Chapter 12—Leadership
TRUE/FALSE
1. Leadership occurs among people, involves the use of influence, and is used to attain goals.
2. Leadership is reciprocal.
3. Influence means that the relationship among people is passive.
4. The highest level in a hierarchy of manager capabilities refers to level 5 leadership.
5. In a corporate world, arrogance means being unpretentious and modest rather than arrogant and
prideful.
6. Level 5 leaders are ambitious for their organizations, not for themselves.
7. Level 5 leaders are ambitious for themselves and their organizations.
8. Interactive leadership means that the leader favors a consensual and collaborative process, and
influence derives from relationships rather than position power and formal authority.
9. Interactive leadership has been found to be more common among female leaders.
10. Values associated with interactive leadership include personal confidence, exclusion, and
independence.
11. Within a single individual, management and leadership reflect the same sets of qualities and skills that
frequently overlap.
12. Good leadership is needed to help the organization meet current commitments, while good
management is needed to move the organization in the future.
13. Three distinguishing personal characteristics associated with successful leaders are intelligence,
honesty, and self-confidence.
14. Self-confidence, honesty and integrity, enthusiasm, and the desire to lead, are all intelligence and
ability components of personal characteristics of leaders.
15. Ohio State University researchers identified two major behaviors called consideration and initiating
structure.
16. Consideration is the extent to which the leader is task oriented and directs subordinate work activities
toward goal attainment.
17. The extent to which the leader is mindful of subordinates, respects their ideas and feelings, and
establishes mutual trust refers to initiating structure.
18. Job-centered leaders are those leaders that establish high performance goals and display supportive
behavior toward subordinates.
19. The leadership grid suggests a two-dimensional leadership theory that measures a leader’s concern for
people and concern for production.
20. The country club management style (1,9) stresses high service and concern for guests or customers,
sometimes to the detriment of employees of the firm.
21. Hersey and Blanchard’s situational theory focuses a great deal of attention on the characteristics of
employees in determining appropriate leadership behavior.
22. The contingency approach links the leader’s behavioral style with the task readiness of subordinates.
23. Situational theory model focuses a great deal on the characteristics of followers, not those of the
situation.
24. The telling style, according to Hersey and Blanchard, is appropriate for followers with moderate
readiness.
25. Matching the leader’s style with the situation by changing factors in the situation to achieve the best
match is the basic idea with Fiedler’s contingency theory.
26. Leader-member relations, task structure and task consideration, according to Fiedler, are the three
factors that combine to determine the leadership situation.
27. Task Structure refers to the extent to which the leader has formal authority over subordinates.
28. The task-oriented leader, according to Fiedler, excels in the favorable situation whereas
relationship-oriented leaders are most effective in situations of moderate favorability.
29. A substitute counteracts the leadership style and prevents the leader from displaying certain behaviors.
30. A situational variable that counteracts a leadership style and prevents the leader from displaying
certain behaviors is called a neutralizer.
31. The relationship-oriented leader performs better in situations of intermediate favorability because
human relations skills are important in achieving high group performance.
32. An inspirational leader who has the ability to motivate subordinates, through personal transactions, to
transcend their normal performance refers to a transactional leader.
33. The charismatic leader has the ability to motivate subordinates to transcend their expected
performance.
34. A mission is an attractive, ideal future that is credible yet not readily attainable.
35. Charismatic leaders typically have a strong vision for the future and they can motivate others to help
realize it.
36. A transformational leader is a leader distinguished by a special ability to bring about innovation and
change.
37. Transactional leaders have the ability to lead changes in the organization’s mission, strategy, structure,
and culture, as well as to promote innovation in products and technologies.
38. The pragmatic survivor is a follower who participates actively in the organization but does not use
critical thinking skills.
39. The alienated follower is a person who is an independent, critical thinker but is passive in the
organization.
40. Power is the potential ability to influence the behavior and decisions of other people.
41. The type of power that results from the leader’s legitimate authority, based upon his or her position
within the organization, is called coercive power.
42. The effective follower exhibits neither critical, independent thinking nor active participation.
43. Influence is the effect a person’s actions have on the attitudes, values, beliefs, or behavior of others.
44. Mechanistic power is one of the five sources of power.
45. Legitimate, reward, and expert powers are all forms of position power.
46. When Lonnie shouts at Kerry in public for not finishing her work and suspends her for two days, he is
using his coercive power.
47. Two types of personal powers are expert and reward powers.
48. The type of power that results from political referrals is referent power.
49. Rational persuasion is one interpersonal influence tactic available for leaders.
50. People who are entangled in a network of relationships have less power.
51. Effective leaders develop networks of allies; people who can help the leader accomplish his or her
goals.
52. Research indicates people rate leaders as “more effective” when they are perceived to use one
influence tactic.
53. A leader who works to fulfill subordinates’ needs and goals as well as to achieve the organization‘s
larger mission is called a servant leader.
54. Even when the needs of organizations change, the concept of leadership should stay the same.
55. A level 3 leader is someone who is able to organize people and resources toward the effective and
efficient pursuit of predetermined objectives.
56. Level 5 leaders often set their successors up for failure because it will be a testament to their own
greatness if the company doesn’t perform well without them.
57. Authentic leadership refers to individuals who know and understand themselves, act consistently with
high ethical values, and empower others.
58. Authentic leaders lead with their heads instead of their hearts.
59. In a recent study, it was found that women and men ranked equally in leading the strategic planning
process.
60. In a recent study, it was found that men were more capable in motivating others and producing
high-quality work than women.
61. Personal power, innovation, and nurturing are consistently viewed as manager qualities rather than
leader qualities.
62. Rather than just understanding their traits, the best leaders recognize and hone their strengths.
63. In the study of leadership, concern for tasks and concern for people are viewed as metacategories
because they are broadly defined behaviors that are used as a basis for study and comparison.
64. A situation would be considered highly favorable to the leader when tasks are highly unstructured and
the leader has little formal authority.
65. Humility plays an important part in distinguishing whether a charismatic leader will work to benefit
primarily the larger organization or use his or her gifts for personal gain.
66. Transformational leaders are hardworking, tolerant, and fair-minded, but are not as capable of leading
change as are transactional leaders.
67. An active follower is characterized by a need for constant supervision.
68. Use of rational persuasion and making use of higher authority are two commonly used influence
tactics.
MULTIPLE CHOICE
1. ____ is the ability to influence people toward the attainment of organizational goals.
a.
Motivation
b.
Leadership
c.
Persuasion
d.
Commitment
e.
Organizational citizenship
2. All of the following are essential parts of any definition of leadership EXCEPT
a.
influence.
b.
people.
c.
goals.
d.
coercive power.
e.
influence and people only.
3. Leadership is reciprocal, according to your text. This means
a.
it is dynamic.
b.
it is a problem-solving activity.
c.
it occurs between people.
d.
redundant.
e.
it always creates conflict.
4. Peter has the ability to convince others to work toward organizational objectives. This ability is known
as
a.
motivation.
b.
leadership.
c.
commitment.
d.
a conceptual skill.
e.
personal agenda.
5. ____ means being unpretentious and modest rather than arrogant and prideful.
a.
Humility
b.
Egotism
c.
Altruism
d.
Reserved
e.
Assurance
6. Which of the following refers to the highest level in a hierarchy of manager capabilities?
a.
Interactive leadership
b.
Creative leadership
c.
Level 5 leadership
d.
Postheroic leadership
e.
People-oriented leadership
7. The leader who builds an enduring great organization through a combination of personal humility and
professional resolve is a ____ leader.
a.
Level 1
b.
Level 2
c.
Level 3
d.
Level 4
e.
Level 5
8. The leader who builds widespread commitment to a clear and compelling vision and stimulates people
to high performance is a ____ leader.
a.
Level 1
b.
Level 2
c.
Level 3
d.
Level 4
e.
Level 5
9. According to research, ____ typically score higher on social and emotional skills.
a.
level 5 leaders
b.
women
c.
postheroic leaders
d.
men
e.
minorities
10. All of the following are leadership qualities EXCEPT:
a.
visionary.
b.
innovative.
c.
promotes change.
d.
structured.
e.
nurtures.
11. Which of the following is NOT a manager quality?
a.
Maintains stability
b.
Organizes
c.
Analyzes
d.
Rational
e.
Personal power
12. The distinguishing personal characteristics of a leader are known as
a.
traits.
b.
sources of power.
c.
leadership styles.
d.
leadership behaviors.
e.
personal preferences.
13. The early research on leadership traits was referred to as the
a.
contingency theory of leadership.
b.
path-goal theory of leadership.
c.
great man approach.
d.
situational theory of leadership.
e.
behavioral approach.
14. In general, research has found a(n) ____ relationship between personal traits and leader success.
a.
strong
b.
weak
c.
positive
d.
negative
e.
inverse
15. Recently, Beagle Boutique was attempting to hire a middle manager. They were looking for an
intelligent, active, and creative individual. Which approach to leadership was Beagle using?
a.
The contingency approach
b.
The situational approach
c.
The trait approach
d.
The behavioral approach
e.
The substitute approach
16. Which of the following characteristics of leaders have been studied?
a.
Personality traits
b.
Physical traits
c.
Social traits
d.
Work-related traits
e.
all of these
17. Self-confidence, honesty and integrity, and the desire to lead, are all components of which personal
characteristic of leaders?
a.
Physical characteristics
b.
Intelligence and Ability
c.
Personality
d.
Social Characteristics
e.
Social Background
18. Colleen Farney at TeleTech shows vast knowledge, intelligence, cognitive ability, and keen
decisiveness. Which personal characteristic of leadership is she showing?
a.
Physical characteristics
b.
Intelligence and Ability
c.
Personality
d.
Social Characteristics
e.
Social Background
19. Researchers at the Ohio State University identified two major behaviors called
a.
commitment and consideration.
b.
commitment and initiation.
c.
consideration and initiating structure.
d.
initiating structure and commitment.
e.
consideration and concern for people.
20. Megan is a manager at Botell International. She is very friendly and extremely respectful of her
subordinate’s welfare. She can be described as
a.
high in initiating structure.
b.
low in initiating structure.
c.
high in consideration.
d.
a team leader.
e.
task-oriented manager.
21. Which of the following is consistent with initiating structure?
a.
Task oriented behavior
b.
Open communication
c.
Teamwork oriented
d.
People oriented behavior
e.
Country-club management style
22. The Michigan researchers used the term ____ for leaders who established high performance goals and
displayed supportive behavior toward subordinates.
a.
job-centered leaders
b.
employee-centered leaders
c.
initiating structure
d.
consideration
e.
impoverished management
23. The less effective leaders, in the University of Michigan studies, were called
a.
job-centered leaders.
b.
employee-centered leaders.
c.
initiating structure.
d.
consideration.
e.
impoverished management.
24. ____ and ____ proposed a two dimensional leadership theory called the Managerial Grid.
a.
Blake; Mouton
b.
Hersey; Blanchard
c.
Vroom; Yetton
d.
Tannenbaum; Schmidt
e.
Evans; House
25. The recommended management style from the leadership grid is
a.
1,9.
b.
9,1.
c.
5,5.
d.
1,1.
e.
9,9.
26. Which of these, according to the leadership grid, is a 1,9 management style?
a.
Team Management
b.
Country Club Management
c.
Middle of the Road Management
d.
Impoverished Management
e.
Authority-Compliance
27. ____ reflects a moderate amount of concern for both people and production.
a.
Team Management
b.
Country Club Management
c.
Middle of the Road Management
d.
Impoverished Management
e.
Authority-Compliance
28. According to the Leadership Grid, which of the following occurs when efficiency in operations is the
dominant orientation?
a.
Team Management
b.
Country Club Management
c.
Middle of the Road Management
d.
Impoverished Management
e.
Authority-Compliance
29. The Leadership Grid used the two leader behaviors which were called
a.
employee-centered and job centered.
b.
consideration and initiating structure.
c.
concern for people and concern for production.
d.
relationship-oriented and task-oriented.
e.
employee-oriented and relationship oriented.
30. The key assumption of Hersey and Blanchard‘s situational theory is that subordinates vary in their
a.
readiness level.
b.
satisfaction level.
c.
level of commitment.
d.
level of security.
e.
all of these.
31. Hersey and Blanchard are responsible for which theory?
a.
Theory of leadership
b.
ERG Theory
c.
Situational theory
d.
Contingency theory
e.
Leadership
32. Which of the following is a model of leadership that describes the relationship between leadership
styles and specific organizational situations?
a.
Contingency approach
b.
Behavioral approach
c.
Trait approach
d.
Organizational approach
e.
None of these
33. According to the situational theory of Hersey and Blanchard, which of the following leader styles
matches up best with low readiness subordinates?
a.
Delegating style
b.
Selling style
c.
Telling style
d.
Participating style
e.
None of these
34. Ryan is a manager at Steve’s Stoneworks, Inc. Hersey and Blanchard would consider most of his
subordinates highly ready. Based on this, which of the following leadership styles is best for Ryan?
a.
Participating
b.
Delegating
c.
Selling
d.
Telling
e.
Forcing
35. ____ works best for employees with moderate readiness, according to Hersey and Blanchard.
a.
Selling and telling
b.
Telling and participating
c.
Selling and participating
d.
Telling and delegating
e.
Selling and delegating
36. Two leadership styles used by Fiedler in his contingency theory were
a.
employee-centered and job-centered.
b.
consideration and initiating structure.
c.
concern for people and concern for production.
d.
relationship-oriented and task-oriented.
e.
employee-oriented and relations-oriented.
37. Which of the following refers to group atmosphere and members’ attitude toward and acceptance of the
leader?
a.
Task structure
b.
Leader relations
c.
Contingency
d.
Position power
e.
Leader-member relations
38. Fiedler used all of the following to describe how leaders fit the situation EXCEPT
a.
leader-member relations.
b.
task structure.
c.
personal power.
d.
leader position power.
e.
all of these were used by Fiedler to describe the situation.
39. In situations of ____, according to Fiedler, relationship-oriented leaders are more effective.
a.
high favorability
b.
moderate favorability
c.
high unfavorability
d.
no favorability
e.
none of these
40. A ____ is a situational variable that makes a leadership style unnecessary or redundant.
a.
neutralizer
b.
substitute
c.
contingency
d.
transaction
e.
transformation
41. Ahmad is a new manager at AJ Homes Company. He has absolutely no experience as a manager nor
does he know the technology of his department well. These two factors prevent Ahmad from directing
his workforce. This is an example of ____ impacting leadership styles and behaviors.
a.
substitutes
b.
neutralizers
c.
contingencies
d.
citizenship
e.
transformation