Chapter 08: Leadership
TRUE/FALSE
1. An effective manager operating internationally needs to act in a manner appropriate for the setting in
which he/she is located.
2. Leadership consists of planning, organizing, leading, and controlling a group or organization.
3. Internal locus of control refers to whether people feel that they can control things themselves or
whether outside forces control their future.
4. Germans favor soft-spoken politicians because of a negative association with charisma.
5. Transformational leadership exists in various forms around the world, though perhaps less so in the
United States.
6. A transformational leader is one who recognizes follower needs and tries to see that the organization
satisfies those needs if employee performance warrants it.
7. Unlike the behavioral theories of leadership, which imply that leaders need to be identified and
perhaps nurtured, trait theories assume that effective leadership behaviors can be identified and taught
to prospective leaders.
8. Low power-distance cultures may be more open to the 9,1 form of leadership and less likely to
question the orders and authority of a leader.
9. The adaptation models of leadership help individuals to understand how a leader may adjust behavior
to better fit a particular situation and employees’ maturity levels.
10. High-LPC leaders are most effective in situations that are very favorable or very unfavorable for
leading, such as unfavorable, mechanistic, or military environments.
11. Employees in high power-distance countries may expect bosses to act in a more informal way.
12. The path–goal theory argues that leaders will have to engage in different types of leadership behavior
depending on the nature and demands of a particular situation.
13. The achievement-oriented leadership style is appropriate when the employee is not challenged, tends
to be mature, and knows his/her job inside and out.
14. The Vroom–Yetton theory focuses on how leaders make business decisions.
15. Goleman found the coercive style of leadership to be the most effective in almost all situations.
16. The authoritative leadership style is characterized by enthusiasm and vision rather than criticism and
negative tactics.
17. Authoritative leadership typically works well in low power-distance situations with strong group
relationships.
18. The authoritative leadership style places a premium on communication and flexibility within an
organization.
19. Affiliative leaders are natural relationship builders.
20. The democratic leadership style is slow, but when implemented it usually moves along rapidly with
few objections.
21. The difficulty for pacesetting leaders is that often employees feel overwhelmed by managerial
demands for excellence, and morale drops.
22. Coaching focuses primarily on increasing productivity at work-related tasks, not on personal
development.
23. Implicit leadership theories affect not only how people view leaders, but also how managers are
selected.
24. A high degree of collectivism implies that leaders must allow employees to make decisions about their
work.
25. In all cultures, it is very important for a leader to build trust with followers.
MULTIPLE CHOICE
1. All of the following are aspects of U.S. management style EXCEPT:
a.
market processes.
b.
main focus on subordinate challenges.
c.
the stress on the individual over the group.
d.
an emphasis on management problems.
2. _____ refers to whether people feel that they can control things themselves or whether outside forces
control their future.
a.
Attributional style
b.
Self-efficacy
c.
Internal locus of control
d.
Problem-solving skills
3. Which of the following statements about transformational leaders is true?
a.
They use extrinsic motivators very effectively.
b.
They seek to acquire more followers through the exchange process.
c.
They recognize follower needs and see that the organization satisfies those needs if
employee performance warrants it.
d.
They establish a vision and the key objectives that must be reached to move an
organization forward.
4. According to the GLOBE study of leadership around the world, which of the following attributes was
identified as characteristics of a leader in the West?
a.
Enthusiastic
b.
Self-effacing
c.
Sensitive
d.
Compassionate
5. Which of the following statements about transactional leaders is true?
a.
They transform their followers in ways that result in followers trusting the leaders.
b.
They exchange rewards for appropriate levels of effort, and respond to employees’ self
interests as long as they are getting the job done.
c.
They increase followers’ awareness of the importance of their tasks and of performing
well.
d.
They give subordinates a feeling of engagement with the organization by motivating them
to work for the good of the organization in addition to their own personal gain.
6. According to behavioral theories of leadership:
a.
leaders need to be identified and perhaps nurtured.
b.
the type of leadership needed is based on the situation being faced.
c.
effective leadership behaviors can be identified and taught to prospective leaders.
d.
there are underlying characteristics of people that lead to either superior leader or follower
performance.
7. According to the Leadership Grid, the ideal leader was seen to be a:
a.
1,1 leader.
b.
1,9 leader.
c.
9,1 leader.
d.
9,9 leader.
8. The 9,9 leaders:
a.
work hard to meet the workers’ needs.
b.
have impoverished leadership and management abilities.
c.
exert minimum effort and get minimal output from workers.
d.
punish those who try to do extra for ‘‘creating more work for others.’’
9. Which leadership style gives thoughtful attention to needs of people for satisfying relationships leads
to a comfortable, friendly organization atmosphere and work tempo?
a.
Team management
b.
Country club management
c.
Authority-obedience management
d.
Impoverished management
10. The authority–obedience leadership style:
a.
stresses thoughtful attention to needs of people for satisfying relationships leading to a
comfortable, friendly organization atmosphere.
b.
states that minimum effort is required to get work done and is appropriate to sustain the
organization.
c.
stresses efficiency in operations and certain, specified results, and it offers no room for
creativity.
d.
states that interdependence through a “common stake” in organization goals leads to
relationships of trust and respect.
11. The leadership style 5,5 is commonly referred to as:
a.
country club management.
b.
team management.
c.
authority-obedience management.
d.
organization man management.
12. For the average person in individualist societies, employees may see a manager with a rating of 9,9 as
someone who:
a.
is too personal.
b.
is paid to make decisions.
c.
should be telling them what to do.
d.
should not be considered about the opinions of the staff.
13. The theory in which the type of leadership needed is based on the situation being faced is the:
a.
implicit theory.
b.
contingency theory.
c.
behavioral theory.
d.
trait theory.
14. According to Fiedler, high-LPC leaders:
a.
are most effective in situations that are very favorable for leading.
b.
are most effective in situations that are very unfavorable for leading.
c.
are most effective in situations that are moderately favorable for leading.
d.
cannot worry too much about being liked by employees.
15. Which theory states that an employee’s maturity is determined by job maturity and psychological
maturity?
a.
Trait theory
b.
Implicit theory
c.
Behavioral theory
d.
Situational leadership theory
16. Which leadership style is appropriate when the employee is not challenged, tends to be mature, and
knows his/her job inside and out?
a.
Participative-oriented
b.
Achievement-oriented
c.
Directive-oriented
d.
Supportive-oriented
17. Participative leadership is appropriate when:
a.
the followers lack self-confidence or have just gone through a difficult time at work.
b.
the follower has an ambiguous job or may not be ready to work independently.
c.
an employee is using improper procedures, and should be helped to uncover these
problems.
d.
the employee is not challenged, tends to be mature, and knows his/her job inside and out.
18. The Vroom–Yetton Model has proven to be useful in:
a.
formal societies.
b.
particularistic societies.
c.
less universalistic societies.
d.
low hierarchical societies.
19. A(n) _____ leader is typically quite strict, leading by intimidation, bullying tactics, and through direct
orders to employees.
a.
coercive
b.
affiliative
c.
pacesetting
d.
authoritative
20. What is the disadvantage of the authoritative leadership style?
a.
Decision-making tends to be slow.
b.
More of a short-term solution.
c.
Works poorly for an experienced workforce that know their jobs well.
d.
Does not work well in high-power distance cultures that expect leaders to make decisions.
21. In which situation would a democratic leadership style be useful?
a.
To motivate people during difficult circumstances, sell a vision, undertake a turnaround.
b.
To get quick results from a highly motivated and competent team.
c.
To build buy-in or consensus, or to get input from valuable employees.
d.
To help an employee improve performance or develop long-term strengths.
22. Which of the following is one of the main differences between the authoritative and the coercive
leadership styles?
a.
Authoritative leadership typically works well in low power-distance situations, while
coercive leadership works well in high power-distance cultures.
b.
While an authoritative leader demands that people do what he/she says, a coercive leader
believes that people come first.
c.
Unlike the authoritative leader, the coercive leader’s standards for success are clear and
employees are given room to innovate and not punished for making honest mistakes.
d.
The authoritative leadership style is characterized by enthusiasm and vision rather than
criticism and negative tactics.
23. Which of the following statements about a pacesetting leader is true?
a.
The difficulty for pacesetting leaders is that often employees feel overwhelmed by
managerial demands for excellence, and morale drops.
b.
Pacesetting leaders help employees identify their unique strengths and weaknesses and tie
them to their personal and career aspirations.
c.
Pacesetting leaders are masters at building a sense of belonging and are natural
relationship builders.
d.
By letting employees have a say in decisions that affect their goals, a pacesetting leader
increases flexibility and keeps employee morale high by listening to employees’ concerns.
24. Which theory recognizes that the process by which persons are perceived as leaders follows the same
basic social-cognitive processes occurring in other contexts?
a.
Vroom–Yetton theory
b.
Implicit leadership theory
c.
Hersey–Blanchard theory
d.
Path–goal theory
25. Which of the following statements about Hofstede’s dimensions of cultures and leadership is true?
a.
High power-distance cultures prefer their leaders to empower and encourage employee
participation in decision-making.
b.
Low uncertainty-avoidance cultures that have an emphasis on rules and traditions, may
place demands on leaders not expected in high uncertainty-avoidance cultures.
c.
A high degree of collectivism implies that leaders must allow employees to make
decisions about their work.
d.
Countries high in masculinity will more commonly place emphasis on production along
the lines of the 9,1 leader.
ESSAY
1. Compare and contrast transformational and transactional leadership.
2. Write an explanatory note on the Leadership Grid.
3. Explain Fiedler’s contingency theory.
ANS:
4. According to the Vroom–Yetton theory, leadership is contingent on what issues?
ANS:
5. What are the main differences between the authoritative leadership style and the coercive leadership
style?
ANS:
6. Explain the coaching style of leadership.
7. Write a note on the kind of leadership in individualistic and collectivist cultures.