107.
Kim supervises a group of customer service representatives. Kim is respected and well liked
by her staff, and she has worked hard to make sure each of them knows how to do their job
well. She is responsible for all staffing and reward decisions in her department. In the
contingency model, Kim has _____.
108.
Marcel supervises a group of paralegals serving the firm’s lawyers. He gets along well with his
employees, and has created detailed procedures for all types of legal document they
encounter. Marcel hires and fires, and gives work assignments, performance appraisals, and
promotions. According to the contingency model, the optimal leadership style here is _____.
109.
According to Fiedler’s contingency model, ______ situation control favors a leader who is
______-oriented.
110.
In the contingency model, if your leadership orientation does not match the situation in your
workplace, Fiedler recommends that you _____.
111.
____________ is the model in which an effective leader makes desirable rewards available,
clarifies how employees can achieve objectives, and provides them support in doing so.
112.
According to House’s revised path-goal theory, a leader’s style should vary depending on
which of the following?
113.
Which of the following is not an employee characteristic of relevance in path-goal theory?
114.
The leadership styles of ________ originally included supportive and achievement-oriented
and two others, but was more recently revised to include a total of eight styles.
115.
James leads a training and development team. He expects excellence, sets challenging goals,
and expresses confidence that each of them is capable of doing their part to meet and exceed
the goals. According to revised path-goal theory, James is using a(n) ______ leadership style.
116.
Judith supervises a call center department that receives stress-producing calls from unhappy
customers. Turnover has increased by 33% over the last four months. Judith is understanding
and patient with her staff, and tells them she knows what they’re going through since it wasn’t
so long ago that she took those calls. According to revised path-goal theory, Judith is using
a(n) ______ leadership style.
117.
Pat is something of a cheerleader around his team. He shares his vision and expresses his
confidence in their ability to achieve it. He is quick to compliment and acknowledge their
accomplishments, and is enthusiastic about their successes. According to revised path-goal
theory, Pat is using a(n) ______ leadership style.
118.
House’s revision of his theory puts more emphasis on the need for leaders to foster _____.
119.
Revised path-goal theory indicates to managers that they must consider _____.
120.
According to the concept of full-range leadership, leadership behaviors vary along a range
from ______ leadership at one extreme to transformational leadership at the other.
121.
Transformational leadership is positively associated with all the following except _____.
122.
Which of the following is a characteristic of transformational leaders?
123.
Charismatic leadership is now considered part of ______ leadership.
124.
Employees at Employees Credit Union were really impressed with Ryan, the new CEO. He
was the first person who had fully developed a vision for the company about where it could go,
and had energized everyone to try to get there. Ryan is a ______ leader.
125.
Which of the following is not positively associated with transformational leadership, according
to research?
126.
______ model of leadership emphasizes that leaders have different sorts of relationships with
different employees.
127.
In the leader-member exchange model, the relationship between leader and follower that is
characterized by mutual trust, respect, and liking is known as a(n) ________ exchange.
128.
A leader who focuses on providing increased service to others is called a _____.