Name:
Class:
Date:
True / False
1. The leader-member exchange model (LMX) of leadership stresses the importance of the relationships between
supervisors and subordinates.
a.
True
b.
False
True
2. According to the leader-member exchange model (LMX) of leadership, the out-group of subordinates may receive
special privileges.
a.
True
b.
False
False
3. According to the leader-member exchange model (LMX) of leadership, the in-group of subordinates may receive more
responsibility and autonomy.
a.
True
b.
False
True
4. In the Hersey and Blanchard model of leadership, when subordinate readiness is low, the leader should use a “telling”
style.
a.
True
b.
False
True
5. Over the years, the path-goal theory of leadership has been abandoned in favor of more transactional approaches to
leadership.
a.
True
b.
False
False
6. The path-goal theory has undergone major refinements over the years.
a.
True
b.
False
True
7. A transactional leader is careful to assign work and evaluate performance.
a.
True
b.
False
True
8. Transformational leadership focuses heavily on keeping the status quo.
a.
True
b.
False
Name:
Class:
Date:
False
9. Activities of transactional leadership are similar to those of charismatic leadership.
a.
True
b.
False
False
10. Charismatic leaders are always ethical leaders of large organizations.
a.
True
b.
False
False
11. Herb Kelleher, Mary Kay Ash, and Steve Jobs are examples of transactional leaders.
a.
True
b.
False
False
12. Taking over a leadership role from a prior charismatic leader can be extremely challenging.
a.
True
b.
False
True
13. Charismatic leaders enable others by supporting them, empathizing with them, and expressing confidence in them.
a.
True
b.
False
True
14. The attribution perspective holds that leadership behaviors stay constant in varying workplace contexts.
a.
True
b.
False
False
15. Training, motivation, and professionalism are among the group characteristics that may substitute for leadership.
a.
True
b.
False
False
16. Leadership substitutes are individual, task, and organizational characteristics that tend to outweigh the leader’s ability
to affect subordinates’ satisfaction and performance.
a.
True
b.
False
True
17. Many leaders today are being asked to change how they manage people — to become coaches.
a.
True
Name:
Class:
Date:
b.
False
True
18. Perhaps the best description of the new role of leaders is to become a transactional leader instead of a coach.
a.
True
b.
False
False
19. Mentors help less-experienced people learn the ropes and better prepare to advance within the organization.
a.
True
b.
False
True
20. Male leaders are typically more harsh, controlling, and task focused than female leaders.
a.
True
b.
False
False
21. Female leaders tend to be more nurturing and supportive than male leaders.
a.
True
b.
False
False
22. Most leadership research has been conducted on samples or case studies involving members of minority groups.
a.
True
b.
False
False
23. Strategic leadership may be seen as an extension of the transactional leadership role.
a.
True
b.
False
False
24. Faith in top leaders has been shaken due to recent corporate scandals.
a.
True
b.
False
True
25. Research has not provided leaders with a thorough and definitive guide for functioning in the virtual world.
a.
True
b.
False
True
26. Managers of virtual organizations have to work harder at creating and maintaining relationships with their employees
than managers who have regular personal contact.
Name:
Class:
Date:
a.
True
b.
False
True
Multiple Choice
27. The leader-member exchange model (LMX)
a.
is based on subordinate contributions and leader inducements.
b.
clarifies the role of communication in the leadership process.
c.
stresses the importance of variable relationships between supervisors and their subordinates.
d.
confirms the dual-structure of task and relationship behaviors by leaders.
e.
illustrates the situational nature of leadership, particularly in service firms.
c
28. In the leader-member exchange model (LMX), each superior-subordinate pair is referred to as a(n)
a.
matched set.
b.
out-group.
c.
linking mechanism.
d.
vertical dyad.
e.
in-group.
d
29. According to the leader-member exchange model (LMX), all of the following describe in-group members EXCEPT
a.
they receive special duties.
b.
they receive special privileges.
c.
they are privy to sensitive information.
d.
they have more friends at work.
e.
they receive more rewards.
d
30. According to the leader-member exchange model (LMX), all of the following describe out-group members EXCEPT
a.
they receive weaker support from the leader.
b.
they receive fewer rewards.
c.
they have fewer friends at work.
d.
they are not “in the loop” as information is shared.
e.
they are assigned to mundane tasks.
c
31. How does a supervisor initiate in-group or out-group relationships with subordinates?
a.
The decision may be based on personal compatibility and subordinate competence.
b.
Assignment into a group is based on the results of the supervisor’s least-preferred coworker scale.
c.
Subordinates are allowed to move freely between the in-group and out-group.
d.
Newer employees comprise the in-group until they learn their jobs, at which point they transfer to the out–
group.
Name:
Class:
Date:
e.
The relationships develop in a random, unpredictable fashion.
a
32. Studies have generally found that compared to out-group members, in-group members
a.
complain more because they have access to the leader.
b.
tend to have higher levels of performance and satisfaction.
c.
are responsible for nearly all new product developments.
d.
make more ethical decisions.
e.
are absent more often, but get more work done when they attend.
b
33. Michael is a manager whose subordinates have moderate readiness. According to the Hersey and Blanchard model of
leadership, Michael should use which of the following styles?
a.
Telling
b.
Selling
c.
Participating
d.
Delegating
e.
Situational
b
34. Michelle is a manager whose subordinates have moderate-to-high readiness. According to the Hersey and Blanchard
model of leadership, Michelle should use which of the following styles?
a.
Telling
b.
Selling
c.
Participating
d.
Delegating
e.
Situational
c
35. Which of the following elements has Fiedler added to the LPC theory to describe situational favorableness?
a.
charisma
b.
stress
c.
familiarity
d.
authority
e.
leader-member relations
b
36. How has path-goal theory been refined over the years?
a.
The basis of the theory was changed from expectancy theory to equity theory.
b.
The theory was revised as a decision-making theory.
c.
Additional forms of leader behavior were included.
d.
The theory was combined with goal-setting theory.
e.
A software version of the model was made available to managers.
c
Name:
Class:
Date:
37. Carlos is a leader who has led his company by closely evaluating performance. Carlos can be best described as a
a.
charismatic leader.
b.
transactional leader.
c.
transformational leader.
d.
industrial/organizational leader.
e.
strategic leader.
b
38. All of the following are associated with transactional leaders EXCEPT
a.
assigning work.
b.
executing change.
c.
evaluating performance.
d.
making decisions.
e.
overseeing routine work.
b
39. Each of the following is associated with transformational leaders EXCEPT
a.
recognizing a need for change.
b.
creating a vision to guide change.
c.
having tremendous influence.
d.
managing routine work.
e.
executing change.
d
40. A leader who initiates change in a company by enhancing the culture of the work environment is using
a.
charismatic leadership.
b.
transactional leadership.
c.
transformational leadership.
d.
strategic leadership.
e.
path-goal leadership.
c
41. Which of the following traits forms the basis of Robert House’s theory of leadership?
a.
job-centered behavior.
b.
employee-centered behavior.
c.
initiating structure.
d.
consideration.
e.
charisma.
e
42. All of the following people were/are considered charismatic leaders EXCEPT
a.
Adolf Hitler
b.
Steve Jobs
Name:
Class:
Date:
c.
Ted Turner
d.
May Kay Ash
e.
Tim Cook
e
43. Which of the following does NOT describe a behavior of charismatic leaders?
a.
envisioning future trends and patterns
b.
setting high expectations for themselves and for others
c.
modeling behaviors consistent with meeting expectations
d.
initiating structured tasks and making assignments
e.
demonstrating personal excitement
d
44. When a charismatic leader steps down, which of the following challenges will his or her successor likely face?
a.
Raising profit levels from an all-time low
b.
Recruiting workers who left under the prior leader
c.
Measuring up to the legacy of the prior leader
d.
Setting a vision for the organization
e.
Eliminating the “loose” management culture left behind
c
45. Charismatic leadership may create which of the following ethical concerns?
a.
New employees are shunned until they demonstrate allegiance to the leader.
b.
Decision making is slowed because of a constant focus on the future.
c.
Greater concern is given to employees than to customers.
d.
Profit levels rise to immoral levels.
e.
Followers engage in inappropriate behaviors because of blind faith in the leader.
e
46. Individual task and organizational characteristics that tend to outweigh the leader’s ability to affect subordinates’
satisfaction and performance are called
a.
leadership transformations.
b.
leadership attributions.
c.
strategic leadership.
d.
leadership substitutes.
e.
charisma.
d
47. The central premise of the leadership substitutes perspective is that
a.
leader behaviors may be irrelevant in some situations.
b.
anyone can be a leader with proper training.
c.
effective leaders replace the need for rigid rules and policies.
d.
non-leaders can fill in for leaders, but only temporarily.
Name:
Class:
Date:
e.
performing the leadership role requires replacing management activities with leadership activities.
a
48. Characteristics of the organization that may substitute for leadership include all of the following EXCEPT
a.
rules and procedures.
b.
physical distance between supervisor and employee.
c.
rigid reward structure.
d.
plans and goals.
e.
experienced workforce.
e
49. Individual characteristics that may render leader behavior unnecessary include all of the following EXCEPT
a.
experience.
b.
training.
c.
norms.
d.
professionalism.
e.
motivation.
c
50. Task characteristics that may substitute for leader behavior include all of the following EXCEPT
a.
frequent feedback.
b.
intrinsic satisfaction.
c.
routine.
d.
a high degree of structure.
e.
tediousness.
e
51. As a coach, the organizational leader would do all of the following EXCEPT
a.
help select team members.
b.
provide some general direction.
c.
gain an understanding of the values of their young workers.
d.
help train and develop team members.
e.
help the team get information and other resources it may need.
c
52. Which of the following is the best description of the new role of leaders in organizations?
a.
Decision-maker
b.
Monitor
c.
Supervisor
d.
Director
e.
Coach
e
53. Amanda often helps new employees learn the ropes and prepare to advance within the organization. Amanda is filling
Name:
Class:
Date:
which role?
a.
monitor
b.
instructor
c.
intrapreneur
d.
mentor
e.
accelerator
d
54. Which of the following is an accurate description of the leadership differences between men and women?
a.
Male leaders are more controlling.
b.
Male leaders are more task focused.
c.
Female leaders are more democratic in making decisions.
d.
Female leaders are more nurturing.
e.
There are virtually no differences between male and female leaders.
c
55. Which of the following may help explain the pattern of differences between men and women leaders?
a.
Men tend to be more supportive.
b.
Women tend to be more controlling.
c.
Men tend to be more task focused.
d.
Women tend to rely on their own judgment.
e.
Women tend to have stronger interpersonal skills.
e
56. If a Japanese firm were to send an executive to head up the firm’s operations in the United States, the executive would
likely need to
a.
focus more on collective benefits than individual benefits.
b.
train U.S. employees to behave more like Japanese employees.
c.
replace male senior managers with females.
d.
develop a new theory of cross-cultural leadership.
e.
change his or her leadership style.
e
57. Why may some leadership theories be less applicable in today’s diverse workforce?
a.
Most past leadership research involved only white males.
b.
Past leadership theories have been shown to lead to discrimination.
c.
Leaders today work in a less educated workforce.
d.
Current civil rights laws require the development of modern theories and practices.
e.
Researchers have moved away from studying leaders and are now studying followers.
a
58. A leader who achieves a superior alignment between the organization and the environment is known as a(n)
a.
virtual leader.
b.
externalized leader.
Name:
Class:
Date:
c.
charismatic leader.
d.
initiating structure leader.
e.
strategic leader.
e
59. Strategic leadership includes all of the following EXCEPT
a.
leading change.
b.
understanding the organization
c.
understanding the organization’s environment.
d.
maintaining a superior alignment of the organization and the environment.
e.
maintaining ethical leadership
e
60. In the wake of recent corporate scandals, the behaviors of top leaders
a.
have lost much of their impact.
b.
are now matters of public record.
c.
are being scrutinized more closely than ever.
d.
have become synonymous with greed.
e.
have become almost forgotten history.
c
61. Which concept explores how managers function in a virtual world?
a.
Transformational leadership
b.
Charismatic leadership
c.
Strategic leadership
d.
Transactional leadership
e.
Virtual leadership
e
62. Moira is a manager whose subordinates have high readiness. According to the Hersey and Blanchard model of
leadership, Moira should use which of the following styles?
a.
Telling
b.
Selling
c.
Participating
d.
Delegating
e.
Situational
d
63. Manny is a manager whose subordinates have low readiness. According to the Hersey and Blanchard model of
leadership, Manny should use which of the following styles?
a.
Telling
b.
Selling
c.
Participating
d.
Delegating
Name:
Class:
Date:
e.
Situational
a
64. Which of the following may help explain the pattern of differences between men and women leaders?
a.
Men tend to be less supportive.
b.
Women tend to be less aggressive.
c.
Women tend to be more task focused.
d.
Women face more resistance from stereotyping.
e.
Men tend to have stronger interpersonal skills.
d
65. Which leadership style of the Hersey and Blanchard model entails providing direction and defining roles?
a.
Telling
b.
Selling
c.
Participating
d.
Delegating
e.
Situational
a
66. Which leadership style of the Hersey and Blanchard model entails allowing followers to work independently with
little or no overseeing?
a.
Telling
b.
Selling
c.
Participating
d.
Delegating
e.
Situational
d
67. Which leadership style of the Hersey and Blanchard model allows followers to share in decision making?
a.
Telling
b.
Selling
c.
Participating
d.
Delegating
e.
Situational
c
68. Which leadership style of the Hersey and Blanchard model entails offering direction and role definition accompanied
by explanation and information?
a.
Telling
b.
Selling
c.
Participating
d.
Delegating
e.
Situational
b
Name:
Class:
Date:
69. According to the LMX model, the _________ of a leader is a small group of trusted subordinates who are given more
autonomy and responsibility than others.
a.
in-group
b.
out-group
c.
vertical dyad
d.
task force
e.
elite group
a
70. According to the LMX model, the _________ of a leader receive less of the supervisor’s time and attention, are more
likely to be assigned mundane tasks, are not be “in the loop” insofar as information is being shared, and receive fewer
rewards and overall weaker support from the leader.
a.
in-group
b.
out-group
c.
vertical dyad
d.
task force
e.
elite group
b
71. The in-group / out-group dichotomy is central to which model of leadership?
a.
Hersey and Blanchard
b.
leader-member exchange
c.
Vroom’s decision tree
d.
least-preferred coworker
e.
attribution theory
b
72. Jenelle is Ruby’s supervisor. Ruby often knows things Jenelle’s other subordinates don’t, and she gets the lion’s share
of special, more autonomous duties. According to the LMX model, which of the following is also likely to be true?
a.
Ruby is part of Jenelle’s out-group.
b.
Ruby works fewer hours than Jenelle’s other subordinates do.
c.
Ruby works longer hours than Jenelle’s other subordinates do.
d.
Ruby gets less support from Jenelle than Jenelle’s other subordinates do.
e.
Ruby gets more support from Jenelle than Jenelle’s other subordinates do.
e
73. Annabelle takes over as CEO of an organization that’s already doing extremely well, so she elects not to undertake
any drastic changes and mainly stay the course – for the time being, at least. Annabelle is engaging in _________
leadership.
a.
transformational
b.
transactional
c.
charismatic
d.
strategic
Name:
Class:
Date:
e.
ethical
b
74. Which attribute is seen as universally negative across a wide range of cultures?
a.
dictatorial
b.
sensitive
c.
evasive
d.
cunning
e.
risk taking
a
75. Which attribute is considered positive in some cultures but not in others?
a.
evasive
b.
ruthless
c.
honest
d.
dependable
e.
egocentric
a
76. Situations with implicit plans and goals and a malleable reward structure require a ______ degree of leadership.
a.
nonexistent
b.
low
c.
moderate
d.
high
e.
variable
d
77. Which of the following can act as a leadership neutralizer?
a.
high intergroup conflict
b.
high intragroup conflict
c.
high group cohesiveness
d.
low group cohesiveness
e.
ambiguous project parameters
c
78. Leaders who are coaches contrast leaders who are _______.
a.
overseers
b.
effective
c.
ineffective
d.
participative
e.
strategic
a
79. Research suggests that male leaders are, on average, ____________ than female leaders.
Name:
Class:
Date:
a.
more charismatic
b.
less nurturing
c.
more nurturing
d.
less autocratic
e.
more autocratic
e
80. A tendency to exhibit modesty and sensitivity is associated with which type of leadership, according to Project
GLOBE?
a.
participative
b.
self-protective
c.
humane-oriented
d.
team-oriented
e.
autonomous
c
81. According to Hersey and Blanchard, what does appropriate leader behavior depend on?
a.
follower personality
b.
follower loyalty
c.
follower readiness
d.
organizational budgets
e.
intragroup conflict
c
82. How many leadership styles does the Hersey and Blanchard model enumerate?
a.
2
b.
3
c.
4
d.
5
e.
6
c
83. What type of leadership is focused on routine, regimented activities?
a.
Transformational leadership
b.
Charismatic leadership
c.
Strategic leadership
d.
Transactional leadership
e.
Virtual leadership
d
84. What type of leadership is focused on recognizing the need for change, creating a vision to guide that change, and
executing the change effectively?
a.
Transformational leadership
b.
Charismatic leadership
Name:
Class:
Date:
c.
Strategic leadership
d.
Transactional leadership
e.
Virtual leadership
a
85. Which type of leadership entails the ability to understand the complexities of both the organization and its
environment so as to maintain a superior alignment between them?
a.
Transformational leadership
b.
Charismatic leadership
c.
Strategic leadership
d.
Transactional leadership
e.
Virtual leadership
c
86. Gary was a relatively new and inexperienced leader assigned to an experienced work group with long-standing
performance norms and strong group cohesiveness. The norms and cohesiveness of the group were so strong that nothing
Gary did to change things had much effect. This situation is known as a(n) __________.
a.
in-group/out-group dichotomy
b.
poor leader-member exchange
c.
strategic quandary
d.
leadership substitutes
e.
leadership neutralizer
87. __________ leadership refers to the demonstration of morally upright conduct through personal actions and
interpersonal relationships, and the promotion of such conduct to followers.
a.
Transformational
b.
Charismatic
c.
Strategic
d.
Transactional
e.
Ethical
e
88. Who had to engage in a great deal of transformational leadership after stepping in as CEO of Yahoo!?
a.
Steve Jobs
b.
Marisa Mayer
c.
Tim Cook
d.
Alan Mulally
e.
Alan Greenspan
b
89. According to Project GLOBE, which type of leadership refers to being independent, individualist, and unique?
a.
participative
b.
self-protective
Name:
Class:
Date:
c.
humane-oriented
d.
team-oriented
e.
autonomous
e
90. According to Project GLOBE, which type of leadership includes behaviors intending to ensure the safety and security
of the leader and the group?
a.
participative
b.
self-protective
c.
humane-oriented
d.
team-oriented
e.
autonomous
b
91. According to Project GLOBE, which category of leadership behavior refers to the extent to which leaders are
nonautocratic and involve others in making decisions?
a.
participative
b.
self-protective
c.
humane-oriented
d.
team-oriented
e.
autonomous
a
92. According to Project GLOBE, which style of leadership emphasizes creating a sense of common purpose and includes
being collaborative, diplomatic, and administratively competent?
a.
participative
b.
self-protective
c.
humane-oriented
d.
team-oriented
e.
autonomous
d
93. Svetlana is self-centered and status-conscious, and she won’t hesitate to induce conflict in order to save face.
According to Project GLOBE, which style of leadership does Svetlana exhibit?
a.
participative
b.
self-protective
c.
humane-oriented
d.
team-oriented
e.
autonomous
b
94. In LMX theory, what ultimately determines whether the follower becomes in-group or out-group?
a.
the leader’s competence
b.
the follower’s competence
Name:
Class:
Date:
c.
the follower’s perception of the leader
d.
the leader’s perception of the follower
e.
the size of the work group
d
95. What term refers to factors that make leadership impossible?
a.
situational characteristics
b.
leadership exacerbators
c.
leadership diminishers
d.
leadership neutralizers
e.
leadership substitutes
d
96. The difference between leadership substitutes and leadership neutralizers is that substitutes make leadership
_________, whereas neutralizers make leadership _________.
a.
easier, harder
b.
harder, easier
c.
impossible, unnecessary
d.
unnecessary, impossible
e.
ineffective, effective
d
97. A union contract that prohibits a supervisor from giving workers incentives for higher performance is an example of a
leadership ___________.
a.
substitute
b.
neutralizer
c.
diminisher
d.
exacerbator
e.
equalizer
b
98. Substitutes for leadership can come from which of the following?
a.
subordinates
b.
the organization
c.
the task
d.
all of these
e.
none of these
d
99. Which of the following attributes is NOT culturally contingent?
a.
risk taking
b.
sensitive
c.
evasive
d.
cunning
Name:
Class:
Date:
e.
egocentric
e
100. Which of the following is NOT a good “netiquette” tip for managers?
a.
be careful not to disseminate confidential information
b.
never use email if the message if highly complex or technical
c.
do not CC or BCC anyone when using email to discuss employee performance
d.
never use email to fire anyone or deliver any type of bad news
e.
do not rely on email so much that you forgo personal contact
c
Completion
101. The _________ or LMX model of leadership stresses the importance of variable relationships between supervisors
and their subordinates.
leader-member exchange
102. Each subordinate-supervisor pair in the leader-member exchange model is referred to as a(n) __________.
vertical dyad
103. According to the leader-member exchange model, subordinates in the ____________________ are likely to be privy
to sensitive information.
104. In the Hersey and Blanchard model of leadership, when leaders are faced with highly ready followers, they should
adopt a(n) ____________________ style.
delegating
105. ____________________ leadership is most similar to management.
Transactional
106. ____________________ leaders recognize the need for change and create a vision to guide that change.
Transformational
107. ____________________ is a form of interpersonal attraction that inspires support and acceptance.
Charisma
108. Leadership ____________________ are individual, task, and organizational characteristics that tend to outweigh the
leader’s ability to affect subordinate’s satisfaction and performance.
substitutes
109. A(n) ____________________ is a person who helps a less-experienced person learn the ropes and to better prepare
him or herself to advance within the organization.
mentor
110. ____________________ seem to be more autocratic when they make decisions.
Men
Name:
Class:
Date:
Matching
Match the scenarios with the most appropriate style of leadership from the Hersey and Blanchard model.
a.
Your employees have neither the interest nor the ability to make important decisions for the organization.
b.
Because your staff has been working together in their jobs for a long time and have a high degree of motivation,
experience, and skill, you let them work pretty independently and try to stay out of their way.
c.
You feel that your staff members are interested and ready to start assuming more responsibility.
d.
Your staff members aren’t ready to assume responsibility yet, but you feel that they are ready to be told the logic
behind your decisions.
111. telling
a
112. participating
c
113. delegating
b
114. selling
d
Match each of the following scenarios with the type of leadership it most clearly illustrates.
a.
John’s the new director of a department that has been successful for a long time. Until a fire comes along, he’s more
concerned with keeping things running smoothly than with rocking the boat.
b.
Belinda is the owner of a small business that’s been growing stagnant for a few years. Its market share is beginning
to slip, and Belinda knows that a total organizational overhaul is necessary to put her company back on top.
c.
It’s a good thing that Hillary is an ethical person, because her subordinates follow her blindly. She expects great
things from her employees, and they rarely fail to rise to her expectations.
115. transformational
b
116. transactional
a
117. charismatic
c
Match each of the following scenarios with the effect that it is likely to have on leadership.
a.
At the call center where you work, the job goals are clear and each employee knows all the rules and procedures
for how to handle a call.
b.
At the casino where you work, it’s often unclear who needs to do what.
c.
You’ve hit your pay cap at the hotel where you work. Your boss’s primary method of motivating you has been with
merit pay increases.
118. enhance the need for
Name:
Class:
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119. substitute for
a
120. neutralize
c
Essay
121. Describe the leader-member exchange model. How does the model help managers be more effective?
122. Discuss the four styles in the Hersey and Blanchard leadership model. Which style is most effective?
123. Compare and contrast transactional and transformational leadership styles.
124. Describe, discuss, and give examples of leadership substitutes and leadership neutralizers.
125. Describe, discuss, and give examples of the emerging importance of virtual leadership.