Chapter 07 Leadership Behavior Answer Key
True / False Questions
1.
(p. 242)
Personality traits, values, and intelligence must be inferred from behavior.
2.
(p. 245)
The Leader Behavior Description Questionnaire was developed by Ohio State University
researchers.
3.
(p. 246)
Leaders that rank high in consideration on the Leader Behavior Description Questionnaire
(LBDQ) are more likely to assign reasonable deadlines, establish performance standards,
and monitor performance levels.
4.
(p. 246)
The LBDQ-XII assesses behaviors such as being able to tolerate uncertainty and acting as
a representative for a group.
5.
(p. 247)
Researchers at the University of Michigan considered job-centered and employee-
centered behaviors to be at opposite ends of a single continuum of leadership behavior.
6.
(p. 248)
According to research, there is a universal set of leader behaviors that is always
associated with leadership success.
7.
(p. 249)
On the Leadership Grid, a 9,9 leader most likely accomplishes goals by forming trusting,
respectful relationships with team members.
8.
(p. 250)
A leadership skill consists of three components: a well-defined body of knowledge, a set
of related behaviors, and clear criteria of competent performance.
9.
(p. 250)
According to the Leadership Grid, 1,1 leaders are the most successful in the workplace.
10.
(p. 250)
The context and style of a leader’s behavior are factors that affect their ability to build
teams.
11.
(p. 253)
According to Hogan and Warrenfelz, the four major categories of competency models are
interpersonal, intrapersonal, business, and followership skills.
12.
(p. 255)
The Leadership Pipeline is a useful model that exemplifies the progression of a manager
from a task-oriented leader to a people-oriented leader.
13.
(p. 258)
Based on the Leadership Pipeline, people frequently turn out to be effective leaders even
when they skip organizational levels.
14.
(p. 259)
The three components of community leadership include mobilization, framing, and building
social capital.
15.
(p. 259)
Framing is the leadership competency of developing relationships that allow people to
work together in the community across their differences.
16.
(p. 261)
Instruments providing 360-degree feedback to managers are particularly useful for
leadership development.
17.
(p. 264)
A study of more than 700 firms reported that companies that used 360-degree feedback
systems had a 10.6 percent increase in shareholder value.
18.
(p. 265)
Research shows that when a manager shares the results of their 360-degree feedback
with followers and work on an action plan to improve their ratings, ratings do increase over
time and in some cases, leadership productivity improves as well.
19.
(p. 267)
According to research into 360-degree feedback, white peers and subordinates generally
gave about the same level of ratings for both black and white peers and bosses.
20.
(p. 269)
Building development plans and getting coaching from others improves a person’s
chances of changing targeted behaviors.
Multiple Choice Questions
21.
(p. 246)
The leadership dimensions that were identified by the Ohio State studies are:
22.
(p. 246)
Which term refers to how much a leader is friendly and supportive toward subordinates?
23.
(p. 246)
Leaders high in initiating structure are most likely to:
24.
(p. 246)
Which of the following leadership questionnaires measured the extent to which leaders in
industrial settings exhibited consideration and initiating structure behaviors?
25.
(p. 246)
Goal emphasis and work facilitation are _____ leadership behavior dimensions.
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26.
(p. 246)
Behaviors concerned with motivating subordinates to accomplish the task at hand are
called _____ behaviors.
27.
(p. 246)
Work facilitation behaviors deal with leaders:
28.
(p. 248)
In general, researchers have reported that subordinates are more satisfied when leaders:
29.
(p. 248)
The two dimensions of the Leadership Grid are:
30.
(p. 249)
In terms of the Leadership Grid, leaders scoring 1,9 show:
31.
(p. 249)
Adequate organization performance is possible through balancing the necessity to get
work out while maintaining morale of people at a satisfactory level. In the context of the
Leadership Grid, what leadership orientation does this statement signify?
32.
(p. 253)
According to Hogan and Warrenfelz, which of the following skills is the most difficult to
change?
33.
(p. 253)
Which skill category relates to analyzing issues, making decisions, and thinking
strategically?
34.
(p. 258-
Community leaders are most likely to:
35.
(p. 259)
The leadership competency of helping a group or community recognize and define its
opportunities and issues in ways that result in effective action is known as:
36.
(p. 259)
Building social capital:
37.
(p. 260)
Mobilization is best defined as:
38.
(p. 262)
Which of the following is NOT a source for 360-degree feedback?
39.
(p. 264)
Which of the following statements concerning 360-degree feedback systems is most likely
FALSE?
40.
(p. 266)
Which statement about 360-degree feedback systems is most likely true?
Essay Questions
41.
(p. 246)
Based on the Leader Behavior Description Questionnaire (LBDQ), what is the difference
between consideration and initiating structure? What are the characteristics of leaders
that have high levels of each?
42.
(p. 247)
Compare and contrast the leader behavior research conducted by the Ohio State and
University of Michigan.
43.
(p. 248-
249)
Describe the Leadership Grid model and explain why it can be considered an extension of
the Ohio State and University of Michigan studies.
44.
(p. 250)
How do leadership behaviors and leadership skills differ? Provide examples to illustrate
your response.
45.
(p. 251)
What is a competency model? How do organizations benefit from developing competency
models?
46.
(p. 253)
Compare and contrast intrapersonal skills with interpersonal skills.
47.
(p. 258-
259)
What is community leadership? How does community leadership differ from leadership in
other organizations, such as private firms or the military?
48.
(p. 259)
What is framing in terms of community leadership? Why is framing important?
49.
(p. 265)
What role does societal or organizational culture play in the use and effectiveness of the
360-degree feedback process? Provide examples to illustrate your response.
50.
(p. 266)
What are the important gender issues related to 360-degree feedback?
Type: Knowledge