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Name:
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Date:
Chapter 11—Traditional Leadership Approaches
b.
consideration behavior.
c.
initiating-structure behavior.
d.
employee-centered leader behavior.
e.
job-centered leader behavior.
68. One conclusion of the Ohio State studies was that a leader who clearly defines the leader-subordinate roles so that
subordinates know what is expected of them is exhibiting
a.
task-oriented leader behavior.
b.
consideration behavior.
c.
initiating-structure behavior.
d.
employee-centered leader behavior.
e.
job-centered leader behavior.
69. A manager who is not concerned about people but exhibits high concern for production would be a ____ manager on
the Leadership Grid.
a.
1,9
b.
9,9
c.
9,1
d.
1,1
e.
5,5
70. A manager who cares neither about people nor about production would be a ____ manager on the Leadership Grid.
a.
1,9
b.
9,9
c.
9,1
d.
1,1
e.
5,5
71. A manager who has high concern for both people and production would be a ____ manager on the Leadership Grid.
a.
1,9
b.
9,9
c.
9,1
d.
1,1
e.
5,5
72. A middle of the road manager would be a ____ manager on the Leadership Grid.
a.
1,9
b.
9,9
c.
9,1
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Chapter 11—Traditional Leadership Approaches
d.
1,1
e.
5,5
73. What is the ideal manager according to the Leadership Grid?
a.
1,1
b.
9,9
c.
5,5
d.
9,1
e.
there is no single "ideal" manager according to the Leadership Grid; the ideal depends upon the nature of the
situation
74. According to the continuum of leadership behavior proposed by Tannenbaum and Schmidt, subordinate characteristics
include all of the following EXCEPT
a.
need for independence
b.
understanding of goals
c.
tolerance for ambiguity
d.
readiness to assume responsibility
e.
the problem itself
75. According to the continuum of leadership behavior proposed by Tannenbaum and Schmidt, situational characteristics
include all of the following EXCEPT
a.
group effectiveness
b.
the type of organization
c.
time pressures
d.
all of these
e.
none of these
76. In LPC theory, what factor is presumed to have the second 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
77. In LPC theory, what factor is presumed to have the third biggest effect on the favorableness of a situation?
a.
Task structure
b.
Leader-member relations
c.
Leader position power
d.
Leader personality
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Chapter 11—Traditional Leadership Approaches
e.
Organizational structure
78. In LPC theory, which factor reflects the extent to which subordinates trust, respect, and have confidence in their
leader, and vice versa?
a.
Task structure
b.
Leader-member relations
c.
Leader position power
d.
Leader personality
e.
Organizational structure
79. In LPC theory, which factor reflects the extent to which a task is routine, simple, easily understood, and
unambiguous?
a.
Task structure
b.
Leader-member relations
c.
Leader position power
d.
Leader personality
e.
Organizational structure
80. In LPC theory, which factor reflects the extent to which the leader can assign work, reward and punish employees, and
recommend them for promotion?
a.
Task structure
b.
Leader-member relations
c.
Leader position power
d.
Leader personality
e.
Organizational structure
81. In LPC theory, which factor reflects the extent to which the leader can assign work, reward and punish employees, and
recommend them for promotion?
a.
Task structure
b.
Leader-member relations
c.
Leader position power
d.
Leader personality
e.
Organizational structure
82. According to LPC theory, a situation that has low position power, high task structure, and good leader-member
relations is
a.
maximally favorable
b.
very favorable
c.
moderately favorable
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Chapter 11—Traditional Leadership Approaches
d.
very unfavorable
e.
maximally unfavorable
83. According to LPC theory, a situation that has low position power, low task structure, and good leader-member
relations is
a.
maximally favorable
b.
very favorable
c.
moderately favorable
d.
very unfavorable
e.
maximally unfavorable
84. According to LPC theory, a situation that has high position power, high task structure, and poor leader-member
relations is
a.
maximally favorable
b.
very favorable
c.
moderately favorable
d.
very unfavorable
e.
maximally unfavorable
85. According to LPC theory, a situation that has high position power, low task structure, and poor leader-member
relations is
a.
maximally favorable
b.
very favorable
c.
moderately favorable
d.
very unfavorable
e.
maximally unfavorable
86. According to path-goal theory, a _________ leader lets subordinates know what is expected of them and gives them
specific guidance as to how to accomplish tasks.
a.
participative
b.
achievement-oriented
c.
supportive
d.
directive
e.
cooperative
87. According to path-goal theory, a _________ leader consults with subordinates about issues and takes their suggestions
into account before making a decision.
a.
participative
b.
achievement-oriented
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Chapter 11—Traditional Leadership Approaches
c.
supportive
d.
directive
e.
cooperative
88. According to path-goal theory, a _________ leader sets challenging goals, expects subordinates to perform at their
highest level, and shows strong confidence that subordinates will put forth effort and accomplish the goals.
a.
participative
b.
achievement-oriented
c.
supportive
d.
directive
e.
cooperative
89. According to path-goal theory, employees with an internal locus of control should prefer a _________ leader.
a.
participative
b.
achievement-oriented
c.
supportive
d.
directive
e.
cooperative
90. According to path-goal theory, employees with an external locus of control should prefer a _________ leader.
a.
participative
b.
achievement-oriented
c.
supportive
d.
directive
e.
cooperative
91. According to Vroom, a manager who presents the problem to the group at a meeting, defines the problem and its
boundaries, and then facilitates group member discussion as members make the decision is using a _________ style of
subordinate participation.
a.
delegate
b.
consult (group)
c.
consult (individually)
d.
facilitate
e.
decide
92. According to Vroom, a manager who presents the problem to group members at a meeting, gets their suggestions, and
then makes the decision is using a _________ style of subordinate participation.
a.
delegate
b.
consult (group)
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Chapter 11—Traditional Leadership Approaches
c.
consult (individually)
d.
facilitate
e.
decide
93. According to Vroom, a manager who presents the program to group members individually, obtains their suggestions,
and then makes the decision is using a _________ style of subordinate participation.
a.
delegate
b.
consult (group)
c.
consult (individually)
d.
facilitate
e.
decide
94. According to Vroom, a manager who allows the group to define for itself the exact nature and parameters of the
problem and then develop a solution is using a _________ style of subordinate participation.
a.
delegate
b.
consult (group)
c.
consult (individually)
d.
facilitate
e.
decide
95. Which of the following is more closely associated with leadership than with management?
a.
conducting performance reviews
b.
setting budgets
c.
approving payroll
d.
organizing departments
e.
building trust
96. Which of the following is more closely associated with management than with leadership?
a.
building culture
b.
acquiring resources
c.
motivating
d.
coaching
e.
presenting a vision
97. According to Vroom, a _________ style requires the least input from the manager.
a.
delegate
b.
consult (group)
c.
consult (individually)
d.
facilitate
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Chapter 11—Traditional Leadership Approaches
e.
decide
98. The horizontal axis of the Leadership Grid represents concern for
a.
oneself.
b.
the organization.
c.
production.
d.
the environment.
e.
people.
99. The vertical axis of the Leadership Grid represents concern for
a.
oneself.
b.
the organization.
c.
production.
d.
the environment.
e.
people.
100. A manager who relies solely on force and formal authority to direct the behavior of subordinates is ________
a.
exhibiting excellent leadership.
b.
exhibiting moderate leadership.
c.
exhibiting poor leadership.
d.
exhibiting minimal leadership.
e.
not exhibiting leadership at all.
Completion
101. As a process, leadership is the use of ____________________ influence to direct and coordinate the activities of
group members toward goal accomplishment.
102. Although related, ____________________ and leadership are not identical.
103. The belief that taller people make better leaders reflects the ____________________ approach to leadership.
104. According to the Ohio State studies, a leader concerned with subordinates' feelings is engaging in
____________________ behavior
105. The University of Michigan studies identified the ____________________-centered and ____________________-
centered forms of leader behavior.
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Chapter 11—Traditional Leadership Approaches
106. According to the Leadership Grid, the ideal leadership style is ____________________.
107. The horizontal axis of the Leadership Grid represents concern for ____________________.
108. In LPC theory, ___________________________________ is the second most important determinant of situational
favorableness.
109. According to path-goal theory, a(n) ____________________ leader consults with subordinates about issues and
takes their suggestions into account before making a decision.
110. Vroom's model of leadership is based on a(n) ____________________ tree.
Matching
Dhruv isn't sure to what degree he should involve his employees in an important decision, so he consults Vroom's decision
tree for help. Match the following scenarios with the decision style each most clearly illustrates.
a.
Dhruv invites his employees out to lunch to talk about the problem. He asks questions, moderates the discussion,
and guides the group in making a decision.
b.
Dhruv invites his employees out to lunch to talk about the problem. Afterward, he considers their inputs and makes
a decision, which he announces via email.
c.
Dhruv figures out the solution on his own, then emails his employees explaining how awesome it is.
d.
Dhruv has a weekly 1-on-1 meeting with each of his employees. In the week after the problem first appears, Dhruv
makes it a point to discuss the problem in all of the 1-on-1 meetings. The discussions help him figure out the best
course of action, which he announces via email.
e.
Just thinking about the problem gives Dhruv a headache. He explains the problem to his team and gives them carte
blanche to sort it out and make a decision.
111. consult (group)
112. decide
113. consult (individually)
114. facilitate
115. delegate
Name:
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Chapter 11—Traditional Leadership Approaches
Match each of the following scenarios with the most appropriate description. Some descriptions may be used more than
once.
a.
leading but not managing
b.
managing but not leading
c.
neither managing nor leading
d.
managing and leading
116. Trixie is a senior software developer. Ten programmers report to her, and they would go to the end of the world for
her.
117. Uther is a junior software developer. Everybody loves him and thinks he's fun, good-natured, and smart. Since he's
new, he's currently more focused on making sure his work gets done and done well than on developing a vision for the
future of the software.
118. Apollonia has worked for many years as software tester. She feels uncomfortable talking to people and has declined
countless invitations to become a manager over the years. Nevertheless, the suggestions she quietly puts forward during
meetings nearly always come to pass, and her personal approval is highly sought. Everyone who works on a project with
her gives it their best effort.
119. Hugo, a vice president in a software company, used to work as a software developer, but that was decades ago. The
current batch of software developers views him as a "management guy" and considers him completely out of touch with
the demands of software creation. They'll do what he says if they absolutely have to, but any order that Hugo doesn't
follow up on is sure to be ignored.
120. Maurice, a technical writer, has a knack for coming up with user interface improvements for the software his
company creates. Senior members of the software development team frequently invite him to their meetings to hear his
suggestions and follow his vision.
Essay
121. Compare and contrast management and leadership. Which is most important for today's organizations? Why?
122. Compare and discuss the Ohio State and University of Michigan leadership studies.
123. Give an overview of the LPC theory of leadership and explain how a manager might use it at work.
124. Describe, discuss, and give two examples of the path-goal theory.
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Chapter 11—Traditional Leadership Approaches
125. Discuss Vroom's decision tree approach to leadership and how a manager might use it at work.
