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Chapter 11—Traditional Leadership Approaches
True / False
1. Leadership is a set of characteristics an individual actually possesses or is perceived to possess.
a.
True
b.
False
True
2. Leadership usually involves some form of force and coercion.
a.
True
b.
False
False
3. A person is usually both a manager and a leader.
a.
True
b.
False
False
4. Careful scientific research of leadership began in the late sixteenth century, so the existing literature is vast and
comprehensive.
a.
True
b.
False
False
5. Current study of leadership focuses almost exclusively on the traits, or personal characteristics, of leaders.
a.
True
b.
False
False
6. A manager who exhibits employee-centered leader behaviors pays attention to the human aspects of the group.
a.
True
b.
False
True
7. Situational theories demonstrate that there are a number of leadership styles that can have a positive impact on an
organization’s effectiveness.
a.
True
b.
False
True
8. A manager who uses a team management style of leadership is concerned about people and production.
a.
True
b.
False
9. The highest numbers on the LPC scale are associated with a positive evaluation of the least-preferred coworker.
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Chapter 11—Traditional Leadership Approaches
a.
True
b.
False
True
10. The degree of task or relationship motivation is measured by the Least Preferred Coworker (LPC) scale.
a.
True
b.
False
True
11. According to the LPC, relationship motivation closely parallels employee-centered and consideration leader behavior.
a.
True
b.
False
True
12. The LPC theory assumes that a leader can change his or her style to fit the situation.
a.
True
b.
False
False
13. Leader task structure is the power inherent in the leader’s role itself.
a.
True
b.
False
False
14. Position power refers to the personal relationship that exists between subordinates and their leader.
a.
True
b.
False
False
15. The LPC theory indicates that a relationship-oriented leader is appropriate for very favorable and very unfavorable
situations.
a.
True
b.
False
False
16. Task structure is the most important factor when assessing situational favorableness.
a.
True
b.
False
False
17. The path-goal theory has its roots in the expectancy theory of motivation.
a.
True
b.
False
True
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Chapter 11—Traditional Leadership Approaches
18. Research indicates that individuals who attribute outcomes to their own behavior may be more satisfied with a
participative leader.
a.
True
b.
False
True
19. According to path-goal theory, when task structure is low, directive leadership tends to be more effective.
a.
True
b.
False
True
20. Subordinates’ locus of control and perceived ability are part of the path-goal theory of leadership.
a.
True
b.
False
True
21. Unlike LPC theory, path-goal theory assumes that leaders can change their behaviors and exhibit a variety of
leadership styles.
a.
True
b.
False
True
22. The end result of using Vroom’s decision tree is a recommended decision style based on the situation.
a.
True
b.
False
True
23. In Vroom’s decision tree approach, there are five basic decision styles that correspond to five levels of subordinate
participation in decision making.
a.
True
b.
False
True
24. Vroom’s current formulation of the decision-tree model includes two types of decision trees.
a.
True
b.
False
True
25. Vroom’s decision-tree model has been fully scientifically tested.
a.
True
b.
False
False
Multiple Choice
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Chapter 11—Traditional Leadership Approaches
26. Which statement best describes the current state of leadership research?
a.
The exploration of leadership is in its infancy.
b.
Research in the field was completed recently.
c.
Research in the field was completed many years ago.
d.
Many questions remain unanswered.
e.
Researching leadership has proved nearly impossible.
27. The definition of leadership includes all of the following EXCEPT
a.
the ability to affect the perceptions, believes and attitudes of others.
b.
the effective use of force and/or coercion.
c.
a set of characteristics attributed to certain people.
d.
both a process and a property.
e.
the use of noncoercive influence.
28. ____ is the ability to affect the perceptions, beliefs, attitudes, motivation, and/or behaviors of others.
a.
Force
b.
Influence
c.
Coercion
d.
Authority
e.
Power
29. Leadership is
a.
a process only.
b.
neither a process nor a property.
c.
a property only.
d.
a universally understood characteristic.
e.
both a process and a property.
e
30. The textbook makes several distinctions between management and leadership. These distinctions include all of the
following EXCEPT
a.
leadership is more involved in motivating and inspiring individuals.
b.
management is more important in regards to creating and directing change.
c.
leadership is more concerned with establishing direction.
d.
management is more concerned with planning and budgeting.
e.
management more often focuses on controlling and problem solving.
31. Which of the following statements applies more to leadership than to management?
a.
Producing a degree of predictability and order leading to expected results by various stakeholders.
b.
Establishing some structure for accomplishing plan requirements.
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Chapter 11—Traditional Leadership Approaches
c.
Developing a vision of the future.
d.
Establishing detailed steps and timetables for achieving results.
e.
Monitoring results and identifying deviations.
c
32. Early studies of leadership focused on the traits, or personal characteristics, of leaders. Later research shifted to
examine actual ____.
a.
member behavior.
b.
focus behavior.
c.
leader behavior.
d.
charismatic behavior.
e.
follower behavior.
c
33. The basic premise of the early trait approach to leadership was that
a.
leadership traits depended on the situation.
b.
unique leadership traits could be identified, and used to select leaders.
c.
traits could be used to predict appropriate management styles.
d.
traits were far less important than activities.
e.
traits were relatively volatile characteristics of individuals.
34.
Susan did not vote for a candidate because she thought none of them would be a job-centered leader. Based on this
information, to what view of leadership does Susan most relate?
a.
The LPC theory
b.
The behavioral approach
c.
Vroom’s decision tree
d.
The trait approach
e.
The focus approach
35. Recent renewed interest in the trait approach to leadership has suggested all of the following are characteristics of
leaders EXCEPT
a.
emotional intelligence.
b.
cognitive ability.
c.
motivation.
d.
honesty and integrity.
e.
All of these are characteristics.
e
36. The goal of the behavioral approach to the study of leadership was to
a.
categorize a set of behaviors as effective or ineffective in terms of making decisions.
b.
match a set of behaviors with corresponding situations.
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Chapter 11—Traditional Leadership Approaches
c.
study the behavior patterns of several well-known historical leaders.
d.
define a standard list of leader characteristics.
e.
determine what behaviors were associated with effective leadership.
e
37. The goal of the Michigan leadership studies was to determine the pattern of leadership behaviors that results in
effective ____.
a.
individual performance
b.
leader performance
c.
group performance
d.
supervisor behavior
e.
time management
c
38. The Ohio State studies and the Leadership Grid are associated with the ____ approach to leadership.
a.
interactive
b.
contemporary
c.
trait
d.
contingency
e.
behavioral
e
39. One conclusion of the University of Michigan studies was that a leader who focuses on work procedures and
performance is exhibiting
a.
task-oriented leader behavior.
b.
consideration behavior.
c.
initiating-structure behavior.
d.
employee-centered leader behavior.
e.
job-centered leader behavior.
e
40. Unlike the Ohio State studies, the University of Michigan studies on leadership
a.
placed the defined dimensions of leadership behavior on opposite ends of a single continuum.
b.
identified only two categories of leadership behavior.
c.
placed the defined dimensions of leadership behavior in a grid.
d.
placed all defined dimensions of leadership behavior on the same side of a single continuum.
e.
saw the various defined dimensions as independent of one another.
a
41. One conclusion of the Ohio State studies was that a leader who focuses on subordinates’ feelings and ideas is
exhibiting
a.
task-oriented leader behavior.
b.
consideration behavior.
c.
initiating-structure behavior.
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Chapter 11—Traditional Leadership Approaches
d.
employee-centered leader behavior.
e.
job-centered leader behavior.
42. Which of the following is NOT a part of initiating-structure behavior, as identified in the Ohio State leadership
studies?
a.
Subordinates are aware of what is expected of them in their positions.
b.
The leader clearly defines leader-subordinate roles.
c.
There is mutual trust and respect between the leader and subordinate.
d.
Methods for accomplishing the task are determined.
e.
Channels of communication are established.
c
43. Researchers at Ohio State investigating the issue of stability of leader behaviors over time found that
a.
an individual’s leadership pattern did not change much in similar situations.
b.
the situational context was not an important determinant of leader effectiveness.
c.
employees whose supervisors ranked high on consideration had higher performance ratings.
d.
leaders who exhibited high levels of consideration and structure- initiating behaviors were most effective.
e.
employees whose supervisors ranked high in initiating structure had fewer absences from work.
a
44. According to the Leadership Grid, a manager who is not concerned about production but exhibits high concern for
people would be a ____ manager on the grid.
a.
1,9
b.
9,9
c.
9,1
d.
1,1
e.
5,5
a
45. According to the Leadership Grid, who would be the most effective leader?
a.
The manager who always takes time to chat with employees
b.
The manager who rarely takes time to get to know employees
c.
The manager who is always trying to improve worker production
d.
The manager who always chats with employees and constantly strives to improve worker production
e.
The Leadership Grid does not identify a most effective style.
46. According to your text, what was the failure of the behavioral approach to studying leadership?
a.
It did not move the field beyond the traditional trait theory approach.
b.
It was too complicated for practical use.
c.
The results of related studies were inconsistent.
d.
It tended to specify a set of leader behaviors that would lead to effectiveness in all situations.
e.
It only identified important leader behaviors.
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Chapter 11—Traditional Leadership Approaches
47. According to the continuum of leadership behavior proposed by Tannenbaum and Schmidt, managerial characteristics
include all of the following EXCEPT
a.
the manager’s value system.
b.
confidence in subordinates.
c.
personal inclinations.
d.
interest in the problem.
e.
feelings of security.
48. The LPC theory of leadership was developed by
a.
Charles Greene.
b.
Fred Fiedler.
c.
Arthur Jago.
d.
George Graen.
e.
Victor Vroom.
49. A major difference between the behavioral approach and the LPC theory of leadership is that
a.
the behavioral approach allows for the complex nature of a leader’s personality.
b.
the behavioral approach views the task-oriented and relationship-oriented traits of a given individual as
constant.
c.
the LPC theory contends a leader’s effectiveness depends on the situation.
d.
the LPC theory views the task-oriented and relationship-oriented traits of a given individual as variable.
e.
the behavioral approach presumes that a task-oriented leader will usually outperform a relationship-oriented
leader.
50. In the LPC theory, the degree of task or relationship motivation is measured by the
a.
Managerial Grid.
b.
Lowest Performance Cycle scale.
c.
Least Preferred Coworker scale.
d.
Task-Relationship model.
e.
Least Productive Coworker scale.
51. In LPC theory, what factor is presumed to have the biggest effect on the favorableness of a situation?
a.
Task structure
b.
Leader-member relations
c.
Leader position power
d.
Leader personality
e.
Organizational structure
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Chapter 11—Traditional Leadership Approaches
52. Tasks that are complex, nonroutine, and ambiguous are considered to be
a.
easily understood.
b.
favorable.
c.
unstructured.
d.
the most ideal for decision-making.
e.
structured.
c
53. Position power is considered to be low when
a.
the subordinate is a member of the out-group.
b.
the subordinate is a member of the in-group.
c.
the subordinate’s position is more powerful than the leader’s position.
d.
the leader must get job assignments approved by someone else.
e.
the leader can assign work and recommend promotions.
54. Fiedler contends that when a leader’s style and the situation are mismatched, the only available course of action is to
change the situation through
a.
transferring the subordinates.
b.
job engineering.
c.
transferring the leader.
d.
a “laissez-faire” approach.
e.
hiring a consultant.
55. The path-goal theory and the LPC model are illustrative of the perspective in which
a.
leadership is viewed as a set of behaviors displayed by effective leaders.
b.
nearly all situations benefit from strong task-oriented leadership.
c.
leadership effectiveness depends on characteristics of the situation.
d.
leadership is viewed as a set of traits possessed by effective leaders.
e.
leadership traits are seen to vary according to the situation.
c
56. Path-goal theory has its roots in the ____ theory of motivation.
a.
expectancy
b.
behavioral
c.
valence
d.
contingency
e.
leadership
a
57. According to the path-goal theory, leaders can affect subordinates’ performance by
a.
clarifying what behaviors will lead to desired rewards.
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Chapter 11—Traditional Leadership Approaches
b.
identifying important traits of the leader and his or her subordinate.
c.
establishing fixed responses to environmental situations.
d.
allowing subordinates to set their own goals.
e.
evaluating performance and communicating this to the employee.
a
58. Unlike LPC theory, path-goal theory assumes that
a.
leaders can change their behaviors.
b.
task motivation is the primary determinant of a leader’s style.
c.
decisions as to appropriate leader style should be made at the top of the organization.
d.
the primary goal of leadership is employee satisfaction.
e.
leaders operate best in one type of situation.
a
59. According to path-goal theory, a leader who is friendly and shows concern for subordinates’ status and needs is
exhibiting ____ leadership.
a.
participative
b.
achievement-oriented
c.
supportive
d.
directive
e.
cooperative
c
60. Paul, a new hire in the traffic department of an advertising agency, has little confidence in his ability and believes he
only got the job because his uncle is the owner of the firm. According to the path-goal theory of leadership, what type of
leadership style is Paul most likely to prefer?
a.
Achievement-oriented
b.
Cooperative
c.
Supportive
d.
Directive
e.
Participative
61. According to the path-goal theory of leadership, the two types of situational factors that influence how leaders should
behave are
a.
locus of control and perceived ability.
b.
personal characteristics of the leader and environmental characteristics.
c.
personal characteristics of the subordinates and locus of control.
d.
personal characteristics of the leader and personal characteristics of the subordinates.
e.
personal characteristics of the subordinates and environmental characteristics.
e
62. Which of the following is NOT a characteristic of the Vroom’s decision tree approach?
a.
It focuses on the degree to which the leader allows subordinates to participate in decision making.
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Chapter 11—Traditional Leadership Approaches
b.
It is presented in the form of decision trees.
c.
It assumes that one leader may display various leadership styles.
d.
It assumes a high level of participation in decision making is best for all situations.
e.
It attempts to prescribe an appropriate leadership style for any given situation.
63. Vroom’s decision tree approach to leadership focuses on which aspect of leader behavior?
a.
Clarification of lines of authority
b.
Streamlining communication patterns
c.
Meeting subordinates personal needs
d.
Balancing task and relationship activities
e.
Subordinate participation in decision making
e
64. Vroom’s current formulation includes two different decision trees. One tree is to be used when the manager is
primarily interested in making a timely decision. The other tree is to be used when the manager is interested in
a.
balancing task and relationship behaviors.
b.
clarifying the path to desired rewards.
c.
increasing subordinate motivation and performance.
d.
helping subordinates develop their decision-making skills.
e.
eliminating resistance to a chosen alternative.
65. According to Vroom, a manager who makes the decision alone and then announces or “sells” it to the group is using a
____ style of subordinate participation.
a.
delegate
b.
consult (group)
c.
consult (individually)
d.
facilitate
e.
decide
e
66. As a property, _________ is the set of characteristics attributed to those who are perceived to use noncoercisve
influence successfully.
a.
affect
b.
behavior
c.
personality
d.
management
e.
leadership
e
67. One conclusion of the University of Michigan studies was that a leader who attempts to build effective work groups
with high performance goals is exhibiting
a.
task-oriented leader behavior.