Chapter 15—Leadership
TRUE/FALSE
1. Leadership occurs among people, involves the use of influence, and is used to attain goals.
2. Influence means that the relationship among people is passive.
3. The highest level in a hierarchy of manager capabilities refers to level 5 leadership.
4. Interactive leadership means that the leader favors a consensual and collaborative process, and
influence derives from relationships rather than position power and formal authority.
5. Values associated with interactive leadership include personal confidence, exclusion, and
independence.
6. Within a single individual, management and leadership reflect the same sets of qualities and skills that
frequently overlap.
7. Good leadership is needed to help the organization meet current commitments, while good
management is needed to move the organization in the future.
8. Authentic leadership refers to individuals who know and understand themselves, act consistently with
high ethical values, and empower others.
9. 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.
10. A situation would be considered highly favorable to the leader when tasks are highly unstructured and
the leader has little formal authority.
11. Personal power, innovation, and nurturing are consistently viewed as manager qualities rather than
leader qualities.
12. Three distinguishing personal characteristics associated with successful leaders are intelligence,
honesty, and self-confidence.
13. Self-confidence, honesty and integrity, enthusiasm, and the desire to lead, are all intelligence and
ability components of personal characteristics of leaders.
14. Ohio State University researchers identified two major behaviors called consideration and initiating
structure.
15. Consideration is the extent to which the leader is task oriented and directs subordinate work activities
toward goal attainment.
16. The extent to which the leader is mindful of subordinates, respects their ideas and feelings, and
establishes mutual trust refers to initiating structure.
17. Job-centered leaders are those leaders that establish high performance goals and display supportive
behavior toward subordinates.
18. The leadership grid suggests a two-dimensional leadership theory that measures a leader’s concern for
people and concern for production.
19. 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.
20. Hersey and Blanchard’s situational theory focuses a great deal of attention on the characteristics of
employees in determining appropriate leadership behavior.
21. Situational theory model focuses a great deal on the characteristics of followers, not those of the
situation.
22. The entrusting style, according to Hersey and Blanchard, is appropriate for followers with moderate
readiness.
23. 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.
24. Task Structure refers to the extent to which the leader has formal authority over subordinates.
25. The task-oriented leader, according to Fiedler, excels in the favorable situation whereas
relationship-oriented leaders are most effective in situations of moderate favorability.
26. A substitute counteracts the leadership style and prevents the leader from displaying certain behaviors.
27. A situational variable that counteracts a leadership style and prevents the leader from displaying
certain behaviors is called a neutralizer.
28. The relationship-oriented leader performs better in situations of intermediate favorability because
human relations skills are important in achieving high group performance.
29. An inspirational leader who has the ability to motivate subordinates, through personal transactions, to
transcend their normal performance refers to a transactional leader.
30. The charismatic leader has the ability to motivate subordinates to transcend their expected
performance.
31. Charismatic leaders typically have a strong vision for the future and they can motivate others to help
realize it.
32. A transformational leader is a leader distinguished by a special ability to bring about innovation and
change.
33. Transformational leaders are hardworking, tolerant, and fair-minded, but are not as capable of leading
change as are transactional leaders.
34. The pragmatic survivor is a follower who participates actively in the organization but does not use
critical thinking skills.
35. The alienated follower is a person who is an independent, critical thinker but is passive in the
organization.
36. An active follower is characterized by a need for constant supervision.
37. Power is the potential ability to influence the behavior and decisions of other people.
38. 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.
39. The effective follower exhibits neither critical, independent thinking nor active participation.
40. Influence is the effect a person’s actions have on the attitudes, values, beliefs, or behavior of others.
41. Legitimate, reward, and expert powers are all forms of position power.
42. When Lonnie shouts at Kerry in public for not finishing her work and suspends her for two days, he is
using his coercive power.
43. Two types of personal powers are expert and reward powers.
44. The type of power that results from political referrals is referent power.
45. Rational persuasion is one interpersonal influence tactic available for leaders.
46. Effective leaders develop networks of allies; people who can help the leader accomplish his or her
goals.
47. Research indicates people rate leaders as “more effective” when they are perceived to use one
influence tactic.
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. 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.
it is redundant.
e.
it always creates conflict.
3. _____ means being unpretentious and modest rather than arrogant and prideful.
a.
Humility
b.
Egotism
c.
Altruism
d.
Reserved
e.
Assurance
4. 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
5. A(n)_____ leader works to fulfill subordinated needs and goals as well as to achieve the organization’s
larger mission.
a.
servant
b.
transactional
c.
transformational
d.
charismatic
e.
interactive
6. All of the following are major approaches to leadership EXCEPT:
a.
Level 5 leadership.
b.
Servant leadership.
c.
Authentic leadership.
d.
Progressive leadership.
e.
Authoritative leadership.
7. Jerome, a manager at Welford Nonprofit Group, is known for his selflessness and willingness to give
to others. He likes working in the nonprofit sector because he wants to apply his skills and abilities to
serve others who are less fortunate. Based on this information, which type of leader best describes
Jerome?
a.
Level 5 leader
b.
Servant leader
c.
Authentic leader
d.
Egoistic leader
e.
Authoritative leader
8. _____ leaders know and understand themselves, act consistently with high order ethical values, and
empower and inspire others.
a.
Level 5
b.
Servant
c.
Authentic
d.
Authoritative
e.
Egoistic
9. Which of the following is NOT a valid component of authentic leadership?
a.
Pursues purpose with passion
b.
Isolates self from others
c.
Leads with the heart as well as the head
d.
Demonstrates self-discipline
e.
Practices solid values
10. According to research, _____ leaders typically score higher on social and emotional skills.
a.
level 5
b.
female
c.
postheroic
d.
male
e.
minority
11. At work, Sue Ellen favors a consensual and collaborative process, where influence derives from
relationships rather than positions of power and formal authority. As such, she can best be viewed as
what type of leader?
a.
Authoritative
b.
Servant
c.
Egoistic
d.
Uncoordinated
e.
Interactive
12. All of the following are leadership qualities EXCEPT:
a.
visionary.
b.
innovative.
c.
promotes change.
d.
structured.
e.
nurtures.
13. Which of the following is NOT a manager quality?
a.
Maintains stability
b.
Organizes
c.
Analyzes
d.
Rational
e.
Personal power
14. 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.
15. 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.
16. 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
17. 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
18. 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
19. 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
20. 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.
21. Wilson is viewed by his boss as driven, tenacious, and hardworking in the pursuit of his goals. These
characteristics fit within which category?
a.
Physical characteristics
b.
Intelligence and ability
c.
Work-related characteristics
d.
Social background
e.
Social characteristics
22. 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.
23. 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
24. _____ are natural talents and abilities that have been supported and reinforced with learned knowledge
and skills and provide each individual with his or her best tools for accomplishment and satisfaction.
a.
Strengths
b.
Traits
c.
Characteristics
d.
Abilities
e.
Leadership tendencies
25. 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
26. 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.
27. _____ 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
28. The recommended management style from the leadership grid is _____.
a.
1,9
b.
9,1
c.
5,5
d.
1,1
e.
9,9
29. 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 Management
30. According to the Leadership Grid, _____ 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 Management
31. 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
32. 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.
33. According to the leadership grid, _____ means the absence of a management philosophy, where
managers exert little effort toward interpersonal relationships or work accomplishment.
a.
solitary management
b.
middle-of-the-road management
c.
low-road management
d.
authority-compliance management
e.
impoverished management
34. 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.
35. Hersey and Blanchard are responsible for which theory?
a.
Theory of leadership
b.
ERG Theory
c.
Situational theory
d.
Contingency theory
e.
Leadership
36. 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
37. According to the situational theory of Hersey and Blanchard, which of the following leader styles
matches up best with low readiness subordinates?
a.
Coaching style
b.
Supporting style
c.
Directing style
d.
Entrusting style
e.
None of these
38. 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.
Entrusting
c.
Coaching
d.
Supporting
e.
Directing