Vertical-dyad linkage
d.
Path-goal
e.
Substitutes for leadership
Easy
p. 338
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37. In contrast to Fiedler’s theory, path-goal theory assumes that leaders:
a.
have little tolerance for their least-preferred coworker.
b.
can change their leadership style to fit the demands of a particular situation.
c.
should maintain a consistent leadership style to avoid confusing subordinates.
d.
must find a fit between their leader styles and the situation.
e.
should always maintain a participative leader style.
behavior to meet the demands of a particular situation.
Moderate
p. 339
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Situational Approaches to Leadership
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Moderate
p. 339
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38. Don Draper is responsible for managing the creative section of his ad agency. In one–to-one sessions, he asks each
member of his group to give ideas for the ad campaign to promote a new product. He considers all the ideas and decides
to go ahead with the best among them. Which decision-making style is best reflected in the given scenario?
a.
Consult individual
b.
Facilitate
c.
Delegate
d.
Participate
e.
Decide
a
Moderate
p. 342
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39. Which of the following is a task characteristic that may neutralize or substitute for leadership?
a.
Collective hysteria
b.
Conformity
c.
Intrinsic satisfaction
d.
Bystander apathy
e.
Groupthink
c
feedback, and intrinsic satisfaction.
Diffculty: Easy
p. 344
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40. Demonstrating personal excitement or passion about something is part of _____ leadership.
a.
charismatic
b.
entrepreneurial
c.
symbolic
Digital Story: Connect
d.
integrative
e.
participative
41. The concept of charismatic leadership is most closely related to:
a.
the Vroom-Yetton-Jago approach.
b.
the trait approach.
c.
Fiedler’s contingency theory.
d.
substitutes for leadership.
e.
path-goal theory.
The concept of charismatic leadership is most closely related to the trait approach.
Moderate
p. 344
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42. Carl, the manager at a publishing house, heads the editorial team. Peggy, one of his subordinates belongs to his in–
group. This information would be significant for the proceedings of the:
a.
Vroom’s decision tree approach.
b.
path-goal theory.
c.
leader–member exchange model.
d.
least-preferred coworker theory.
e.
leadership grid.
c
Moderate
a
p. 345
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43. _____ is the style of leadership that goes beyond ordinary expectations by transmitting a sense of mission, stimulating
learning experiences, and inspiring new ways of thinking.
a.
Directive leadership
b.
Participative leadership
c.
Transformational leadership
d.
Supportive leadership
e.
Task-oriented leadership
p. 345
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44. Which of the following is a defining characteristic of strategic leaders?
a.
They possess interpersonal attraction that inspires support and acceptance.
b.
They understand the organization and recognize its superior alignment with the environment.
c.
They transmit a sense of mission, stimulate learning experiences, and inspire new ways of thinking.
d.
They understand international differences and diversity-based differences within one culture.
e.
They encourage others by supporting them, empathizing with them, and expressing confidence in them.
p. 346
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p. 343
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45. Why has the importance of cross-cultural leadership increased in today’s times?
a.
Because of improving profit margins
b.
Because of office politics
c.
Because of increasing unethical practices
d.
Because of the increasing environmental concerns
e.
Because of the improving diversity ratios in workplaces
e
Moderate
p. 346
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46. Which of the following is a prerequisite for effective leadership?
a.
Low tolerance toward diversity
b.
Belief in the dictatorship style of leadership
c.
High levels of coercive powers
d.
Belief in ethnocentrism
e.
High standards of ethical conduct
e
leadership.
Easy
p. 348
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47. A manager tells a subordinate that he will not recommend her for promotion unless she supports his proposal in an
upcoming sales meeting. Which type of political behavior is reflected in the given scenario?
a.
Creation of an obligation
b.
Coercion
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