CHAPTER 11 – LEADERSHIP

1. John Kotter, of Harvard Business School argues “managers promote ________ while leaders press for ________.”
a. Stability; change
2. John is very effective at acting within the established culture of the organization, and gets a lot done with this approach. John
is exhibiting
a. Management
3. Ron always seems to be challenging the status quo and looks to create change whenever he feels that it is needed, and that is
often. Ron is exhibiting
a. leadership
4. Acts that activate change in others congruent with the long-term objectives of the organization are known as
a. leadership
5. A person who relies on control strategies to get things done by subordinates is called a
a. manager
6. Emery’s best skills revolve around day-to-day caretaker activities that involve maintaining and allocating resources. He is
exhibiting
a. management
7. Which of the following is characteristic of a manager?
a. Administers subsystems within an organization
8. Steve is greatly admired in his organization, as he is an innovative thinker in the way he approaches problems he encounters in
his role; Steve always asks the questions “how does this align with our goals and how can we get there?” He rarely concerns
himself with “how do we usually handle a problem like this?” He is exhibiting
a. leadership
9. Which of the following did the Ohio State studies identify as the dimensions by which managers can be characterized?
a. The dimensions found were consideration and initiating structure
10. If trait research had been successful, we would ________, whereas if behavioural studies were correct, we would ________.
a. Select the right person for the job; train leaders
11. Which of the following statements is inconsistent with successful leadership behaviour patterns?
a. Effective leaders are more concerned with the people they lead than about getting the job
12. If leadership behavioural theories are correct, then
a. Leadership can be learned
13. According to the Ohio State studies, the extent to which a leader is likely to define and structure his or her role and those of
subordinates in the search for goal attainment is called
a. Initiating structure
14. According to the Ohio State studies, the extent to which a leader’s behaviour is directed toward getting the job done is called
a. Initiating structure
15. According to the Ohio State studies, the extent to which a leader shares mutual trust and respect for his or her employees is
referred to as
a. consideration
16. The University of Michigan studies identified which characteristic with effective performance as a leader?
a. Employee orientation
17. The University of Michigan studies identify leaders who emphasize interpersonal relations as
a. Employee-oriented
18. The University of Michigan studies define which leader as one who takes personal interest in the needs of his or her
subordinates?
a. Employee-oriented
19. The followers of leaders who are high in people orientation
a. Are more motivated
20. Leaders who are high in task orientation
a. Have higher productivity
21. Research findings indicate that when a task is satisfying to an employee there is less need for a leader to be ________.
a. People-oriented
22. Research findings indicate that when an employee has a clear understanding of how to perform a task and reach a goal a
________ leader will increase employee satisfaction.
a. People-oriented
23. According to research, in which situation will task-oriented leadership style give the best employee performance?
a. Task is interesting to the employee
24. According to research, in which situation will people-oriented leadership style give the best employee satisfaction?
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25. Leadership incompetence in organizations may be because
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 a. Many managers are promoted from jobs that didn’t have a leadership role, to a job that has a leadership role
26. What theories propose leadership effectiveness is dependent on the situation?
a. Contingency theories
27. Path-goal theory identifies which leader as necessary for situations where the employees must “buy-in” and internalize the
decision in order to be motivated in the task?
a. Participative leader
28. Path-goal theory identifies which leader as necessary for situations where the employees have ambiguous tasks? a. directive
leader
a. Directive leader
29. What theory proposes effective leaders adapt their leadership style according to how willing and able a follower is to perform
tasks?
a. A situational leadership model
30. Your supervisor has been studying leadership and has described so many theories to you that you are really confused. You ask
her to explain the similarities of the many theories so that you can understand the relationship between them. What other term
might be used to describe the concept of “task” in behavioural and contingency leadership theories?
a. Initiating structure
31. Your supervisor has been studying leadership and has described so many theories to you that you are really confused. You ask
her to explain the similarities of the many theories so that you can understand the relationship between them. What other terms
might be used to describe the concept of “people” in behavioural and contingency leadership theories?
a. Consideration, employee-oriented, and participating
32. Your supervisor has been studying leadership and has described so many theories to you that you are really confused. You ask
her to explain the similarities of the many theories so that you can understand the relationship between them. Leadership
theorists seem to agree that
a. There appear to be two dimensions of leadership – task and people
33. The leadership model that integrates the expectancy model of motivation with the Ohio State University leadership research is
a. Path-goal
34. The leadership behaviours identified by the path-goal theory are
a. Supportive, directive, participative, achievement-oriented
35. According to the path-goal theory, an approach focused on providing specific guidance and establishing work schedules and
rules is referred to as
a. directive
36. According to the path-goal theory, a leader who consults with employees and uses their suggestions before making a decision
is referred to as
a. participative
37. According to the path-goal theory, a leader who sets challenging goals and seeks improvements in performance is referred to
as
a. Achievement-oriented
38. Which of the following theories assumes subordinates will react favourably to a leader who helps them progress toward their
desired goals?
a. Path-goal theory
39. According to the path-goal theory, a(n) ________ leader lets followers know what is expected of them and gives them specific
guidance.
a. directive
40. Sometimes leadership may not be important. ________ make(s) it impossible for leader behaviour to make any difference to
subordinate outcomes.
a. neutralizers
41. A situation where leadership may not be important is when
a. There are explicit formalized procedures
42. The type of leaders who guide or motivate their followers in the direction of established goals by clarifying role and task
requirements are
a. Transactional leaders
43. Which of the following qualities is not necessary for a person to be an effective follower?
a. Aspirations of leadership
44. Path-goal theory proposes two types of contingencies; these are
a. Environmental and subordinate
45. The two leaders in your department are very different. John believes that he should guide and motivate by clarification of the
roles and tasks of his subordinates. Alan feels that his role should be to provide individualized consideration and intellectual
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 a. transactional
46. The two leaders in your department are very different. John believes that he should guide and motivate by clarification of the
roles and tasks of his subordinates. Alan feels that his role should be to provide individualized consideration and intellectual
stimulation. Most of the workers believe that both leaders are well trained, but Alan has a special “spark” that employees feel
when they work with him. That special “spark” that people notice when they work with Alan may be termed
a. charisma
47. The two leaders in your department are very different. John believes that he should guide and motivate by clarification of the
roles and tasks of his subordinates. Alan feels that his role should be to provide individualized consideration and intellectual
stimulation. Most of the workers believe that both leaders are well trained, but Alan has a special “spark” that employees feel
when they work with him. Alan is which type of leader?
a. transformational
48. Mei is a leader who has a clear vision of what her unit needs to accomplish, she is willing to take personal risks to achieve that
vision, and she is sensitive to the needs of those who follow her. She is thus known as a ________ leader
a. charismatic
49. Geo is considered to be a fiercely ambitious and driven person whose ambition is directed at the company rather than at
himself. He is thus known as a ________ leader.
a. Level 5
50. A leadership theory that states that followers make attributions of heroic or extraordinary leadership abilities when they
observe certain behaviours is known as
a. Charismatic leadership theory
51. Lilly does a great job of inspiring her employees to go beyond their own self-interests for the good of the organization. She
thus is known as a ________ leader.
a. transformational
52. Which of the following is not true of a charismatic leader?
a. They are perceived as managers of the status quo
53. A leader would not be called transformational when he or she
a. Intervenes only if standards aren’t met
54. The type of leader who inspires followers to transcend their own self-interest for the good of the organization and who is
capable of having a profound effect on his or her followers is a(n)
a. Transformational leader
55. A leader would not be called transactional when he or she
a. Provides vision and a sense of mission
56. Which of the following is characteristic of a charismatic leader?
a. Self-confidence
57. There are situations when charismatic leadership would be beneficial. Which of the following would be an example of such a
situation?
a. A business facing the introduction of a radically new product
58. For the past twenty years you have been working for a large corporation and have recently lost your job because the
corporation reduced its workforce. You have just been hired by Acme Inc. Your new supervisor is a woman who has been at
Acme for seven years. One of your colleagues has said, “Oh, she’s typical of women leaders.” You have never worked for a
woman before. You should expect your supervisor to do all of the following except
a. Use a directive style of control
59. For the past twenty years you have been working for a large corporation and have recently lost your job because the
corporation reduced its workforce. You have just been hired by Acme Inc. Your new supervisor is a woman who has been at
Acme for seven years. One of your colleagues has said, “Oh, she’s typical of women leaders.” You have never worked for a
woman before. You might remind your new colleague that
a. Regardless of gender, those in leadership positions are more alike than different
60. For the past twenty years you have been working for a large corporation and have recently lost your job because the
corporation reduced its workforce. You have just been hired by Acme Inc. Your new supervisor is a woman who has been at
Acme for seven years. One of your colleagues has said, “Oh, she’s typical of women leaders.” You have never worked for a
woman before. Your supervisor will probably demonstrate which leadership style?
a. inclusive
61. Gianni knows who he is, what he believes in and values, and he acts on those values and beliefs openly and candidly. He is
thus exhibiting
a. Authentic leadership
62. Andrew exhibits ethical conduct at all times, and exhibits values that are focused on others rather than on himself. He is thus
exhibiting
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 63. Xavier is considered a good leader. His view of leadership is that it is social, intellectual and physical traits distinguish leaders
from non-leaders. This is known as
a. Trait theories of leadership
64. Waddy is a leader whose work relationships with his staff are characterized by mutual trust, respect for their ideas, and regard
for their feelings. According to behavioural theories, this is known as
a. consideration
65. Tim lets his staff know exactly what is expected of them, and gives them specific guidance as to how to accomplish their
tasks. According to Path-Goal Theory, he is a ________ leader.
a. directive
66. Fred is facing a decision in which it is critical that his staff internalize the goals and carry through on the actions
independently. According to the Path-Goal Theory, the best leadership style for him would be
a. participative
67. Cora has a highly motivated staff that enjoys challenges. According to Path-Goal Theory, the best leadership style for her
would be
a. Achievement-oriented
68. Don is a good leader who believes that leaders should choose their style based on their perceptions of situational factors. This
is known as
a. Contingency theory
69. Jing is an effective leader who is friendly with his staff and always shows concern for their needs. According to Path-Goal
Theory, he is a ________ leader
a. supportive
70. A theory that proposes effective group performance depends upon the proper match between the leader’s style and the degree
to which the situation gives control to the leader is called the
a. Fiedler contingency model
71. The theory that says that it’s the leaders job to assist followers in attaining their goals and to ensure that these individual goals
are compatible with the overall goals of the organization is called the
a. Path-goal theory
72. Rory, a senior executive, has taken Sam, a new employee, “under his wing” to help him to develop his skills. What is Rory to
Sam?
a. A mentor
73. Leaders of teams often find the role is one of
a. facilitator
74. Ellen always looks to create opportunities for herself, and she is always quick to share credit with others when something goes
well. She is thus exhibiting
a. Self-leadership
75. Lianne does a great job of helping teams work more effectively by asking penetrating questions and by helping the team
discuss problems. Her role is thus that of a
a. troubleshooter
76. Terri is an expert at email correspondence. She is particularly adept at conveying the exact emotion that she wishes to convey,
judging whether her message should be formal or informal, as well as being consistent with the verbal style of the sender.
Thus, she is exhibiting
a. Online leadership
77. National culture affects leadership style. Participative leadership would be the most effective leadership style in a country like
a. Brazil

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