Thomas4e Test Bank 07

Instructor Resource
Thomas/Peterson, Cross-Cultural Management, 4e

SAGE Publishing, 2018
Test Bank
Chapter 7: The Manager as Leader: Motivation and Leadership Across
Cultures
Multiple Choice
1. ______ is typically described as the willingness of individuals to exert effort toward a goal.
A. Leadership
B. Achievement
C. Satisfaction
D. Motivation
Ans: D
Cognitive Domain: Knowledge
Answer Location: Motivation Across Cultures
Difficulty Level: Easy
2. The study of work motivation has often been divided into ______ and ______ theories. The
applicability of both has been examined across cultures.
A. content, process
B. high, low
C. cultural and noncultural
D. achievement, cognitive
Ans: A
Cognitive Domain: Comprehension
Difficulty Level: Medium
3. ______ theories explain motivation as the needs that people seek to satisfy.
A. Process
B. Content
C. Equity
D. Expectancy
Ans: B
Answer Location: Content Theories
4. Which of the following is NOT one of the three needs McClelland identified in his content theory of
motivation?
A. Power
B. Psychological
C. Affiliation
D. Achievement
Ans: B
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Cognitive Domain: Analysis

5. Research on McClelland’s content theory of motivation found that successful managerial performance
requires individuals high in the need for ______ and low in the need for ______.
A. achievement, power
B. power, affiliation
C. power, achievement
D. achievement, psychological
Ans: B
6. Content theories often ignore that most people, even in the developed world, may be concerned
primarily with meeting ______ needs.
A. lower order
B. high-order
C. dominant
D. equity
Ans: A
7. ______ theories of motivation explain the choices that people make about their behavior.
A. Equity
B. Goal setting
C. Process
D. Expectancy
Ans: C
Answer Location: Process Theories
8. Which of the following is NOT an example of a process theory of motivation?

A. Equity theory
B. Expectancy theory
C. Goal setting theory
D. Needs theory
Ans: D
9. Carmen is comparing how much she works with how much her coworker Alice works. Carmen
believes that she works more hours than Alice does but that Alice get paid more. Carmen’s awareness of
Instructor Resource
her inputs and outcomes compared to Alice’s inputs and outcomes is a common theme in ______ theory
of motivation.
A. equity
B. process
C. content
D. expectancy
Ans: A
Cognitive Domain: Application
Answer Location: Equity Theory
10. According to ______, there are motivational consequences if people experience an imbalance in
which the ratio of their inputs to outcomes is perceived to be unfair compared to what other people
receive.
A. process theory
B. content theory
C. expectancy theory
D. equity theory
Ans: D
11. In studies of equity theory, it has become fairly clear that the preference for equity in reward
allocation is related to the extent of ______ in society
A. inputs
B. outcomes
C. leadership
D. power distance
Ans: D
12. In studies of equity theory, it has been found that more ______ societies have a preference for
equality over equity.
A. egalitarian
B. benevolent
C. equity
D. entitleds
Ans: A
13. An extension of equity theory is the idea that some individuals are more equity sensitive than
others. Which of the following is NOT a classification of equity sensitivity?
A. Benevolents
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B. Entitleds
C. Egalitarians
D. Equity sensitives
Ans: C
others. ______ prefer to be in a condition of balance between inputs and outcomes they receive.
A. Equity sensitives
B. Benevolents
C. Entitleds
D. Egalitarians
Ans: A
15. Delores feels she is underrewarded at work compared with her coworkers. However, she does not
complain. It is likely that Delores’s equity sensitivity puts her in the category of ______.
A. entitleds
B. benevolents
C. egalitarians
D. equity sensitives
Ans: B
others. ______ are more tolerant of situations in which they are underrewarded.
A. Entitleds
B. Benevolents
C. Egalitarians
D. Equity sensitives
Ans: B
17. Aliyah is aware of the various rewards she receives at work compared with others. When she feels
underrewarded, she feel a lot of dissonance. But when she feels overrewarded, she feels little
dissonance. It is likely that Aliyah’s equity sensitivity puts her in the category of ______.
A. entitleds
B. benevolents
C. egalitarians
D. inequity sensitives
Instructor Resource
Ans: A
others. ______ experience less dissonance when overrewarded than when underrewarded.
A. Entitleds
B. Benevolents
C. Egalitarians
D. Inequity sensitives
Ans: A
19. ______ theory suggests that motivation is the result of the combination of the expectation that
effort (E) will lead to performance and that this performance will be instrumental (I) in reaching certain
outcomes. It also recognizes that individuals can place different value (V) on any outcome.
A. Expectancy
B. Content
C. Process
D. Equity
Ans: A
Answer Location: Expectancy Theory
20. Anthony does not feel motivated to work. Although he knows that if he makes an effort he will be
able to perform and that this performance will earn him rewards, he does not value the rewards he
would earn. In the expectancy theory equation, Anthony’s ______ is zero.
A. expectancy
B. valence
C. process
D. instrumentality
Ans: B
21. Alexandra does not feel motivated to work. Although she knows that if she makes an effort she will
be able to perform and that the reward for performance is more money, she does not believe that her
boss will give her the raise she would earn by her performance. In the expectancy theory equation,
Alexandra’s ______ is zero.
A. expectancy
B. valence
C. process
D. instrumentality
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Ans: D
22. Caleb does not feel motivated to work. Although he knows performance will earn him rewards and
he values those rewards, he does not believe he can perform the work. In the expectancy theory
equation, Anthony’s ______ is zero.
A. expectancy
B. valence
C. process
D. instrumentality
Ans: A
23. According to ______ theory, Effort = V × I × E.

A. content
B. expectancy
C. equity
D. process
Ans: B
24. Which of the following is NOT one of the beliefs employees must have to be motivated to make an
effort according to expectancy theory?
A. Believe that if they work hard they will accomplish their task
B. Believe that task accomplishment will lead to a reward by their employer
C. Value the outcomes that they are offered.
D. Believe that others who work hard will receive similar rewards
Ans: D
25. Research on expectancy theory across cultures found significant differences in both expectancies
and ______ across cultures.
A. comparisons
B. valences
C. rewards
D. axioms
Ans: B
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26. According to ______ theory, specific difficult (but achievable) goals consistently lead to better
performance than specific easy goals, general (do your best) goals, or no goals.
A. work goal
B. goal-setting
C. expectancy
D. content
Ans: B
Answer Location: Goal Setting
27. According to ______ theory, goal setting is most effective when there is feedback showing progress
toward the goal.
A. work goals
B. equity
C. process
D. goal-setting
Ans: D
28. In goal-setting theory, the relationship between goal difficulty and ______ assumes that the
individual accepts the goal and has the ability to achieve it.
A. motivation
B. performance
C. gain
D. feedback
Ans: B
29. ______ theories of motivation have been criticized for depicting the individual as a rational
information processor seeking to maximize personal gain.
A. Process
B. Content
C. Equity
D. Goal setting
Ans: A
30. Cultural differences in work centrality were originally discussed as being about whether a country
had a strong ______.
A. diversity
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B. work ethic
C. work norm
D. motivation
Ans: B
Answer Location: Work Centrality and Organizational Commitment
31. ______ is a person’s sustained motivation to a carry out a course of action or contribute to the well-
being of some other person, group, or organization.
A. Expectancy
B. Process
C. Commitment
D. Equity
Ans: C
32. Which of the following is NOT a component of commitment to an organization?

A. Feeling equitable treatment (equity commitment)
B. Having a sense of obligation (normative commitment)
C. Interest in continuing a relationship (continuance commitment)
D. Emotional bonds (affective commitment)
Ans: A
33. Organizations can expect higher levels of organizational commitment in ______ societies.
A. collectivist
B. individualist
C. entitled
D. benevolent
Ans: A
34. Which of the following is NOT an approach to designing motivating jobs.

A. Quality control circles
B. Job equity model
C. The job characteristics model
D. Sociotechnical systems
Ans: B
Answer Location: Designing Motivating Jobs
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35. Which of the following is NOT one of the job characteristics designated in the job characteristics
model?
A. Skill significance
B. Task significance
C. Task identity
D. Task significance
Ans: A
36. ______ job designs almost always involve autonomous work groups, which have almost complete
responsibility for a significant task.
A. Motivational
B. Potential
C. Equity
D. Sociotechnical
Ans: D
37. Alyssa enjoys her job in part because it requires her to do different activities that require different
abilities. According to the job characteristics model, Alyssa enjoys the ______ of her job.
A. skill variety
B. task identity
C. autonomy
D. task significance
Ans: A
38. Jaylen’s enjoys his job as a customer service representative because he gets to work with one
customer at a time and see the customers all the way through the complaint process. No matter what
the problem, Jaylen see the customer’s complaint all the way to completion. He likes being able to
complete a task for each customer. According to the job characteristics model, Jaylen enjoys the ______
of his job.
A. Autonomy
B. Task identity
C. Feedback
D. Skill variety
Ans: B
Instructor Resource
39. Kennedy enjoys her job as receptionist because she is able to help people find the resources they
need. She feels that she is able to help people and have a substantial effect on their work flow.
According to the job characteristics model, Kennedy enjoys the ______ of her job.
A. task identity
B. autonomy
C. task significance
D. skill variety
Ans: C
40. Josiah enjoys his job as a regional sales manager because he has a lot of discretion in how he runs
the regional office. No one is looking over his shoulder and making him follow policies and procedures.
According to the job characteristics model, Josiah likes the ______ of his job.
A. skill variety
B. task significance
C. task identity
D. autonomy
Ans: D
41. Trinity enjoys her job as a telemarketer in part because, after each call, her computer provides her
with a total of how many sales she has made for the day. She constantly references that total to monitor
her progress. According to the job characteristics model, Trinity enjoys the ______ of her job.
A. autonomy
B. feedback
C. task identity
D. skill variety
Ans: B
42. Which of the following is NOT one of the perceptions required for a job to be motivating according
to the job characteristics model?
A. The worker must feel the pay is equitable
B. The worker must feel responsible for outcomes
C. The worker must know the actual results of work activities
D. Job must be perceived as meaningful
Ans: A
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43. Which of the following is NOT one of the distinct periods through which leadership theory has
passed?
A. Commitment
B. Trait
C. Implicit
D. Behavioral
Ans: A
Answer Location: Western Leadership Theory
44. ______ theories of leadership began as a search for the personality characteristics possessed by
great leaders.
A. Skill variety
B. Feedback
C. Trait
D. Autonomy
Ans: C
Answer Location: Trait Theories
45. ______ theories of leadership emerged after a change in the assumption that leaders are born to the
notion that leaders could be developed.
A. Trait
B. Contingency
C. Implicit
D. Behavioral
Ans: D
Answer Location: Behavioral Theories
46. In behavioral theories of leadership, ______ included such leader behaviors as assigning tasks to
subordinates, coordinating activities, emphasizing deadlines, and evaluating subordinates’ work
A. initiating structure
B. subordinates
C. consideration behavior
D. coordinating activities
Ans: A
47. In behavioral theories of leadership, ______ were those that showed concern for subordinates, such
as showing regard for their feelings, respecting their ideas, and being friendly and supportive.
A. coordinating activities
B. initiating structures
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C. consideration behaviors
D. subordinates
Ans: C
48. ______ theories of leadership were developed to reconcile differences between the findings of
behavioral studies of leadership.
A. Implicit
B. Contingency
C. Behavioral
D. Trait
Ans: B
Answer Location: Contingency Theories
49. According to ______ contingency model of leadership, a leader’s personality influences the leader’s
behavior style (task or relationship oriented) and that the situation moderates the relationship between
the leader’s style and effectiveness.
A. GLOBE
B. implicit
C. trait
D. Fiedler’s
Ans: D
50. ______ theory of leadership identifies four leader behaviors and specifies a number of situational
and follower characteristics that can increase or reduce the relationship of leader style to follower
satisfaction and performance.
A. Path–goal
B. Outcomes
C. Leader behavior
D. High-performing
Ans: A
51. ______ theories of leadership have been concerned with the way in which the sorts of scripts,
schemas, and other cognitive characteristics influence how subordinates perceive and react to a leader.
A. Implicit
B. Behavioral
C. Trait
D. Contingency
Instructor Resource
Ans: A
Answer Location: Implicit Theories
52. The ______ leadership theory perspective suggests that followers develop mental representations or
prototypes of leaders through exposure to social situations and interactions with others.
A. trait
B. explicit
C. implicit
D. behavioral
Ans: C
53. Which of the following is NOT one of the six dimensions described as culturally based shared
conceptions of leadership identified by GLOBE research?
A. Team oriented
B. risk-taking
C. participative
D. charismatic/value based
Ans: B
Answer Location: Project GLOBE
54. One dimension of GLOBE research on culturally based shared conceptions of leadership is ______,
which is the ability to inspire, motivate, and expect high performance from others on the basis of firmly
held core beliefs.
A. team oriented
B. charismatic/value based
C. participative
D. humane oriented
Ans: B
which emphasizes team building and implementation of a common purpose or goal among team
members.
A. team oriented
B. autonomous
C. self-protective
D. charismatic/value based
Ans: A
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which reflects the degree to which managers involve others in making and implementing decisions.
A. humane oriented
B. participative
C. team oriented
D. autonomous
Ans: B
which reflects supportive and considerate leadership, including compassion and generosity.
A. humane oriented
B. autonomous
C. charismatic/value based
D. team oriented
Ans: A
which refers to independent and individualistic leadership.
A. humane oriented
B. team oriented
C. autonomous
D. participative
Ans: C
which focuses on ensuring safety and security of the individual; self-centered, and face-saving.
A. self-protective
B. participative
C. charismatic/value based
D. autonomous
Ans: A
Instructor Resource
60. Misumi’s ______ theory identifies four types of leadership based on two basic dimensions that are
viewed as functions that a leader needs to fulfill rather than as a specific set of behaviors that a leader
needs to carry out.
A. paternalism
B. performance dimension
C. task oriented
D. performance–maintenance
Ans: D
Answer Location: Performance–Maintenance Theory
61. The ______ dimension of Misumi’s performance–maintenance theory of leadership describes

behavior directed toward achieving group goals and includes pressure-type and planning-type behavior.
A. maintenance
B. performance
C. leadership
D. paternalism
Ans: B
62. ______ behavior is described in Misumi’s performance–maintenance theory of leadership as

supervisory behavior regarding strict observance of regulations and pressure for production.
A. Planning-type
B. Supervisory
C. Pressure-type
D. Hierarchical
Ans: C
63. ______ behavior is described in Misumi’s performance–maintenance theory of leadership concern

the planning and processing of work.
A. Planning-type
B. Supervisory
C. Pressure-type
D. Hierarchical
Ans: A
64. The ______ dimension of Misumi’s performance–maintenance theory of leadership relates to

behavior directed at maintaining individual well-being and preserving social relationships in a group.
A. paternalism
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B. leadership
C. maintenance
D. performance
Ans: C
65. ______ represents the combination of tribal norms and bureaucratic structures that resulted in an
authoritarian and patriarchal approach to leadership in the Arab World.
A. Sheikocracy
B. Hierarchical authority
C. Duality
D. Prophetic leader
Ans: A
Answer Location: Leadership in the Arab World
66. ______ in the Arab world is characterized by hierarchical authority, subordination of efficacy to
human relations and personal connections, and conformity to rules and regulations based on the
personality and power of those who made them.
A. Hierarchical authority
B. Prophetic leadership
C. Sheikocracy
D. Duality
Ans: C
67. The ______ model of leadership specifies two distinctly different leadership types that can emerge
to fill the leadership vacuum created by the lack of institutionalism prevalent in Arab society.
A. duality
B. caliphal
C. sheikocracy
D. prophetic–caliphal
Ans: D
68. According to the ______ model of leadership, the very existence of the rational bureaucratic
procedures of institutions is undermined by the prevalence of two societal characteristics called
individualism and personalism.
A. sheikocracy
B. prophetic–caliphal
C. caliphal
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D. duality
Ans: B
69. According to the prophetic–caliphal model of leadership, ______ involves viewing one’s relationship
to others from an egocentric perspective in which one’s own set of needs dominates.
A. individualism
B. personalism
C. prophetic
D. caliphal
Ans: B
70. According to the prophetic–caliphal model of leadership, ______ is the tendency to make decisions
without considering the opinions of others.
A. personalism
B. duality
C. prophetic
D. individualism
Ans: D
71. According to the prophetic–caliphal model of leadership, a ______ leader must use coercion and fear
in order to maintain status as a leader.
A. caliphal
B. duality
C. individualism
D. personalism
Ans: A
72. As a manager, Tobias prefers to make decisions without considering the opinions of others.
According to the prophetic–caliphal model of leadership, this tendency is referred to as ______.
A. personalism
B. individualism
C. duality
D. socialism
Ans: B
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73. ______ leadership is based in traditional values of familism, Confucian ideology, and feudalism and is
common in cultures with large power distance, where superior–subordinate relationships are
hierarchical, interdependent, and emotional.
A. Ethical
B. Paternalistic
C. Authentic
D. Servant
Ans: B
Answer Location: Paternalism
74. Which of the following is NOT one of the dimensions of paternalistic leadership?
A. Involvement in nonwork lives of subordinates
B. Creating an all-business atmosphere at work
C. Expecting loyalty from subordinates
D. Establishing close and individualized relationships with subordinates
Ans: B
75. Paternalistic leadership has been associated with positive employee attitudes in collectivistic and
______cultures.
A. large power distance
B. uncertainty avoidance
C. masculine
D. long-term orientation
Ans: A
76. ______ leadership emphasizes an internalized moral perspective on leadership.

A. Servant
B. Authentic
C. Hierarchical
D. Ethical
Ans: B
Answer Location: Box 7.2 Servant Leadership
77. ______ leadership is based on the human motive to bond with others and contribute to the
betterment of society
A. Authentic
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B. Ethical
C. Servant
D. Ethical
Ans: C
Answer Location: Box 7.2 Servant Leadership
78. Which of the following is NOT a key element in the integrated cross-cultural model of leadership?
A. Worker efficacy
B. Substitutes for leadership
C. Individual and group processes
D. Leader’s image
Ans: A
Answer Location: Integrated Cross-Cultural Model of Leadership
True or False
1. Motivation is typically described as the willingness of individuals to exert effort toward a goal.
Ans: T
2. The study of work motivation has often been divided into content theories and process theories.
Ans: T
3. McClelland’s content theory of motivation focuses on the three needs of achievement, affiliation, and
activity which vary among individuals.
Ans: F
4. Equity theory recognizes that we all are aware of what we contribute and what we receive in return
from our roles in work and in life, and that we also compare this ratio of our inputs and outcomes with
that of other people.
Ans: T
Instructor Resource
5. Expectancy theory suggests that motivation is the result of the combination of the expectation that
effort (E) will lead to performance and that this performance will be instrumental (I) in reaching certain
outcomes.
Ans: T
6. Despite the thousands of research articles and books written on this subject, no generally accepted
definition of leadership exists.
Ans: T
Answer Location: Leadership
7. Two dimensions of leader behavior have been identified as initiating structure (production oriented or
task) and consideration (employee or relationship oriented) behaviors.
Ans: T
8. Process theories of leadership have been concerned with the way in which the sorts of scripts,
schemas, and other cognitive characteristics influence how subordinates perceive and react to a leader
Ans: F
9. In Arab society, a prophetic leader garners feelings of love, unity of purpose, and voluntary submission
to authority by followers.
Ans: T
10. The integrated cross-cultural model of leadership has as its basis a cognitive information processing
approach to leadership.
Ans: T
Completion (Fill in the Blank)

1. ______ is typically described as the willingness of individuals to exert effort toward a goal.
Ans: Motivation
Instructor Resource

2. ______ theories of motivation explain motivation as the needs that people seek to satisfy.
Ans: Content
3. ______ theories of motivation explain the choices that people make about their behavior.
Ans: Process
4. ______ recognizes that we all are aware of what we contribute and what we receive in return from
our roles in work and in life, and that we also compare this ratio of our inputs and outcomes with that of
other people.
Ans: Equity theory
5. According to ______ theory, Effort = V × I × E.

Ans: expectancy
6. According to ______ theory, goal setting is most effective when there is feedback showing progress
toward the goal.
Ans: goal-setting
7. ______ is a person’s sustained motivation to a carry out a course of action or contribute to the well-
being of some other person, group, or organization.
Ans: Commitment
8. ______ theories of leadership began as a search for the personality characteristics possessed by great
leaders.
Ans: Trait
Answer Location: Trait Theories
Instructor Resource
9. ______ theories of leadership emerged after a change in the assumption that leaders are born to the
notion that leaders could be developed.
Ans: Behavioral
10. According to the ______ model of leadership, the very existence of the rational bureaucratic
procedures of institutions is undermined by the prevalence of two societal characteristics called
individualism and personalism.
Ans: prophetic–caliphal
Essay
1. Describe how culture might affect the application of the main content theories of motivation?
Ans: The majority of cross-cultural research on content theories has focused on higher order needs, such
as achievement or self-actualization, while ignoring lower order physical survival needs. However, most
people, even in the developed world, may be concerned primarily with meeting lower order needs, not
developing satisfying social relationships, seeking personal achievement, or pursuing self-actualization.
Societal stratification in many societies affects the dominant needs of individuals. Thus, the things that
motivate people in different strata of society might be quite different across cultures.
2. How can culture affect the application of the main process theories of motivation?
Ans: Process theories of motivation have been criticized for depicting the individual as a rational
information processor seeking to maximize personal gain. Although the type of rational processing
proposed by these theories can certainly occur, it is probably limited to situations with important
outcomes and where one’s prior experience is limited. Much individual behavior proceeds in a
semiautomatic manner based on information stored in memory (scripts), which was learned in a
particular cultural context. Thus, culture may affect what motivates people more than the process
through which people are motivated.
3. Describe how cultural variations in job design motivate.

Ans: The development of individualist job design approaches in the United States, autonomous work
groups in northern Europe, and quality circles in Japan are congruent with the value orientations of the
three regions. The development of work characteristics that are consistent with the motivational
requirements of different cultures is not coincidental. Therefore, the choice of job design might be best
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informed by cultural dimensions that relate to the way in which the characteristics of the job fulfill
culturally based expectations of what work is about.
4. Describe the main points of the integrated cross-cultural model of leadership?

Ans: The three key elements of the theory—leader’s image, individual and group processes, and
substitutes for leadership—are all affected by cultural variation. Culture is considered an all-
encompassing or enveloping influence on leadership processes. The interpersonal interactions between
the leader and followers are subject to cultural influence. Situational moderators of various types act as
substitutes for particular leadership behavior in a number of cultures. The outcomes of leadership are
also embedded in a cultural context, in that the evaluation of leader effectiveness can be based
primarily on the performance of either individuals or groups.
5. What conclusions can you draw from the cross-cultural model of leadership and the empirical
evidence about leadership and leadership theories presented in Chapter 7?
Ans: Answer should include universal leadership functions, culture-specific leader behaviors, and
situational moderators.
Answer Location: Implications for the Practice of Leadership

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Thomas/Peterson, Cross-Cultural Management, 4e

Cognitive Domain: Analysis

8. Which of the following is NOT an example of a process theory of motivation?

23. According to ______ theory, Effort = V × I × E.

32. Which of the following is NOT a component of commitment to an organization?

34. Which of the following is NOT an approach to designing motivating jobs.

Answer Location: Project GLOBE

61. The ______ dimension of Misumi’s performance–maintenance theory of leadership describes

62. ______ behavior is described in Misumi’s performance–maintenance theory of leadership as

63. ______ behavior is described in Misumi’s performance–maintenance theory of leadership concern

64. The ______ dimension of Misumi’s performance–maintenance theory of leadership relates to

Difficulty Level: Medium

76. ______ leadership emphasizes an internalized moral perspective on leadership.

Completion (Fill in the Blank)

Answer Location: Motivation Across Cultures

5. According to ______ theory, Effort = V × I × E.

Difficulty Level: Medium

3. Describe how cultural variations in job design motivate.

4. Describe the main points of the integrated cross-cultural model of leadership?

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